Learning Disabilities in Society Today Essay

The modern society has advanced very much compared to the earlier society, for example of the mid twentieth century. This advancement can be attributed to various technological innovations and inventions that have taken place in the society. The various spheres of change have impacted both positively and negatively on the welfare of the people. This is together with the welfare of those with disabilities. Disability has been and remains to be a major aspect of social inquiries and studies that has been conducted in the society. This is given that the disabled persons are part and parcel of the society. In this regard, the issue of disability as an area of study encompasses various aspects. This is for instance the kind of relationships between disability and work, disability and oppression, disability and education and disability and discrimination among others. In addition, studies on disability have centered on the measures that have been taken or ought to be taken to address the issue. The measures taken range from medical interventions and efforts to change the attitude of the members of the society towards the disabled people. Disability and the Society Today: Overview There are several definitions that have been proposed for the term disability. The definitions depend on the orientation and experiences of the scholar. For example, in law, the term disability can be used to connote a physical or mental impairment of an individual (Shah & Priestly, 2009). For the impairment to qualify as a disability, the law requires that it must have a substantial and long term negative effect on the individual’s ability to carry out normal day to day activities (Valentino & Skeletonk, 2009). However, not all such conditions qualify as disabilities. For example, individuals with ailments such as cancer, HIV/AIDS and those who are blind or partially sighted are not considered as been disabled. According to the legal definition given above, impairments considered to make an individual disabled include sensory impairments, such as sight and hearing, or mental impairments such as learning disabilities, dyslexia and mental illness (Bradley, Danielson & Hallahan, 2002). Some severe disfigurements, for example those affecting limbs and other physical organs, are regarded as a disability. Some conditions that can worsen over time such as multiple scleroses are also regarded as a disability as soon as they are diagnosed, even before they start to affect the individual’s day to day activities (Lerner, 2000). There are criteria that have been put in place to determine whether a disability is long term or not. For example, for a disability to de regarded as long term, it must have lasted for at least one year (Bradley et al, 2002). Disabilities that have lasted for less than one year can also be classified as long term. This is when there are sufficient grounds to expect the disability to last for at least one year after its onset (Barnes, Fletcher & Fuchs, 2007). For example, a loss of both limbs can be considered as a long term disability even if the loss is barely one month old. Also, for a disability to be regarded as long term, it must be expected to last for the rest of the individual’s life (Barnes et al, 2007). As earlier alluded to in this paper, there are several types of disabilities affecting people in the society. These range from physical disability, mental disability among others. Another type of disability that affects people in the society, albeit not so visible, is learning disability. This paper is going to look at learning disabilities within the context of the modern society. A general overview of disability has already been provided to create a context within which learning disability will be located.

Improvised, Electronic, Device Essay

Always expanding and reconstructing electronic and industrial music to its breaking point while keeping rhythm and melody intact, FRONT LINE ASSEMBLY are preparing to unleash the latest chapter in their storied history with the release of IMPROVISED. ELECTRONIC. DEVICE. on June 25, 2010 on Dependent. â€Å"I. E. D. is definitely furthering the direction of the band and sound, creatively and artistically,† explains founder and mastermind behind FLA, Bill Leeb. â€Å"We’re finding new ways to make sound. A hearty and robust album thick with a hybrid of electronics and guitars, I. E. D. takes their trademark sound and beefs it up with metallic guitars and stylized industrial beats. Kicking off with the adrenaline-infused title track, it’s apparent that this is a new and improved FLA. â€Å"This is the first time in Front Line history that we did a track in a 5/4 signature,† explains Bill. â€Å"Chris [Peterson, keyboards] was pushing for more diversity, challenging the band to do something different. We wanted this track to be as challenging and complex as the world we live in as there are no easy answers. † From the electronic bounce of â€Å"Hostage† to the dark metal of â€Å"Release† to the ambient and atmospheric closing track, â€Å"Downfall,† I. E. D. is an album rife with the FLA’s brand of intelligent dance music. The first single â€Å"Shifting Through the Lens† is the most danceable track FLA has created in the last decade and came together quite naturally. Jeremy [Inkel, keyboards] came up with the original sequence for the verse and chorus and, right away, I really liked what I heard,† Bill explains. â€Å"It really brings together a lot of the different aspects of industrial and electronic that we all like. † The inimitable Al Jourgensen (Ministry, Revolting Cocks) guests on the sonic industrial onslaught of â€Å"Stupidity,† which Bill describes as, â€Å"inspired by the Ministry album The Last Sucker. J eremy was on tour with his other band Left Spine Down supporting RevCo and he get to know Al really well. We’re really excited to have him on it! † Adds Jeremy, â€Å"Not only did Al agree to do the vocals, but he got his hands dirty with the production and mixed the whole song in his studio in El Paso. † Formed in 1986 when Bill left Skinny Puppy, FLA are still as vital and energetic as ever. With US and European tours planned for Summer and Fall 2010, they’re gearing up for their legendary epic live performances. â€Å"We’re quite excited [to tour],† Bill adds. â€Å"We feel we have grown as a band over the last four years. We really eel this new album will sound great live and can’t wait to get out there and be creative with it! † Silver Recovery Canisters for Used X-ray Fixer in Dental Offices Using silver recovery units for the management of used fixer only makes economic and practical sense if the flow of used fixer is at least 2-3 gallons per week. Most dental offices generate a gallon or less of used fixer per month; not enou gh flow to make on site silver recovery cost-effective, due to the cost of buying and periodic replacement of the two required units. Such minimal flow also allows the steel wool in the recovery units to rust between uses, making the units ineffective in as little as 6 months after first use. Setting up two silver recovery canisters in a series can range from $200 to $1,700. Operating, changeover, and testing costs can add an additional $150-$300 annually. Most dental offices only generate ? to 1 gallon of used fixer per month, making proper on-site silver recovery not very cost-effective. Hazardous Waste Services Directory is a database that offers a list of companies that can help you to manage silver waste

Classical Economics Essay

The neo-classical economics movement has been touted as the replacement to classical economics movement as it appeared to have been presented as an improvement to the beliefs and ideologies of that of the classical economics movement. Not many people agree with this fact as it stands though. While some think that the neo-classical movement represents an evolution of economic theory from the early and probably flawed version which was the classical economic theory to a more advanced, sophisticated and improved theory, others believe that the neo-classical movement represents the birth of an entirely new discipline that had decided to abandon a lot of the questions and issues that the classical economic movement had been riddled with instead of trying to find a better approach to arriving at reasonable solutions for those issues. As a result of these contrasting views, it is necessary to delve into the origins of both movements, carry out a thorough analysis of the modus operandi and arrive at a reasonable conclusion by taking a subjective stance on the matter. In doing this, some of the issues that will be addressed include: the specific issues that the neo-classical economic movement and the classical economic movement really address, how much overlap there is between the named set of issues, the kinds of analytical methods used in both economic movements, and whether the neo-classical analytical method is more effective at accomplishing its own goals as well as that of the classical economic methods (even better than the classical economists themselves). Classical Economics The birth of the classical economics movement is largely attributed to Adam Smith as a result of his 1776 publication titled The Wealth of Nations, although Jean-Baptiste Say, David Ricardo, Robert Thomas Malthus and John Stuart Mill (over a period of about hundred years) are all seen as the major contributors to the development of the movement (Evans & Phillips, 2006). Adam Smith laid emphasis on the fact that a perfect economy is self-regulatory in the sense that the needs of the population present in that economy are automatically satisfied. He coined the term ‘invisible hand’ as a mechanism that is responsible for the propelling of the populace to pursue their individual self-interests which indirectly promotes the general improvement of the society (Evans & Phillips, 2006). This emphasis served as the basic foundation of the classical economic movement. David Ricardo on the other hand, stressed that profits and wages were drastically affected by increase in the price of rent. The increase in rent according to Ricardo was as a result of the increasing population which is a consequence of the fixed availability of land (Evans & Phillips, 2006). Reverend Robert Thomas Malthus in his suggestion averred that unemployment in a market economy is caused by the economy being frugal with spending. However, he was more famous for his population theory that explains that food production increased at an arithmetical progression while population increased at a geometrical progression (Evans & Phillips, 2006). This implies that with time, the population will soon outgrow food supply and the limited amount of available which will result in diminishing returns to labor (Evans & Phillips, 2006). The diminishing returns to labor in turn leads to a radical reduction in the standard of living as a result of the low wages that workers are paid. John Stuart Mill’s proposition took into consideration, the fact that resource allocation and income distribution, which happened to be the two major roles of the market system were distinctive from each other and that the market may not be efficient enough to perform both roles therefore, the involvement of the society is required to compliment the inefficiencies (Evans & Phillips, 2006). The term ‘classical economists’, was first used by the father of communism, Karl Marx to describe the group of economists that shared the same beliefs regarding the labor theories of value. At a time when capitalism was gaining grounds at the expense of feudalism, and when the industrial revolution was rapidly restructuring the society, it was necessary to re-examine and re-define the status quo by ensuring that the nation’s economic interests as a whole lies in and is determined by market forces instead of the autocratic and individualistic determinants that were formerly widespread (Evans & Phillips, 2006). Since then, various classical economists, such as Samuelson Paul, Hollander Samuel, John Hicks, Kaldor Nicholas, and Luigi Pasinetti, have thoroughly studied how the wealth of a nation grows and how policies need to be implemented so that the nation’s wealth continually grows. In doing this, the aforementioned economists (Samuelson et al. ) basically presented various recognized models so as to define their own analysis of classical economics. A major contribution of the classical economists was the development of the labor theories of value whereby the market values of commodities are associated to the various labor efforts that is needed to produce them. These theories of value were largely attributed to William Petty, Adam Smith, and David Ricardo who were acclaimed to have developed them so as to suitably look into economic dynamics. In order to properly make the representation of the regularities found in prices easy, the classical economists brought about a basic distinction between market price which is largely affected by many short-lived influences which are not easily put forward at the theoretical level and natural prices of commodities which are responsible for taking into consideration, the continual forces that are operating at a given point in time (Evans & Phillips, 2006). As far as the labor theories of value are concerned (as seen especially by Adam Smith), when an individual purchases a commodity, the real value of that commodity as far as the individual is concerned, is the practical sum total of the exertion that the individual underwent in purchasing the commodity. In other words, the actual value of a commodity (from the consumer’s angle) lies in the labor that is expended in the acquisition process of the commodity. Also, the value of a commodity from a producer’s angle is the total stress or trouble that has been experienced in order to arrive at the finished product. This also implies that the actual value of a commodity (from the manufacturer’s perspective) lies in the labor that is expended in the production process of the commodity. The labor described above depicts that which does not involve a pleasurable experience in the sense that the individual (consumer or producer) does not conveniently or pleasantly go through the experience of acquiring or manufacturing the commodity. In this case, labor is seen as opposing to utility. As a result of this, the natural price of a commodity is determined by the summation of profits, wages and interests (from Adam Smith’s proposition), although this view differs between the classical economic thinkers’ community because David Ricardo, John Stuart Mill, and Robert Thomas Malthus all had varying concepts (though similar to an extent) about labor value of theory. The classical economic movement also addressed the issue of comparative advantage, especially David Ricardo. The principle of comparative advantage suggests that each nation should specialize in the production of the particular commodities that it can efficiently produce (Evans & Phillips, 2006). It should then seek to import every other commodity it needs. The implication of this is that the total output of the nations of the world would be more than if the nations decided to be more self-sufficient. This theory served as the foundation of the theory of international trade and immensely influenced the free-trade doctrine aspect of classical economic thought (Evans & Phillips, 2006). Classical economists also addressed the issue of the theory of distribution which proposed that the national product is divided between laborers, capital owners, and landlords. These three social classes share national products in the form of wages, profits, and rents, i. e. wages in the case of laborers, profits in the case of capital owners, and rents in the case of landlords (Evans & Phillips, 2006). It is therefore possible for one of the above-mentioned social class to achieve a superior allocation of the national product over the other social classes. There is hardly any common characteristic between the above mentioned issues that were addressed by the classical economists. The theory of comparative advantage is not related to the theory of distribution as well as the labor theories of value. Therefore, the issues cannot be said to be overlapping. The analytical method utilized by classical economists involves the historical-deductive method (Evans & Phillips, 2006). The economists that belong to the classical economic movement actually observe real life situations and then from their observations, they propose solutions to economic problems. The solutions arrive largely as a result of the fact that the observer has noticed a pattern and can then deduce a likelihood of such pattern occurring again based on the tendency of the pattern to repeat itself as had already been observed. A typical example of the historical-deductive analysis employed by classical economists is the input-output analysis. The technique behind this method involves viewing the raw materials of a production process as an input while the semi-finished or finished product is seen as the output (Evans & Phillips, 2006). Such semi-finished or finished product may be used as an input to another process which will result in a different output. In other words, the output of one industry is the input if another industry and this happens over and again when the economy is concerned as a whole. Neoclassical Economics The â€Å"Marginalist Revolution† was responsible for the introduction of the neoclassical economic movement. It was as a result of the theories of William Stanley Jevons, Carl Menger and Marie-Esprit-Leon Walras. Jevons reflected this theory in his 1871 publication titled Theory of Political Economy, Menger in his 1871 publication titled Principles of Economics, and Walras in his 1874 publication titled Elements of Pure Economics (Evans & Phillips, 2006). William Jevons’ concept of utility was largely influenced by the utilitarian principles of John Stuart Mill and that of Jeremy Bentham because of the integration of their hedonic conception in his works (Evans & Phillips, 2006). However, his view was different from those of Mill and Bentham on the grounds that value depends on utility among other things. He opined that the contentment or satisfaction derived from goods and services will always tend to reduce at the margin. For instance, the more cups ice cream an individual takes, the less pleasure such an individual derives from the last cup of ice cream until finally, the individual stops taking the ice cream. This principle is otherwise explained as the theory of diminishing returns. He also modeled his theories after mathematical principles found in mechanics thereby incorporating mathematics into economics. Carl Menger on the other hand, failed to agree with Jevons’ notion and did not embrace the hedonic conception that Jevons added in his own works. Instead, he tried to explain diminishing marginal utility in terms of an individual prioritization of the possible usefulness or uses of a commodity (Evans & Phillips, 2006). In other words, Menger posits that consumers will always act in a way that ensures that their satisfaction is maximized in all inclinations. In other words, consumers will always apportion their money in such a way that the last component of a good or service that they purchased generates no more satisfaction than the last component of another good or service that they purchased (Evans & Phillips, 2006). He also failed to embrace the incorporation of mathematics into economics as observed in the case of Jevons. Walras conversely was more focused on the market interactions within an economy and also had similar views with Menger on the concept of diminishing marginal returns. He was of the opinion that as small as the change in a consumer’s preference for a particular commodity might be, it would always affect the producer’s predilection to adjust production of such a commodity. For instance, a shift in the consumer’s preference from land phones to mobile phones results in the reduction in the price of land phones and a corresponding increase in the price of mobile phones. The producer or manufacturer as the case may be would shift production to mobile phones which will lead to increase in market supply thereby setting a new price equilibrium between both commodities. Although the trio of Jevons, Menger, and Walras were responsible for the originating the Marginalist concept of economics which birthed neoclassical economics, their works were not so popular until it they were popularized by Francis Edgeworth, Alfred Marshall, Philip Henry Wicksteed and Lionel Robbins (Evans & Phillips, 2006). These set of economists were called the consolidators while Jevons, Menger, and Walras were known as the revolutionaries. Although not very common, a few economists have been referred to as the main proto-marginalists. These less-notable economists include Antoine Augustin Cournot (1838), Jules Dupuit (1844), Johann von Thunen (1850) and Heinrich Gossen (1854) (Evans & Phillips, 2006). Their era preceded that of the revolutionaries, but it was not until when Jevons, Menger and Walras published their own works that the Marginalist concept came into the economics public enlightenment. Also, the popularity of the Marginalist theory did not end with the consolidators; there was this group of economists known as the Revivalists who further incorporated the Marginalist theories into their own work, thereby leading to further popularization of the concept (Evans & Phillips, 2006). The economists that belong to the ‘Revivalist movement’ include: John Hicks (1939, 1934), Harold Hotelling (1938), Oskar Lange (1942), Maurice Allais (1943), and Paul Samuelson (1947) (Evans & Phillips, 2006). In one way or the other, all the above mentioned economists had a major role to play in the origin of the neoclassical economic movement. Another peculiarity of the neoclassical community of economics is that there appears to be factions or different ‘schools of thought’. This was as a result of the independent nature of the pioneers. That is, Jevons was writing in England, Menger from Austria, and Walras from France. They were not aware of each other as at that time and as a result; different schools of thought developed thereby presenting the neoclassical economic movement as an embodiment of different schools. These schools include the Lausanne School, Vienna School, Paretian School, Cambridge School, to mention but a few (Evans & Phillips, 2006). The neoclassical movement as a whole tends to address the issue of marginal utility. Marginal utility refers to the ‘utility’ that is derived from an increase in the consumption of a particular good or service. It could also refer to the ‘utility’ lost from a decrease in the consumption of a particular good or service. It results in the concept of diminishing marginal utility previously described, that is, more utility is obtained during the first consumption of the unit of a particular commodity than is obtained during the second consumption and this occurs in subsequent consumptions. It is basically what the Marginalist revolution was about. While consumers of a commodity strive to maximize the utility derived from the commodity, the producers or manufacturers of the community also tend to maximize profit in the process. Apart from maximizing utility and profits, the neoclassical economic movement also addressed the issue of rational preferences. Every human behavior is guided by a rational reasoning. This implies that an individual will always tend to select that which appears to be appropriate as far as satisfying his or her needs is concerned. As a result, such an individual develops a preference for that good or service that would suitably be of benefit to them by comparing the costs and benefits of their actions. Another issue that was addressed by the neoclassical economists was the question of how people act on the â€Å"basis of full and relevant information† (Evans & Phillips, 2006). It was proposed that an individual acted independently on this basis because the more relevant information such an individual had on a particular product, the better the chances of maximizing utility. From the mentioned issues, it is evident that there is a kind of overlap between them. For instance, an individual that has a relevant information on a particular good or service is then provided with the choice of comparing the costs and benefits of acquiring such product or service. After comparing the costs and benefits, the individual chooses to either develop a preference for that product or some other favorable product in order to maximize utility. The analytical method utilized by neoclassical economists involves the hypothetical-deductive methods (Evans & Phillips, 2006). This method is more mathematical in nature thus leading to the neoclassical economists being accused of â€Å"mathematicalizing† economics. In order to observe the economic system for the sake of analysis, neoclassical economists strive to develop various tools that will aid them in analyzing the system. These tools are developed with from mathematical models and are then used to hypothetically deduce an explanation or solution to the defined problem. A typical example of this method of analysis is the marginal revenue that is usually used to calculate the extra income that will be gained from selling an additional unit of a particular commodity. Mathematically, it is described as the rate of change of total revenue per change in the number of units sold and can be expressed as From the relation above, TR is the total revenue, P is the price of the commodity and Q is the quantity demanded. When the price does not change with quantity, then meaning that the marginal revenue is equal to the price of the commodity (Evans & Phillips, 2006). To address the main purpose of this essay, which is to know whether neoclassical economics represents an evolution of economic theory from an early, flawed version (Classical Economics) to a more advanced, improved theory or rather represents the birth of a new discipline that decided to abandon many of the questions and issues that had troubled Classical Economics instead of trying to offer a better way to address them, it can be inferred from the above discussion of both economic theories that contrary to the popular views of people that neoclassical economic theory evolved from classical economic theory so as to amend its flaws, the opposite (not reverse) is the case, that is, the neoclassical economic theory actually evolved from the classical economic theory but it addressed a complete set of totally different issues. The reason for this assumption is evident. The classical economic theories as earlier discussed mainly addressed the issues concerning the labor theories of value, theories of distribution, and that of comparative advantage while the neoclassical economic theories essentially address the issue of marginal utility, rational preferences, and the predilection of individuals to act on the basis of full and relevant information. Placing these issues side-by-side, one would observe that they are quite different and do not seem to overlap. This means that as much as it is that the neoclassical economists evolved from the classical economists, their views are entirely different and do not seem to correlate. For instance, the theories of distribution which emphasize that national the national product is divided between the laborer, capital owner and the landlord, is not in any way applicable to any of the issues attended to by the neoclassical economists. Similarly, the theory of marginal utility as an issue addressed by the neoclassical economists is not applicable in either the labor theory of value, comparative advantage principle or the theory of distribution. What this spells out is that the neoclassical economic movement represents the birth of an entirely new discipline that has decided to abandon many of the questions and issues that had troubled classical economics instead of trying to offer a better way to address them. Instead of improving on the issue of labor theory of value, it chose to adopt a totally new issue which it termed theory of marginal utility thereby creating difficulties when it comes to finding a correlation between both economic movements. Also, when considering the analytical tools employed by both economic movements, it is apparent that there are conflicting issues as well which further buttress the point that is being made here. While the neoclassical economists are hypothetically or mathematically inclined, the classical economists are historically inclined. Generally speaking, most scholars who have studied both methods of analyzing the economy would stick with the classical because it is believed that economics as a social science is more accurately gauged by the historical approach than mere mathematical models which failed to address the issues surrounding the great depression in the 1920s when it occurred. Subjectively speaking therefore, the neoclassical economic movement does not improve on classical economics as claimed by many but instead, it addressed a brand new project. Finally, given the methods of economic analysis employed by both, it is evident that the neoclassical analytical method is not as effective at addressing its goals as much as the classical analytical method is at addressing its own goals which still points out the point that has been made by this essay. References Evans, B. , & Phillips, S. (2006). Comprehensive History of Economics (4th ed. ). Pretoria: Brayton Publishers.

Preferred Learning Style for University Students Essay

Preferred Learning Style for University Students - Essay Example Multiple intelligences is a new approach that uses multiple learning styles. People using verbal linguistic learning techniques and styles are recognized and considered as bright. Learning style has a greater influence on the learning ability of a person than one may realize. A person's learning method is guided by the preferred style of learning. Therefore every person has a preferred style of learning. People who use less preferred learning styles are usually labeled under low grades. The negative and positive belief associated with learning styles can label a person as dumb or smart. A person can improve the quality and speed of learning by understanding and be recognizing the best-suited learning styles and techniques. The learning style also changes the way a person internally envisages experiences, the method of recollecting information and the words chosen to express thoughts (Overview of Learning Styles 2007). The perception of each person is different and shapes the thoughts and decisions. It is the perception that determines the learning style or natural learning strength of an individual. There are several approaches to learning styles. The Gregorc model explains the two perceptual qualities from an abstract and concrete perspective. A concrete approach to learning enables a person to record information directly using the five senses: taste, touch, sight, hearing, and smell. A concrete approach is a method of dealing with the obvious. There is no hidden message or there is no relationship between concepts and ideas. In contrast, the abstract approach to learning enables a person to visualize, understand the unseen and conceive ideas that are not actually seen. A person uses imagination, intuition and has a sight beyond the obvious. Though all human beings have both abstract and concrete perceptual abilities, each person is comfortable using either of the approaches. This is envisaged by the natural strength in abstract or concrete abilities of the person (Mills, D.W. 2002). The concrete and abstract approach may be linked to verbal linguistic and visual-spatial styles of learning respectively. The verbal or linguistic style o f learning includes abilities in both spoken as well as written word. If a person uses this style of learning it becomes easy to express both verbally and in writing. People who use this style usually love writing and reading and has a special interest in learning the sounds and meaning of words like rhymes, tongue twisters, and limericks. Individuals who adopt verbal learning style takes care to include words and phrases they have learned recently in their conversations (The verbal (linguistic) learning style 2007).  Verbal-linguistic learning style or intelligence indicates a person's capability to solve problems, reason and learn through language. The characteristics of this style are the clear expression and good listening skills. A person talented with learning through this method usually prospers in writing and reading curriculum at school. They have well-developed memory for the contents they read and have the ability to recall the information in a clear manner in their spe ech. Language is a fascination for people who use verbal linguistic style. People who prefer verbal linguistic styles tend to learn well when taught through written and spoken materials.

Balance Essay Example | Topics and Well Written Essays - 1000 words

Balance - Essay Example If a keystone species is removed the balance of that ecosystem may breakdown. For example when they removed wolves from North American woodlands, it caused a spike in prey animal populations and damaged the flow of this system. Question 2 Discuss what a "fish ladder" is and whether or not they contribute to the reproduction of salmon. Fish ladders are designed to be placed in places on the migratory path of fish, like salmon, that is gradient in width, with places for fish to rest in the process of going further and further upstream. The fish ladders are known well to be helpful for adult salmon going upstream. In some ways it is mans way of giving back. So much of manmade structures and endeavors have profound impacts and have interfered in many salmon migratory locales. As helpful as the ladders are in some cases, unfortunately, the ladders are sometimes difficult for the fish to find in the larger bodies of water (USGS, 2013). Question 3 What are the pros and cons of the China's T hree Gorges Dam? China’s Three Gorges Dam is considered the largest construction undertaking since the Great Wall of China. The pros of this immense project include the allowance of ships into the new water way from areas that were before inaccessible, the turbines will provide massive amounts of alternative energy, something China is in need of, and will prevent in the reduction of floods, common in the area for hundreds of years. The cons involving the Three Gorges Dam, include, complaints of corruption in its inceptions and construction via illegal and unethical government activities, there are, also, complaints of poor and potentially, dangerous construction. They claim that corners have been cut to save money in the construction. Many question if the dam is safe. There are also concerns from environmentalists that the dam will ultimately leak toxins into the waters and be no better than previous energy source (Kennedy, 2001). Question 4 What are the forces responsible of creating Hurricanes in the Atlantic ocean. Are they good or bad, why? Hurricanes formed in the Atlantic Ocean are perfectly natural occurrences. However, in recent years experts have noticed that the frequency and immensity of hurricanes is increasing. Warm water and moist, warm air are the ingredients of any hurricanes. The warm moist air from the surface of the ocean travels up and mixes with cooler air, which causes the warm water to turn to vapor creating rain clouds. It is the continuation of this cycle that creates they swirling mass that a hurricane becomes. It is possible that global warming, caused by human beings, may be responsible for the modern frequency of hurricanes (West, 2013). If this is true then this cannot be good. Question 5 What forces are responsible of creating sinkholes. Ultimately it is water that is responsible for sinkholes. Water can weather the minerals in rock, more water may wash away what has broken away, weight and stress from above, and frozen te mperatures, also, contribute, along with drilling, vibration from above, and, of course, everyday wear and tear (Pennsylvania Department of Environmental Protection, 2013)This is what cause a sinkhole. Question 6 What are the forces responsible of destroying the coral reefs and what can we do to prevent it. Currently

The Path to Be A Financial Planer Essay Example | Topics and Well Written Essays - 1500 words

The Path to Be A Financial Planer - Essay Example That is true, and I don’t want to be a corrupt official. Before I went to this school, I realized that I had to think of something good as I must decide to choose a major which is related with my future career. After much consideration and consultation with my parents, I finally chosen finance and investment. I decided to learn business not only because of my father who is my idol as a businessman, but also because I believe it can offer you higher salaries that could allow me to live a comfortable life. However, the question of choosing the major was still an issue to b resolved. The most conversant career that I know is the financial planner. In high school, my teacher Mrs. Fang in China informed us a lot of about our majors. Of course, I heard a lot about my profession which I am most interested in. She told us the major subject always provide you an opportunity to train as future professional financial planners in the after graduation. We can work at security companies, insurance companies, banks, investment advisory companies, asset management companies, futures companies, fund companies, and other financial enterprises as financial advisers, financial planners, industry analysts, account managers, counter staffs, and other positions in the company can operate within the financial planning process. Furthermore, my teacher told me that it is easy to find a job as a graduate who learns the finance major. Among them, I selected financial planner. However, it is still difficult for me to decide to be an entrepreneur or an employee. At the time I chose my major, I decided to study in America as it is easy to find a job. Then I successfully entered the university, and was admitted to the major I am now - finance and investment. However, the cost of learning in America shocked me. Calculating the cost of $477 per undergraduate credit hour, I would pay $ 14,306 just in tuition as a full time student,

Final Project Essay Example | Topics and Well Written Essays - 2500 words

Final Project - Essay Example In addition, the internships can also be part-time or full-time. During the internship process that I undertook in a certain construction company, I gained extensive knowledge in the construction sector. As I was specializing in the quality assurance and control department of the company, I received substantial information in connection to project management. In this internship process, I received full payment for the services that I offered. In fact, in the whole internship process I learnt how to apply the expertise I had obtained in school. There are two main types of internships which include work experience internship and research internship. The work experience internship is practiced by students in their school period while the research internship is accomplished by students in their final school year (Baird 19). The work experience internship requires the apprentice to implement what they have learned in school. On the other hand, the research internship requires learners to research on a company in order to come up with several recommendations that can enhance the growth of the company. In this case, the internship process enabled me to gain all the information required to deal with the procedures incorporated in maintaining quality. In addition, the help from my fellow interns also enabled me to obtain the skills required while working in the department. Ranking of the sessions in the course 1. Introduction to Project Management 2. Case Studies in Project Management 3. Business Development 4. Introduction to Finance 5. International Issues in Business 6. Quality Assurance and Control 7. Managing High Performance People 8. Constraints Based Management 9. Intellectual Property and Innovation Introduction to Project Management The discipline of project management is closely related to the process of internship. A project is simply defined as a temporary endeavor which is time-constrained. Therefore, project management can be defined as a discipline that involves organizing, planning, managing and even securing various resources in order accomplish certain goals. However, in project management, the main challenge involved is achieving all the intentions and objectives of the project. Therefore, a project is usually undertaken in order to meet certain goals and objectives hence, bringing about added value and beneficial change (Newbold 23). The modern-day project management era began in the 1950s. In this era, project management was recognized as a different subject from the study of management. There are various approaches that are also applied in project management in order to develop an effective outcome. Based on a traditional view, project management comprises of several elements including several process groups and a key control system (Newbold 21). Some of these process groups include initiation, development, execution, controlling and closing. As stated above, the introduction to project management is closely correlated to th e internship process. This is because both projects involve planning and managing in order to accomplish a certain task or goal. In addition, these processes are also aimed at bringing beneficial change. For example, in project management the main benefit involves accomplishing the set goals and standards (Newbold 12). On the other hand, an internship also develops professional careers in various industrial sectors. An internship process also incorporates an

Maternal and New born care Research Proposal Example | Topics and Well Written Essays - 1000 words

Maternal and New born care - Research Proposal Example During the pregnancy, proper care should be taken to ensure no complications are encountered and in case of any problems, they should be handled with urgency. After childbirth, the issue of newborn care then comes into play concern about the newborn health, nutrition and development. In rural and peri-urban populations in India, proper maternal healthcare is not adhered to during pregnancy. Due to this, children are born with numerous health complications. The mother may die or lose the child. Majority of these take place because of the lack of access to adequate information on proper maternal health. There also exist a lot of cultural beliefs and practices that hinder the women from accessing heath services and information from health care providers. There is also the problem of high level of poverty that limits the amount of disposable income that can be spent on medical care. Matters concerning health need to be handled with a certain level of urgency especially those involving maternal health and newborn health. Most of the problems encountered have very simple solution but the absence of adequate information among folks in rural and peri-urban settlements is causing devastating health effects. Knowledge particularly on proper maternal nutrition is lacking. Folic acid is an important variety of the vitamin B9. Extremely water-soluble and in occurs in the natural state as folate. In fortified foods, folate occurs as folic acid. Folic acid is important for a pregnant woman it aids in proper growth and development during pregnancy (World Health Organization, 2003). It significantly diminishes the probability of a baby being born with any defects. These defects always mainly occur to the brain and the spinal code. Folic acid achieves this through the development of the neural tube. Consuming a diet-containing vitamin B9 reduces the chances of getting any de fects by up to seventy

Project Management (budget part) Essay Example | Topics and Well Written Essays - 1000 words

Project Management (budget part) - Essay Example The research seeks to address how a restaurant can install tabs as a strategy of serving customers and at the same time, improve the output per person and profitability. Cost analysis will help us generate the current position of the business’ funds and the effect that will result when the project is in progress. Essentially, information on the strengths of the undertaking, weakness as a result of internal systems, and benefits of the final implemented program will provide the most reliable information in project management. Usually, management considers the payback period in which the business enterprise will recover the amount invested in the project. In the current cost analysis, we include the balance sheet of the restaurant so as to establish the current finances available in the business. The values one incorporates in a balance sheet are derived are the various balances on the trial balance. The values reflect the balances of various assets and liabilities. The balance sheet shows that the financial position of the restaurant is at a plausible position. The average value of the current assets for the four consecutive years is at $ 46, 000. However, in this analysis, fixed assets will not facilitate the decision of either to implement or discard the project. The reason is because fixed assets are none trading but only assist the management to evaluate the degree of insolvency. The data below represents the balance sheet of current funds available before the business implements the project. The income and expense analysis shows the budget that the business has met in a period of one year before implementation of the project. The data in the statement shows that in the previous years, the restaurant’s sales were $ 190 000, $ 260 000, $ 355 000, and $ 482 000. More so, the average gross profit for the restaurant was $ 226 000. In evaluating the expenses, their value is below that of the revenues hence

Art History paper Essay Example | Topics and Well Written Essays - 500 words

Art History paper - Essay Example 45). Hans Holbein is among the most accomplished and also innovative painters in the history. His portraits are recognized instantly due to his creativity. Hans Holbein had a renaissance mind and vision. The portraits he painted got made with much skills and imagination. Due to his modest attitude, the painter made pictures that were of high value. The paintings he made spoke for themselves. Hans Holbein made three paintings of a scholar Erasmus of Rotterdam, whose advice was sought by many. The painting of Erasmus of Rotterdam got done in profile. It was contrary to his usual work of having the paintings in full face (Wolf et al. 46). The main idea of presenting the painting in profile was to show the intellectual independence that he possessed. A person who gets painted in full reveals him or herself and must pose in a way that reveals a favorable light. However, a person who gets painted in profile allows the model to assume the artist. In the portrait of Erasmus, the turning away is revealed by the intense intellectual concentration of the scholar. It is explained by the facial expression and also the writing hand. The sharp features shown indicate a critical mind, the sensitivity in his hands and also indecision (Wolf et al. 49). The characteristics in the portrait are made to describe the scholar carefully. The attire he was in was of simple style and also costly. It demonstrated the beauty for simplicity and good taste the scholar possessed. The three rings the scholar had in his fingers indicated that he was not vanity free. Holbein got informed on the perspective of a single point in art. The applied the antique motifs as well as the architectural forms. The painting made by Holbein on the dynastic Tudor at the white wall showed that he had prepared towards a large mural. The painting included 25 pieces; each piece was cut and painted on the background (Wolf et al. 50). A painting should get

Case Study in Comuter Security Essay Example | Topics and Well Written Essays - 2000 words

Case Study in Comuter Security - Essay Example It provides consistent approaches for the applications that could be running on the organizations or within the internet cloud. Advantages and disadvantages STS can simplify authentication logic especially for every individual software applications. It makes it possible for applications to identify certain aspects about the users even without interrogating the user. It simplifies authentication processes for user. The major disadvantage is confusion in the term and concepts. It requires substantial skills to use the application and it is costly to install and use. Claims-based identity could be used by the Metropolitan Police Service as a way of applications for acquiring identity information required for every individual working for the police service within the area. The administrators could establish and acquire all MPS users’ identity information. MPS could find this technology useful since it provides an approach, which is consistent for the applications that are running on the Metropolitan Police Service premises as well as in the internet cloud. ... s The Role-Based Access Control (RBAC) is used in managing multiple identities in different roles within the police service Advantages and disadvantages It is advantageous in that it allows role associations that can be created when new operations are started and old associations are done away with. It is also advantageous in terms of its ability to control privileges at an individual level. The technology is technical and costly to adopt. Application The Metropolitan Police Services can utilize this technology for a successful operation of its activities without comprising the security of sensitive information in the police service. Recommendation I would recommend the use of the claims-based identity technology because it has more potential grounds in preventing multiple identities. It has potential to make authentication logic simpler for every individual software application. In this case, the applications do not require the provision of account creation mechanisms, password crea tion, or even reset. Again, there is hardly any need to interrogate user to determine certain information since the technology can establish certain aspects about the user. Answer to Question 2 Role In the world of information technology, there is an important need to strengthen user authentication in order to keep hackers and such kind of people at bay and there different ways to validate the identity of a user which do have distinct levels of security (Douligeris 2007, p.173). The single factor authentication involves simple identifications like a badge that is used to access a door or a building that is potentially fairly secure but may be prone to failures such as problems of passwords. Biometrics is highly used as a secure and very convenient authentication tool. This tool can hardly

Dance Paper Essay Example for Free

Dance Paper Essay This dance is danced to live music with traditional Cambodian instruments. There is also singing done by the musicians. It is performed on an indoor stage. The dancers are very graceful and move slowly. The focus a lot on head movements even though there is a slight tilt from side to side. The dancers are carrying a goblet. They wear costumes with headpieces. The hands and wrist move and the focus is on the upper body because the long skirts cover up the legs. This dance looks like it may symbolize something that has to do with the goblet prop. Royal Ballet of Cambodia. This dance is danced on stage and with live music and traditional singing. The dancers are very graceful and the women play both the male and female part. There are dancers in the background sitting. The dancers use their hands and do not travel very much. The costumes are elaborate and the headpieces are very large. The facial expressions are subtle and not dramatic. The torso remains upright. The dance is performed indoors on a stage with lighting. This dance may symbolize a love story because there are both male and female roles. Tahiti Group Dance Performance This dance is performed on an outdoor stage with live music. The male dancers wear grass skirts just as the female dancers. The dance is very fast and upbeat. The female dancers move their hips while the male dancers move their legs in a scissor motion. Like the Cambodian dances, the facial expressions are not dramatic- they are very subtle. Male Tahitian Dance This is performed outdoors on grass to live music. The audience is not shown in this video but it seems like the audience is very casual. The dancers are scream and chant with passion. The male dancers wear garlands around their arms and ankles. They are in very short grass skirts. The dancers move very quickly using their legs and arms. They travel as a group and do the same movements as a group. Fiji Dance This dance is performed outdoors to live music and live singing. This dance is about the Fiji ancestors. The dancers wearing grass garlands around their arms and grass skirts. The singing is very beautiful and the dancers are fluid in their movements. This seems to be a production because there are many dancers. It seems like a very large ceremony. There are different parts to this dance and it goes from smooth and fluid to a part that is more warrior-like. The males march and carry props like they are in battle. In the battle scene, they have their face painted to create a bigger effect of battle. The scene after the battle has the female dancers who are wearing dresses. They dance very fluidly with the paddle prop. It seems like the male dancers bring the strength to the dance and the female dancers bring the grace. Maori- Dances of Life excerpt The dancers provide their own music using their voices and slaps. This seems like it is a warrior dance because the male dancers are very intense. They have painted faces and their faces are dramatic. The dance is about frightening the enemy and getting ready for war. They are dressed in loin cloths and use a spear prop. They dance outdoors in front of an audience. The dance itself has a lot of stomping and moving of the arms. New Zealand- Haka They are dressed in military outfits on the streets. It looks a lot like the Maori dance because they are chanting and using their legs in a squatting motion. They mostly dance with their upper body by moving their arms. It is very dramatic because of the chanting. They are honoring a member of the military who has passed away.

The Issue of Informatized Conflict

The Issue of Informatized Conflict Charles H. Rybeck, Lanny R. Cornwell, Philip M. Sagan It took the remilitarization of the Rhineland in 1936 to awaken many to the threat of the Nazis. In 1957, it took Sputnik to awaken the US to the Soviet threat in space. It took 9/11 to awaken many to the threat of violent Islamist extremism. And it took the Underwear Bomber of Christmas Day 2009 to awaken the White House to the inadequacy of the way the US used its Terrorism Watchlist. What will it take to awaken us to the threat of what the Chinese insightfully call Informatized Conflict[1]? Will we embolden our adversaries through an ineffectual response as the world did when facing the emerging Nazi threat? Or will we respond as decisively and with as much foresight as we did to Sputnik? What will it take to align the United States Government (USG, used here as synonymous with whole of Government as an enterprise construct) and its allies to take effective countermeasures to prevail in Informatized Conflict? In this article, we outline a non-partisan, USG-led strategy for security in the face of that challenge. Information Technology, the quaint and already outdated concept of IT, fails to capture the digital dimension of our world in the Information Age. The concept harkens back to the now-distant days when IT was a sequestered, relatively unimportant, compartment of our world. CIOs reported to CFOs because CEOs pigeonholed computers as simple aids to accounting. In reality, though, as anyone with a smart phone knows, the digital dimension is now integral to every aspect of business and societal interaction on a global scale. Each day we wake up in a world of active Informatized Conflict. Unseen battles are being waged all around us. After the Chinese penetrated our military weapons supply chain, after the North Koreans exposed our corporate vulnerabilities, and after the Russians influenced our national media in the 2016 Presidential Election, how is it that we havent responded strategically to this clear and present danger? What catastrophe would we have to experience to take the steps necessary for our own defense? Sadly, the USG and our entire National Security Enterprise (which includes all stakeholders, public and private) are failing to directly confront the digital threat because it is not constituted to see this issue. Our institutions look at the world as it was, not as it is, and not as it is inevitably becoming in the rapidly emerging world of the Internet of Things (IoT), where machine learning will play an essential role in organizing the growing sea of information in which we live. Every tool we use in national security (from weapons to intelligence to diplomacy), in commerce, and in governance now rests on a rapidly evolving digital foundation. Today we must run to keep up, and tomorrow we will be required to run even faster. This challenge to run is, unfortunately, in an area where we have seldom managed to crawl and our nations leaders have not fully recognized that reality at the highest levels. Senior executives are only beginning to realize that our digital challenges have become mission-critical, that they defy our routine acquisition processes, and that they are too consequential to be left to technologists and acquisition specialists, alone. The pressing need for consideration of Informatized Conflict by non-technologists prompted us to translate what have been internal Department of Defense (DoD) and Intelligence Community (IC), IT-based debates into unclassified laymens terms for consideration by informed influencers. This article was written to (1) identify key, progress-limiting issues on which the Executive Branch and Congress need to act, (2) offer a unifying and non-partisan strategy to protect Security and Freedom. In Part II of this series uses two specific examples to illustrate the execution of this proposed strategy. Responding to Global Disruption: How do We Need to Change the Way We Fulfill our National Security Mission? The digital dimension is enhancing and disrupting the fabric of life in every society where modern technology is present. Walter Russell Meads Blue Social Model[2] describes the slow-motion collapse of that part of the 20th Centurys legacy is now accelerating in ways that will likely usher in an historic realignment. This realignment will, of necessity, change the frameworks within which America provides for its security, including how it acquires the goods and services it uses in that effort. 2017s national and international news is unfolding so feverishly that the non-partisan Joint action recommended in this article is in constant jeopardy of becoming overcome by events. As Mead points out, Donald Trumps election can best be understood as part of the Blue Social Models collapse. TAI readers will not be shocked to hear that Government, Industry, and Labor leaders have all, in their rush to preserve the old order, ignored the digital dimensions National Security imperatives. Despite all the Governments talk about the Internet Cybersecurity and all its investment in IT Cyber, our National Security Enterprise has yet to reorient its priorities or its budget to prepare for Informatized Conflict. Right now, our Government has a unique opportunity to reorient the structure, flow, and management of the information for the National Security Enterprise in ways that both ensure the security of our future and reduce the cost of our defense.[3] We have not yet recognized that-even though our challenges have their roots in the technology arena-business-as-usual technological solutions alone will not address these challenges. USG decision makers and influencers, from the Executive Branch to Congress to our citizenry as a whole, will have to consider and adopt a Joint strategy in order to realize the benefits of this digital reorientation. Of course, this will take us outside our national comfort zone, but, given the Informatized Conflict threat, the alternative of continuing with business-as-usual is unthinkable. Wise observers have pointed out that overreaction to catastrophic attack is likely to jeopardize our democracy. So, prevention of such attacks should be a rallying point for citizens of every political persuasion. And we should protect our capacity for non-partisan and bipartisan cooperation on confronting our vulnerabilities as one of our strongest National Security assets. Only the Trump Administrations actions to preserve and rebuild trust across the National Security Enterprise can make that cooperation possible. Vision for a New National Security Jointness: Figure 1: The Joint National Security Enterprise: Combining Capabilities of the DoD, IC, and International Partners Source: USD(I) In the US, we entrust our frontline National Defense leadership to the DoD and the IC, two interconnected but separate chains of command. These entities are chartered to deliver kinetic and non-kinetic capabilities.   Only the Commander-in-Chief (POTUS) controls both. In 2009, Lt Gen James Clapper, as Under Secretary of Defense for Intelligence [USD(I)] combined his focus on Intelligence, Surveillance, and Reconnaissance (ISR) with all projections of national power that are informed by ISR in a vision for Jointness. This vision (see Figure 1.) has yet to be implemented, but it provides the basis necessary for C4ISR Fusion (Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance). This vision summarizes what the DoD and the IC agree on in theory. They agree on Jointness and Fusion in the fields of intelligence, military operations, cybersecurity, and counterterrorism.[4] Jointness has a proud and successful history as a strategy for the US Armed Forces. But here we use the term Joint to refer not only to the combined Armed Services but to the unified actions of all the DoD, IC, and other stakeholders-and ever-shifting alliances-whose efforts combine in pursuit of National Security with all the instruments of national power. Fusion here combines data, data science, and data services to achieve security objectives first outlined by the bipartisan 9/11 Commission. We depend on this Fusion at every stage of conflict. For example, modern ISR depends on Upstream Data Fusion (UDF), not always having to wait for cumbersome sequences to produce a fully-vetted finished document. Similarly, active conflict with near-peer adversaries demands kinetic responses only possible via Fusion-based, Machine-to-Machine (M2M) interoperability. A concerted national application of Jointness and Fusion can break the deadlock that is keeping us from doing what we know we need to do at the enterprise-level to defend ourselves in a world of Informatized Conflict. That Jointness can only be achieved by bringing together the appropriate teams, at the appropriate levels, to ensure a clear commanders intent is realized. Our Three Indispensable Mission-Critical Teams   Ã‚   Figure 2: The National Security Enterprises Three Mission-Critical Teams Source: DMI Three Mission-Critical Teams combine to form the National Security Enterprise and fulfill its mission. The Government teams (Governance Budget, Mission Execution, and Technology) perform functions analogous to their three familiar private sector equivalents (i.e., the CEO, COO, and CIO organizations). The obvious differences between the Governments organization and the private sector (for example, the shared powers of Congress and POTUS) are useful in understanding why common-sense solutions and efficiencies adopted almost universally in the private sector have been rejected within the Government. C4ISR Fusion connects the three Mission-Critical Teams for Informatized Conflict. Acquisition to Support USG Innovation? Eisenhowers farewell address cautioned us to be wary as well as transparent in how we contract with the military-industrial base to improve capabilities. Despite yeoman efforts by the Executive Branch and Congress, Americas system for acquisition has not matched Eisenhowers challenge nor has it kept up with technologys structural transformation. Platforms, sensors, and systems are undergoing widely reported changes, but the USG meet the current acquisition challenge only by understanding the molecular structure of the information or digital substrate underlying them all. Without the discipline imposed by what the private sector calls a business case, the USG has become famous for failed large-scale technology initiatives.[5] Fortunately, though, new, private-sector innovations are creating opportunities to change how the Government conducts its National Security business. Industry observers are all aware that software development has undergone an historic transformation from grand, multi-year Waterfalls to modest, short-term Agile sprints. DevOps is now coming into use to describe software DEVelopment and information technology OPerationS as a way of accelerating the building, testing, and releasing software. Famously taking advantage of microservices and as-a-service infrastructure, private sector leaders (such as Netflix and Uber) are currently showing how new software can be delivered hourly. In contrast, fielding software enhancements in National Security now typically takes years. The USG is adopting Agile development-but within enterprise strictures that are preventing the implementation of many of its most potent benefits. Responding to these global, private sector-led changes, Congress has mandated acquisition change in the National Defense Authorization Acts of 2016 and 2017. [6]   Although such reform has been a perennial subject of conversation, Secretary of Defense Mattis has an opportunity to work with a receptive Administration and Congressional leaders like the Chairmen of the Senate and House Armed Services Committees, Senator John McCain (R-AZ) and Rep. Mac Thornberry (R-TX), to fundamentally reorient acquisition. In the past, the USG focused primarily on procuring existing products, services, and capabilities to meet known requirements. Now, the USG needs to build the inherently Governmental internal competency to lead a new way of doing business: continuous engineering to take advantage of evolving technology in a data-centric context and to confront evolving threats. In confronting the current strategic and acquisition challenge, the Trump Administration will need to avoid the pitfalls of commercial conflicts of interest, bureaucratic overreach, and unnecessary partisanship. In a dynamic commercial environment involving many vendors offering to sell partial solutions to the USG, the Administration will need to improve its acquisition and orchestration functions. What does an informed USG senior executive need to know about the infinite array of National Security technological and programmatic detail in order to affect such a consequential change? At one level, it is quite simple: Private Sector best practices can guide, regulate, and execute the many functions that are not unique to the USG. Key mission areas, in contrast, demand unique and USG-specific intervention. US law often refers to this as inherently Governmental and specifies how it needs to be handled. Private Sector best practices, here, are inadequate to meet USG needs. This simple distinction can be usefully applied to our current Informatized Conflict challenge. Commanders Intent/ Congressional Intent/ National Strategy:  We Already Know What Works The Trump Administration should begin immediately to remedy the gridlock inherent in so much of the USGs preparation for Informatized Conflict. The Executive Office of the President (EOP) could mobilize the leaders of Governments three Mission-Critical Teams (Governance Budget, Mission Execution, and Technology) across the entire National Security Enterprise. Together, the three Mission-Critical Teams could champion Tightly Aligned core capabilities to enable enterprise functionality and innovation at the Loosely Coupled edge. Figure 3: Tightly Aligned/ Loosely Coupled as an alternative to todays dysfunction and as a Winning Joint Strategy in Informatized Conflict While the Tightly Aligned/ Loosely Coupled approach originated as an engineering concept, it has been successfully applied in concert by the three private sector equivalents of the Mission-Critical Teams to guide similar foundational, Internet-dependent initiatives. Major retailers and service delivery firms (famously, Wal-Mart in the 1990s and Netflix in the 2000s, for example) rebuilt their supply chains using this approach. The Google Android used on smartphones, tablets, and other devices-the operating system (OS) with the worlds largest installed base-is an open source example of this strategy in action. The Tightly Aligned/ Loosely Coupled strategy applied to the USGs digital assets can be what Ernest May and Philip Zelikow called a Capital P Policy[7], a redirection around which the country unites over a long timespan and across political divides. This and subsequent Administrations will need a rigorous Mission/Business Case to sustain alignment among these three Mission-Critical Teams. Fortunately, the mission benefits are so powerful and the cost savings so dramatic that the Mission/Business Case could be strong enough to overcome the entrenched interests who will, of course, fight it with all the tools at their disposal. The essence of the Tightly Aligned/ Loosely Coupled strategy is to agree on those few principles, policies, and standards necessary for the enterprise to function as a unified whole. Then operational units and individual programs can be freed to innovate at the edge in whatever ways best serve their individual missions. Who Needs to Do What? What we are proposing is an approach inspired by extraordinary systems thinkers from each of the three Mission-Critical Teams. Here we give examples with an emphasis on those representing the Governance Budget and Mission Execution teams. The only technologist listed here is Dr. Cerf: Andy Marshall (retired leader of the Defense Departments Office of Net Assessment) Gen Mike Hayden (retired after leading NSA and CIA) Philip Zelikow (former executive director of both the Markle Foundation task force on National Security in the Information Age and then the 9/11 Commission; later Counselor of the Department of State under Secretary Condoleezza Rice) The late Ernie May (senior advisor to the 9/11 Commission) Michà ¨le Flournoy (former Under Secretary of Defense for Policy and now head of the Center for a New American Security) Gen Paul Selva (the Vice Chairman of the Joint Chiefs of Staff) Vint Cerf (the co-inventor of TCP/IP, the messaging protocol that underlies the entire Internet) They and we have found that few Government executives have the cross-functional experience to fully appreciate their counterparts frames of reference. But the kind of changes that the USG needs now can only be made by aligning the strategies of all of the three Mission-Critical Teams. Figure 4: Aligning the Three Mission-Critical Teams Source: DMI The three Mission-Critical Teams bring very different foci, levers, and artifacts to the fight. These, in turn, depend on distinctive disciplines, equities, goals, methodologies, timetables, and metrics. In order for the teams to align, each need to accommodate the others demands and battle rhythms. A Call to Action President Dwight Eisenhower personally led the response to Sputnik. Among a series of coordinated initiatives, he formed the Advanced Research Projects Agency (ARPA) which changed the Governments approach to procurement of high risk, high payoff advanced technology, ensured US leadership in the Space Race, and funded what eventually became the Internet. Eisenhower demonstrated the power of senior executive decisions in combining the three Mission-Critical Teams under the coordination of the EOP. This article has proposed how the three Mission-Critical Teams Necessary for Security (Governance Budget, Mission Execution, and Technology) can mobilize around a Tightly Aligned/ Loosely Coupled strategy. We have specified roles and responsibilities in language understandable to each of those teams. We have proposed a framework that enables serious, public consideration of issues that have been ignored, enables senior executives to take decisive Joint action, and enables them to authorize unclassified metrics for assessing progress in classified realms.[8] Do we have to wait until adversaries inflict catastrophic damage before we take the steps that we already know we need? Will we allow ourselves to be incapacitated by internal divisions?   In advance of the unthinkable, can we do what it takes to provide for the common defense in this Age of Informatized Conflict? Charles H. Rybeck, Lanny R. Cornwell, and Philip M. Sagan are Senior Advisors to the Intelligence Community and the Defense Department on Enterprise Engineering issues. They are CEO, COO, and CTO of Digital Mobilizations, Inc. (DMI). This is Part II of an Occasional Special Series DRAFT IN PROCESS: Not Releasable in Any Form This requires Prepublication Review before official submission The Figures are in this draft for content only. They are being recreated in forms suitable for publication. This is a continuation of theWhat Will It Take? Part I of an Occasional TAI Special Series. Tightly Aligned/ Loosely Coupled Strategy in Action: Two Illustrative Examples Charles H. Rybeck, Lanny R. Cornwell, Philip M. Sagan The Tightly Aligned/ Loosely Coupled strategy calls for budgetary, operational, and technology changes, but in this article, we only introduce the strategy in broad outline using two representative examples of where the USG has already successfully begun. These two examples underscore the role of the combined three Mission-Critical Teams within the Government in initiatives that require broad popular support. Below we explore two examples in order to illustrate the challenge facing the USG, to show how pockets of excellence within the USG have already pointed the way forward, to demonstrate how the challenge of the digital dimension demands different USG responses, and to underscore what, concretely, will need to be done by the USG. Many achievements are classified, legitimately and necessarily protected from public discussion. But any digital strategy for National Security can and must be agreed upon at the unclassified level, sustaining widespread public support on the basis of sound arguments that include a full defense of our privacy and civil liberties. For that reason, we consider two pathfinding efforts, acknowledging their strengths and sketching what needs to be done next. Our System Can Work: Weve Shown We Can Crawl We assess the US response to the challenge of the digital dimension as requiring a progression from Crawl to Walk to Run. US visions for future defense such as the Third Offset, Integrated Intelligence, Cyber Security, Data-to-Decisions (D2D), and Fusion Warfare all depend on this digital foundation. For the last decade, for example, the DoD has been guided by the Anti-Access/Area Denial (A2/AD) construct in planning to confront near-peer adversaries. A2/AD will also need to adjust its view of platforms, sensors, and weapons to accommodate the kinetic and non-kinetic implications of this new digital foundation. Fortunately, much groundwork for this mobilization is already being laid at the Federal level. We can already point to many successes at the Crawl stage. Two examples can illuminate how consequential these decisions can be, how the role of the USG will need to be tailored to the problems, and how much further we have to go in order to Walk and Run. Example #1 Modernizing Infrastructure: In 2012, the IC recognized how it was consuming and delivering IT hardware, software, and services in ways that were unnecessarily inferior to the private sector. They awoke to the fact that the Governments acquisition approach was handcuffing every aspect of National Security. The Congress, the IC, and the Administration supported the Central Intelligence Agency (CIA) in taking the lead in this initiative. They all deserve credit for the joint effort. The CIA reoriented its office of the CIO. It created a Commercial Cloud Services (C2S) contract to end CIA reliance on internal, outmoded expenditures and shift to purchasing infrastructure services as a utility. And it put the CIO under a new Directorate of Digital Innovation (DDI) to better link it with Mission functions. The contract enables a new, market-based model for acquiring enterprise-level software. C2S-based applications are licensed with fees to software vendors paid on the basis of the utilization of their products. This marketplace allows competing products to be evaluated and adopted by users in their day-to-day decisions as to how best meet the requirements of a specific problem. In the rapidly evolving data craft of the Internet, this method is far more adaptive and effective than a pre-determined, one size fits all solution imposed by a centralized bureaucracy. In technical terms, the IC is shifting much of its infrastructure costs from CAPEX (Capital Expenditure) to OPEX (Operational Expenditure), eliminating recurring CAPEX, paying only for services as needed, and arranging to stay current with hardware and software innovation in ways that were impossible in the old business model. The success of the CIAs C2S initiative results from the Agencys recognition that the effective use of commercial market investments, technologies, and business processes can result in highly effective application of all too precious tax-payer capital, avoiding ineffective, costly duplication. The result of the Agencys strategy has been improved mission effectiveness while freeing scarce technology development funds to meet those needs that are truly unique to the Agencys mission. Example #2 Modernizing Knowledge Management (KM): In marked contrast to Infrastructure, the management of information within Federal systems was recognized by the IC as an inherently Governmental function, a core competence that should not be outsourced. Accepting that responsibility, the National Security Agency (NSA) took the lead in the Smart Data Initiative to identify what standardized labeling of packets of information are necessary in a modern digital environment. The first results, an Enterprise Data Header (EDH), was a signal achievement, admittedly and intentionally minimalist, but sufficient to enable the IC Cloud in its Crawl phase. In both these examples, Infrastructure and KM, success was achieved only because the organizations involved, specifically the Congress, the Administration, ODNI, CIA, and NSA all aligned their three Mission-Critical Teams in the service of a new strategic direction. But Can We Walk Run?    In order to achieve mission benefits well need to stop mistaking Easy for Hard and Complex for Simple. We have selected these two specific Crawl success stories because they also illustrate the executive decisions that need to be made today if we are going to Walk and Run tomorrow. In the case of infrastructure-which can best be thought of as plumbing-something relatively straightforward is being made unnecessarily complex within the DoD acquisition and planning apparatus. In the case of KM, many USG Departments Agencies-including the IC DoD-are mistaking KM as a simple issue. The USG is failing to come to grips with something inherently difficult by, in some cases, inaccurately imagining it is easy: if we just build the plumbing, everything else will take care of itself. It is only by effectively structuring and managing information (KM) that the USG will induce the digital dimension to yield its mission benefits. In both cases (Infrastructure and KM) necessary but insufficient actions have been taken. Creating Cloud repositories for data and minimal metadata standards are achievements, but, in themselves, they cannot produce the Mission Benefits that are needed and that have been promised. Sadly, many executives have bought into an automagic fallacy that these Crawl phase activities would automagically produce Walk and Run results. Figure 5: What is a Responsible Executive to Do? Source: DMI Lower level Government employees are left holding the bag. They are forced to describe classic Quick Wins and low-hanging fruit because it is only their boss bosses who are empowered to make the tough choices and substantial investments that will be required to produce the promised Mission Benefits. In the Agile development environment, where development of software continues apace as long as lower level Government product owners approve incremental progress, mission-critical decisions and investments are often postponed indefinitely. The impediments to the High Road are so formidable that thousands of National Security employees and contractors have adopted the Low Road. The distinction depicted in Figure 5. has actually been rejected by USG employees because it disparages the Low Road. That is the strategy weve adopted, and we need to promote it. Example #1 Enterprise Infrastructure: Private Sector Best Practices Leading the Way for Government Action Due to the disconnect between the DoD and the IC, Infrastructure Modernization is currently being held back at the National Security Enterprise level. Private sector solutions will need to drive this partnership. The DoD and its Armed Services are resisting the massive budgetary/acquisition changes needed to implement the CIA-led strategy. Only the Commanders Intent will be strong enough to clear this impediment. POTUS does not need to wait for a catastrophe to prompt this solution. Example #2 Enterprise Knowledge Management (KM): Government Active Management of a Modularized, Multi-Vendor Competitive Environment for Innovation At the same time that a sound foundation for KM was being laid through the establishment of IC data standards in the EDH, two basic strategies for the acquisition of knowledge exploitation technology were utilized. Weve termed the first approach The Hedgehog and the second The Fox in honor of Berlins 1953 essay on Tolstoy and the philosophy of history, which begins quoting the ancient Greek poet, Archilochus, who wrote The fox knows many things, but the hedgehog knows one big thing. The Hedgehog. The hedgehog strategy entailed the acquisition of an all-inclusive solution from a single vendor, what we can think of as a highly-advanced knowledge appliance[9], a comprehensive solution that combined hardware, software, and a particular way of thinking about knowledge, problems, questions, and answers. This approach outsourced all to a single supplier. It fit the existing procurement system well because it focused on a single, big procurement decision. The Fox. The fox strategy entailed the acquisition of a collection of modularized[10], best of breed, highly-advanced devices, each of which solved parts of problems and in combination formed a system capable of solving a particular problem. Hardware, software, and way of thinking about knowledge, problems, questions, and answers could be quickly re-configured as better technologies came along or needs changed a critical capability given the ferment of Internet technologies and applications. This approach limited the amount of hardwa

Ryanair: PESTEL and Porters Five Analysis

Ryanair: PESTEL and Porters Five Analysis 1.0 Introduction Ryanair is an Ireland based airline company and it involved in commercial aviation business since 1986, operating scheduled passenger airlines, serving short haul and point to point routes primarily between Ireland, Britain and Europe. It is the pioneers of low fare airline in Europe and even until now Ryanair is the only airline that offers cheapest air fare to passengers travel around Europe. Micheal OLeary is the CEO of Ryanair, holds 4.6% stake of the company, His dynamic low fare strategies along with the evolution of Ryanair have had led to burst of many budget airlines and some of them had been bought by Ryaniar around Europe, simply because of their inability to compete with Ryanair. European aviation industry is wider, but squeezed with many incumbents that are operating both short haul and long haul routes. As European short haul airline market segment is price sensitive, Ryanair handles no frills strategy and charges lowest price from its customers. In order to obtain bett er margin in the low fare demanding market Ryanair held in a position of cost leader and fundamental low fare strategy supports for rapid growth of its business. The strategic capabilities underpinned by its unique resources and core competences are the preliminary constituents for Ryanair to be a cost leader and offer low fares. This will be explained in detail under below topics about the feasibility of various strategic circumstances. 2.0 External Analysis: The analysis of Macro-environment explores core cause of factor; assess the nature of effects and immediacy. PESTEL analysis has been undertaken to evaluate the external environment of Ryanair. 2.1 PESTEL Analysis: (P)olitical/(L)egal factors: Preferential Treatment of home base airlines in some countries, at the same time they prevent thriving foreign companies and inflict them in more operational cost. Increased terrorists activities have prompted airline industry to tighten security measures and alleged terrorist plots will adversely affect flight turn-around time. Detrimental mental effects are also possible due to any terrorists plots targeted on Ryanair. The rapidly changing government rules and regulations are an inevitable legal factor for Ryanair. This will be discussed in detail under suppliers bargaining power. (E)conomic factors: The instability in fuel price cause major problem for airline industry. If they do not hedge, the fuel price hike is inevitable and they need to find cost savings in other spheres of business when the fuel price is soared. Ryanair was especially more vulnerable to fuel price rises in the past. For example: In the last quarter of 2008, when the fuel price was in its hike, Ryanair reported losses of $130 million dollar and it blamed a 71% increase in the price paid for fuel during the quarter due to the abnormal surge of fuel price of more than $ 1,100 a ton (K, Capel. Airline. The Telegraph, Feb 2 2009.). (E)nvironmental factors: As the world is heading towards more and more greener, all governments taking appropriate measures to control greenhouse gases from carbon emission which would lead to catastrophic human and economic consequences. Ryanair has network virtually in all European countries, so it is more vulnerable to all EU environmental rules and regulations. The mounting pressure on EU laws to tax aviation fuel and anticipated charges on environmental pollution by airlines would have direct impact to Ryanair. (T)echnological factors: Technological factors such as internet, innovative developments in telecommunications such as video conferencing, instant messaging, web conferencing etc. will mean less need for travel, especially on scenarios such as business meetings. 3.0 Industry environment: 3.1 Segmentation and positioning: Ryanair is positioned in the lowest fare segment and has least customer experience among other budget airlines in the European market. The market segment for its rivalries is broader with larger geographical area including operations to main airports, whereas Ryanairs networks are limited only to low cost secondary airports with smaller geographical area. Ryanair predominantly focuses on only people who are desperate for low fare and it has no separate segment for people who want luxury service or business class. Despite, Ryanairs continuous traffic growth, shows that the people wanting low fare in European market are tremendous and European market is for the low fare short-haul carriers. Perhaps, high air fare carriers neither cope up nor sustain against low fare carriers. The competitive position is deeply elaborated in section 3.2. 3.2 Porters five forces: Industry environment analysis figures out the foreseeing competitive pressure in European aviation and the profitability of the industry likely to be in future. It explores the magnitude impact of Threat of substitutes, Threat of Entrants, Rivalries in European market, bargaining power of supplier and bargaining power of customers. Rivalries: The high rivalry impacts for Ryanair are from Easy Jet, Air Lingus, Lufthansa, Iberia, SAS, Airfrance, KLM and Air Lingus. Few airlines (Easy Jet, Air lingus and Lufthansa) the first three of them are roughly more or less equal in size to Ryanair and some of their performances are even better in terms of customer service. This is considered as a significant threat to Ryanair. Despite, among all short-haul carriers Ryanair is the cost leader with having highest market share in the European market. Although Ryanair has firmly improving its competitive advantage, the core strategy of the company is to maintain the operational cost as minimum and offer low fare to customers, which is virtually same among its rivalries, but the outstanding scenario is Ryanair constantly creates new paths to bring down the operational cost . Threat of New Entrants: The short haul no frill airline market is a highly profitable business in Europe so far, while long haul market in Europe is experiencing huge losses like Air Lingus long haul airlines. So, the business scope in the short-haul market may attract new entrants. Although, European airline industry is de-regulated and open for both national and international companies, Airline business is not something like setting up a dot.com with minimum capital in anticipated profit. Hefty capital investment is required to acquire route, fleet, set up flight maintenance centre, building infrastructure etc in order to establish an operation. Industry knowledge and time associated with entry are significant for companies that want to start short haul airline business in Europe from other industries such as tourism and Rail way etc, but for airline companies from some other market like Asia, South America, North America and Australia can trace out the European market in some extent and such huge investm ents also may be affordable for them. Threat of substitutes: The threat of substitute is possible threat for Ryanairs traffic growth as passengers tendency to switch to other means of transport such as buses, trains and cruise. This kind of threat has medium effect over Ryanair, despite, the ubiquity of other means of transport to travel across European countries. Particularly rapid growth of railway network is considered to be a most influential substitute for short haul air travel across Europe. Congestion in airports and difficulties (such as boarding, airport journey) involved in air travel could cause passengers more likely to choose railway. Some government like U.K is substantially funding for the expansion of high-speed rail networks to and from Europe, especially to curb short haul carriers through heavier taxation due to the pressure arising from the environmental groups to cut down carbon emission by domestic aviation. The government intervention to establish better rail links in other countries such as France, Germany and the Nethe rlands is more vulnerable to Ryanairs routes in those countries (Dan Milmo 2009. The Guardian. 5th Aug). Bargaining power of supplier: Aircraft Supplier: In aviation Boeing and Airbus plays duopoly in manufacturing passenger aircrafts. Boeing is the main aircraft supplier for Ryanair, since its establishment. In terms of supplier bargaining power, Ryanair holds significant scale of power over Boeing, as it can easily switch to Airbus anytime in-case of high price charged by Boeing. The recent Micheal O Learys announcement of negotiation with Air Lingus evidenced the high bargaining power over its Aircraft supplier (Sarah Arnott., 2008. Ryanair looks to order 400 aircraft in plans for massive expansion. The Independent, 8th Aug.). Airports: The enforcement of new rules and regulations by airport authorities are inevitable, eventually they have more control on their bases with both short haul and long carriers airlines operating in any government airports. Ryanair has been either strongly protesting or recklessly withdrawing and switching its routes to alternative airports, at bases wherever it is experiencing significant problems. For example: Recently Manchester Airports Group refused to bring down its prices, which resulted Ryanair to pull nine out of its ten Manchester routes(Sarah Arnott., 2009. Price dispute sees Ryanair cut nearly all Manchester flights. The Independent, 18th Aug.). So, Ryanair can switch its destinations easily in case of its bargain does not take lead. Ryanair holds substantial power in the other spheres of suppliers such as staff recruitment agency, food providers and ancillary product suppliers etc due to substantial availability of those kind of suppliers in the market. Bargaining power of customer: European market is almost saturated with many airline companies including premium services to economy classes. Bargaining power of customers is high as low budget airline a commodity today and presence of more substitutes in European market. Ryanair had shrunken the bargaining leverage to its bottom with no other airlines could possibly offer such low fares, as the result that Ryanair is having extra-ordinary performance in traffic growth consistently year by year, but this growth is uncertain if Ryanair pushes its fare up. More people travelling on Ryanair, because they like the fare and can easily afford it. 3.3 Value Networks and Business Partners: It is necessary to analyse value creating areas in Ryanairs Industry value chain, which consolidates it competitive advantage by delivering those precious values to customers. According to porter, 1985, Value chain of any organization comprises of two activities, primary and secondary activities. Primary activities are directly concerned with delivery of service and that includes inbound logistics, operation, outbound logistics, marketing, sales and services. The support activities include administrative infrastructure management, human resource management, technology and procurement. Inbound logistics: Stock control of Food, beverages and Ancillary sale items: Although, Ryanair is a no frills airline, it is making huge profit through the sales of food, beverages and Ancillary items. Ryanair manages strong relationship with various foods and beverages suppliers, in-order to receive quality standard goods and on time delivery, which adds value throughout its value chain. Route selection and airport base: Ryanair only selects low cost route with the anticipation of traffic growth. Ryanair has strong relationship with various airport authorities around Europe, thus they provide subsidies in exchange for high traffic and low fares. Jet fuel: This is the most significant input that Ryanair has to scrutinize, as jet fuel contributes around half of the operating cost. Well hedged contracts will minimise cost, so recent hedging arrangements adds value to get control of fuel cost in some extent. Aircrafts and Maintenance: Deployment of single type aircraft Boeing 737-800. Operation: Ryanairs operational activities includes passenger check-In, loading ancillary and catering items in the flights, baggage check-In, Hospitality, In-flight services and daily flight operations. Contemporary online check-in system reduces cost associated with staff and avoids passenger queues in airports, thus it provides convenient journey for passengers. This adds value by enabling quick turnover of flights and prompt minimum waiting time of flights at airports. Additionally, Ryanair has contractors at certain airports for ticketing, passengers and aircraft handling (Includes loading various goods into aircraft) as well as for engine repairs and heavy maintenance at competitive rates. (Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 10 Jan, 2010) This third party contracts are more cost-efficient than Ryanair perform these activities itself. Productivity-based incentives, this includes sales bonuses for on-board sale of products by flight attendance to increase ancillary revenue through reward mechanism and pilots are remunerated based on number of hours or sectors flown, which c uts unnecessary staff cost. Ryanair facilitate the usage of onboard mobile and electronic device for its passengers in order to add value for customers. Marketing, Sales, Services and Outbound Logistics: Ryanair advertise its seasonal fares and other company related commercial advertisements on its fleet with zero advertisement costs. Furthermore special ticket offers are being advertised on its website to promote sales. In order to curb substantial operational cost and tackle high number of booking, Ryanair has introduced new Online Reservation System in addition to the host system. The system new has been provided and maintained by an outside contractor, Navaitire. (Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 5, Jan, 2010) It adds value for passengers by increasing system speed and avoid Ryanair is being on exposure to the risk of resolving system failure issues. There is no sales agent commission adds value on passengers fare and it adds value in terms of the distribution cost aggregate nearly to zero and convenient journey for passengers. Online baggage claiming system for baggage l ost passengers, which adds value to passengers as it is an easy way to claim their bags. 4.0 Resources and Capabilities: 4.1 Resources: Resources allocation and capabilities development are the source to gain competitive advantage for a company, while the market and environment establish constraints and pressures. Resources of Ryanair are basically what it holds as productive assets and can be differentiated into three different forms, tangible, intangible and human resources. Capabilities are what it can achieve by exploiting opportunities in the external environment and efficient deployment of its unique resources that exist within the company to achieve competitive advantage. Tangible Resource: Ryanair had 181 aircrafts in operation as of March, 21, 2009, among which 109 aircrafts were funded by The Export and Import Bank, 43 aircrafts were in operating lease, 20 of the aircraft in the fleet were treated as financially leased by Japanese operating leases with call options, 6 of the aircraft in the fleet were encumbered with commercial debt financing and three remaining aircrafts are entirely owned by Ryanair without any finance related encumbrances. Ryanair also owns and operates six Boeing 737-800 flight simulators for the purpose of pilot training. All the above are long-lived assets virtually all of them were aircraft totalled to 3.6 billion Euros. [Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 4 Jan 2009]. Even though many aircraft are encumbrances, ownership accompanied with the bank loan gives greater independency and financially the cost involved in leasing arrangements i s higher than being owner of aircraft. In addition to aircraft, administration offices in Dublin and East Midlands Airport, simulator and training centres are entirely owned by Ryanair. It also has leasehold property in eight airports for the purpose of flight maintenance and an office building in Dublin Airport Business Park. The recent investment of 702 million Euros for the purchase of property, plant and equipment in 2008 is remarkable. [Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 4 Jan 2009]. Ryanair serves over 1000 routes across Europe and Morocco from 40 airport bases, which is considered to be high in numbers compare to its rivalries. (http://www.ryanair.com/doc/investor/2010/q3_2010_doc.pdf, accessed on: 15th Jan 2010). Airport bases served by Ryanair are ultimately considered as strategic assets due to its low cost. Financial Resources: The huge cash reserves held in the company of over 2.5 billion Euros will allow having abundant cash flow for its operation. Cash pile would financially leverage to take strategic decision in future expansion of business. Ryanair holds 93.15 million Euros worth of available-for-sale financial assets, which are not considered as an investment in an associate company due to insufficient power of Ryanair to influence over the investee. And also, Ryanair is the biggest investor on its rivalry Aer Lingus with the acquired stake of 29.8% of Aer Linguss share capital through private acquisition with the total aggregate cost of 407.2 million Euros. Ryanairs long term debt totalled to 2398.40 million as of 2009 annual report, which is an increase of 131.9 million from 2008 annual report. The latest debt increase is primarily due to financing of new aircraft, which will be delivered within two years as per the schedule. [Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 4 Jan 2009]. Intangible resources: Ryanairs climbing traffic growth and established brand name are most consolidated and valuable intangible assets for the company that embedded in its relentlessly flowing low fare strategies to make huge profit. In terms of operational prospective, minimum aircraft age of 3.77 years average age of all its Boeing 737-800s is a unique intangible asset and no aircraft is more than 9 years old. The company also holds considerable intangible asset of landing rights that flows future benefit into the company. Human Resources: There are 6616 staffs working at Ryanair as of March 2009, this includes 1041 additional experienced pilots contracted from employment agencies to satisfy short term pilot requirements. The employees figure is constantly increasing year by year due to rapid expansion of the company. Ryanairs top management comprises of eight boards of directors, all of them are having more than 7 years of experience with the company and their remuneration including different share options scheme are available and based on experience, as well as their job position. David Bonderman, Chairman of the Board and Director, who has served more than 13 years with the company. CEO and Director of Ryanair, Micheal OLeary is the most valuable human resources in the company and he has been successfully leading the company for nearly two decades, as CEO since 1994. (Ryanair, 2004. Annual Report 2008-2009. [Online]. Available at: http://www.ryanair.com/doc/investor/2009/Annual_report_2009_web.pdf. [Accessed 20 Jan, 2010]). 4.2 Capabilities: In this section, we will discuss about the special knowledge and a skill possessed by Ryanair in order to gain competitive advantage and the key success factors that positioned the company as cost leader. The companys innovative pioneer strategies to keep the operating cost low and its ability to carrying passengers at lowest fare demand are the special capabilities it posses. Apart from these, the table below contains Ryanairs last three years operational data up to March 2009, which will demonstrate the operational capabilities during that period. The average yield per revenue passenger mile and average yield per available seat miles are decreased in 2009 due to the intense competition and further reduction of average booked passenger fare by approximately 4 Euros compare to the previous years. Yield management is crucial for airlines as the gross profit of the company mainly depends on it, so achieving better yield would perhaps maximise Ryanairs profit. The fares of Ryanair need to be continuously monitored in a way that would create demand, at the same time that would maximise companys profit. Ryanair has only little control over the fuel fluctuations like many other airlines, so increase in fuel cost is an unavoidable increase in operating expenses. The remarkable factor is the recent fuel hedging arrangements increased Ryanairs power to some extent to influence those cost aroused due to high fuel price. The next factor is cost per available seat miles, which is operating cost by available seat miles. This is one of the mo st success factors that gain competitive advantage for Ryanair, as it always being low compared to all other short haul airlines in Europe. In the table above, the increase in the operating cost in 2009 is mainly due to the rise in fuel cost. The low fare strategy is embedded in the companys capability and it is most valuable for the company by creating demand for its service. The constantly increasing load factors year by year, while the average booked passenger fare is decreasing indicates that the unique capability of Ryanair to make the traffic grow and how well it filling its seats through creating demand by stretching its fare to lowest possible. So the increased load factor is mainly due to decrease in the fares. One of the main mottos of companys CEO, Micheal OLearys is to maximise profit through selling ancillary products. Ryanair is the highest ancillary revenue making airline in Europe, which add extra profit for the company. Motivating cabin crews through commissions to sell ancillary product, consistently increasing and introducing various ancillary products and having many commission based related business are the main source for ancillary revenue. The number of airport served and average flight utilisation hours are some other measurable capabilities of Ryanair. The best service to the passengers in terms of punctuality of its flights and less baggage missing scenarios are in Top Priorities and it makes competitive advantage for Ryanair in its operation. In fact it has the policy of publishing its customer service statistics every month to show the leads from its competitors. The table below shows that the Ryanairs capability in terms of punctuality, Bags handling and journey completions among its few rivalries. 4.3 Strength and intellectual assets: All routes are point to point rather than transitional. Although it is easy to establish point to point routes for a short haul carrier, it enhances convenient journey to the passengers. Ryanair has entered into fuel hedging arrangements followed by the huge losses on 2008. The unprecedented hedging arrangements will provide substantial protection against fluctuations in fuel prices, generally through forwarding contracts covering certain periods in the future. Ancillary services including non-flight scheduled such as Car hire, Hotels, Travel Insurance, in-flight sales, rail and bus ground transport services in its business model adds extra revenue for the company. Ryanair has direct sales channels; the only way to book ticket nowadays is via the website or via Ryanair direct call centre. It helps to take out sale agents commission and special offers would directly reach the customers without any discrepancies. Ryanair has been deploying Boeing 737-800s, same fleet community in all its routes. The company can save training cost as all staffs are only be trained for one type of aircraft and also saves on maintenance supplies and labour as only one type of parts and skills needed. High seat density of 189 seats per aircraft accommodates more passengers (compare to its older version Boeing 737-200A, which had only 130 seats per aircraft) and it tends to extra revenue for the company. The use of Secondary Airport with frequent transport medium to populated cities for the purpose to keep its airport charges low and for high turnaround times. The well known scattered strategy of no frills such as, free food, drink, and lounges etc 4.5 Weakness: Even though its fares are far cheaper than any other airlines in Europe, it is being severely criticised by many people for its extravagant hidden charges. The basic reason for this criticism is advertising fares without the disclosure of most basic inevitable charges such as, taxes, online check-In or airport check-In charge(which is outrageously costlier than the online check-In), card surcharge other than master card (only possible way to pay as the booking can feasibly done through either website or call centre), administration fee etc Ryanairs deliberate controversial advertisements and statements by its CEO such as charging one pound to use the toilets in flight, are practically generate additional free publicity for the airline, but significantly it depletes brand reputation and it often perceived as bad impression among peoples mind. The poor customer service by its staffs employed and disgrace treatment of passengers by its CEO, Micheal O Leary and the company are misleading companys reputation for not even providing the basic services and rudeness involved in customer query replies are the weakness that embedded in its system. According to the comments analysed from 280 websites, Ryanair came bottom of the ranking with minus 40 points. Poor customer service and extra cost the airline charge for check-in bags are the major complaints. [Lisa Minot, 2008. Sun Air News: Ryanair suffer Over Service. The Sun, 2nd Aug.] The company is heavily addicted for traffic growth and rivalry led in European short haul market. Because of that growth, Ryanair is not able to identify the reputation and loyalty in its brand among passengers. 5.0 Strategic situation: Perhaps, I have mentioned about 2.5 billion cash reserves in its financial resources. It has announced plans of start paying dividend from its cash pile to their shareholder from 2013. (Sarah Arnott, 2010. Ryanair to pay dividend from 2013. The independent, 8th Jan). Instead of paying dividend out of its cash reserves or by using companys profit, it should decide to deploy its cash reserves in its on-holding strategy towards long haul routes. The company will get significant future growth by launching long-haul transatlantic routes. According to CEO, Micheal O Learys statement, if Ryanair introduces long haul routes from Europe to six US destinations, two segments of seat will be offered, one lowest unprecedented economic class and ever high fare business class with extravagant services. This rational strategy will generate huge profit by luring middle economic-class passengers; perhaps transatlantic passengers will want something cheaper in their tickets. The cheapest fare no frill for economic class passengers with onboard sale of everything from breakfast to dinner, beverage to entertainment would create substantial ancillary revenue. In spite the airline destinations must be in populated area or rich cities such as Chicago Midway Airport, Atlanta Hartsfield International Airport and Dallas Fort Worth International Airport etc to fill up business class seats, Otherwise there is no logic in adding business class seats in long haul routes. Alternatively, it can choose rural destinations in US, but the business class passengers firmly transited to populated cities without any delay and inconveniency by having alliance with US luxury short haul carriers. Although, I have mentioned Ryanairs 29.8% stake over Aer Lingus, its first bid in 2006 to acquire entire share capital of Aer Lingus was firstly blocked by European commission on competition grounds and the second bid in 2007 was also failed after the Irish Government (25% stack holder on Aer Lingus) said Ryanair undervalued the company, while the offer totalled  £701 million. So, Ryanair is not yet planned to make any further bid in recent future, rather it aims to boost its cash reserves. [Pilita, C, Vincent, B, 2010. Third Ryanair bid for Aer Lingus unlikely. Financial Times, 7th Jan.] Perhaps, the acquired stakes consolidate its financial position over Aer Lingus for convenient takeover in the future, in case of any failure or the acceptance of further bid by Aer Lingus. In consideration to Ryanairs future growth in the existing market and anticipated transatlantic expansion, it has to press hard for a horizontal integration over Aer Lingus by raising the offer price from its last bid of  £701 million. The acquisition of Aer Lingus is more likely to see tremendous expansion in European market by acquiring market share and implementing low cost operating strategy over it rivalry. In a situation when a competitor disappears in the market, the competition gets ease for some instance. The acquisition also allow Ryanair to get easy access into the transatlantic routes, as Aer Lingus already operating flights to some major airports in the United States such as, Houston (HOU), Houston (IAH), Indianapolis (IND), Columbus (CMH) and San Francisco (SNF) etc 6.0 Strategic Choice: Identification: The first choice what I suggest is Ryanair can expand its market through Related Diversification by the launch of new international routes from Europe to Selected Asian countries, such as India, Malaysia and Singapore. Ryanair will be able to grow its traffic by selecting core destinations such as Mumbai, Bangalore, Goa, Chennai and New Delhi in India, Kualalampur in Malayasia and Singapore. In the other end, Ryanair would be able to cover travellers and tourists from all European countries by setting up transit hubs in selected airports in Europe such as Frankfurt, Madrid, Milan, Glasgow and Dublin (So, flights from the new market will land in those transit hubs and then passengers can reach their end destination by Ryanairs local network flights through transit from these airport) travelling to our selected destinations in Asia, as it already has firm and established operation in Europe. The above selected strategic choice would be demonstrated under Ansoff Strategic Direction Matrix Market/product choices. According to Ansoff Matrix (developed by Igor Ansoff, 1957) the above selected business is launching of new service in new market, so it will be categorized under Diversification. Although, Ryanair has an on-holding plan of introducing transatlantic routes, but not yet lunged, the new strategic choice is to flourish market share in developing nations. The assumed service in those markets is clearly business to consumer type of activity, as Ryanair directly engaged in carrying passengers or providing service directly to the customers. Ryanairs main targeting customer segment in the above three countries are tourists and passengers who are looking for low fares, as well as high fare over luxury service. The differentiations in fares with price premium for passengers perceive it as on luxury segment and without price premium for passengers perceive cost benefit under low fare segment. All the three countries are developing nations with low income, middle class and rich people. Among them, people who afford to travel to Europe are