Barriers to Communication Essay Example | Topics and Well Written Essays - 250 words

Ap European History Reading Questions-Chapter 15 Free Essays

1. The highest significant purpose behind financial and social issues that pained Europe from 1560 to 1650 was an unfathomable swelling in addition to other things. The Spanish domain took huge amounts of gold back to Europe and made the estimation of gold plunge. We will compose a custom paper test on Ap European History Reading Questions-Chapter 15 or on the other hand any comparative theme just for you Request Now Since this was a circumstance that Europe had never experienced, they didn’t get it. Increasingly gold should be acceptable, correct? Abruptly costs began to ascend for reasons unknown. Likewise in Spain, in contrast to gold, there was next to no silver being created at that point and in this way privateer assaults started to happen. Different issues confronting Europe during this time incorporate, populace decay, plague, financial fighting, and starvation. Because of every one of these issues, social pressure was significantly expanded, all associated with a â€Å"crisis† within reach. 2. Albeit at first brought about by strict issues, by the mid 1630s the Thirty Years War had become a dynastic clash between two Catholic forces; France and the Hapsburgs. As the Battle of the Boyne and the Jacobite risings the ’15 and the ’45 in Scotland were straightforwardly connected to strict thoughts that the TYW was the last strict war in Europe are in this way mixed up. Extremely, an increasingly exact name for the Thirty Years’ War would be, ‘The first current war’ would be progressively precise. New strategies, organizations, hardware and techniques were presented in European armed forces which were broadly embraced inside 10 years by practically all armed forces and all further evolved throughout the following scarcely any decades. 3. The Military Revolution alludes to an extreme change in military procedure and strategies with coming about significant changes in government. The idea was presented by Michael Roberts during the 1950s as he concentrated on Sweden 1560â€1660 scanning for significant changes in the European method of war brought about by presentation of versatile guns. Roberts connected military innovation with bigger verifiable results, contending that advancements in strategies, drill and precept by the Dutch and Swedes 1560â€1660, which boosted the utility of guns, prompted a requirement for progressively prepared soldiers and in this way for lasting powers. These adjustments thusly had major political results in the degree of managerial help and the flexibly of cash, men and arrangements, delivering new money related requests and the production of new administrative foundations. In this way, contended Roberts, the cutting edge craft of war made conceivable †and important †the making of the advanced state. † 4. Ladies were seen as being profoundly more vulnerable than men, and progressively helpless to satanic impact, and this implied ladies would in general be associated with being witches considerably more frequently than men. In any case, this was not a steady example found all through Europe. In certain districts, there we re a greater number of men indicted for black magic than ladies, in the Lorraine locale of France for instance, and in Iceland, where the larger part of feelings were of men. By and large however, about 75% of those executed for black magic were ladies. So at last what this recommends about ladies in the sixteenth and seventeenth hundreds of years is that ladies were not so significant as men in the public eye during this time. 5. Absolutism relates to an absolutist state, where all force, or sway is made in the ruler. These rulers professed to have divine right, which means they managed by the finesse of God and were mindful just to God. Be that as it may, these supreme rulers regarded the essential rules that everyone must follow. They controlled intrigue bunches inside their domains and made organizations too, in which the workplaces held open/state positions, guiding the economy to the advantage of the ruler. Supreme rulers additionally kept perpetual standing armed forces and made new techniques for impulse. Louis XIV of France was a forceful expansionist. He followed in the strides of Cardinal Richelieu in that viewpoint. His international strategies were for the most part against the Habsburg dynasty’s power and the responsibility for talking domains by countries other than France. Thus, his international strategies included numerous wars. He assumed control over the Spanish Netherlands and a portion of the United Provinces of Holland, and Franche-Comte. In any case, his forceful advances made coalitions be framed against him which incorporated the Habsburg areas of Spain and the Holy Roman Empire, England, and Holland in the entirety of their manifestations. In the end, Louis XIV couldn't crush the coalitions, and some gained regions were lost again in settlements, even French states. 6. The rule of Peter the Great denoted the rise of a conclusive Russian impact in European undertakings, an impact that would last into the twenty-first century. It was Peter who initiated present day Russia’s incredible and forceful international strategy against its three neighboring states, Sweden, Poland, and the Ottoman Empire. Through the Great Northern War (1700-1721), he conclusively broke Sweden’s matchless quality in the Baltic, while his wars against the Ottoman Turks and his obstruction in the inside undertakings of Poland set points of reference that later Russian rulers would follow in ensuing decades. These extraordinary steps made by Russia in Eastern Europe were to a significant degree the aftereffect of Peter’s broad program of changes, which contacted all features of Russian life. 7. In spite of the fact that it might sound bizarre, it was Napoleon who was significantly answerable for the change of Brandenburg-Prussia. Napoleon attacked half of Europe and furthermore the most German states. Just East Prussia stayed free and turned into the pioneer in the â€Å"Befreiungskrieg† (Freedom war) against France. It was this war against Napoleon 1812-1815 that made a typical German national inclination. This change is as yet apparent in present day society of Germany today. 8. In the later fifteenth century-the time of the ‘refoundation of the Crown’, in Sir John’s Fortescue’s state there was a checked change in the structure of legislative issues and thus in the nature and job of group additionally; a governmental issues of numerous focuses turned into a legislative issues of one. In the first place, in the weakly weird handle of Henry IV the government had plummeted into being one honorable group among many-and not really the most grounded. The reality got show from 1456 when the King deserted the legislature of the realm: the court pulled back from London to Coventry in the core of the Lancastrian terrains, and the national incomes were occupied from the Exchequer and utilized straightforwardly like the pay of some other ruler to pay for the imperial family and the regal retainers. Henry was presently just viably Duke of Lancaster and he was soon to free that. 9. The principle issue was a difference between the ruler and Parliament about who had extreme political force. Lord Charles put stock in Divine Right, the possibility that he was above all else in light of the fact that God needed him to be. Further, as the king’s power was natural, no natural force or individual could legitimately expel it from him. Parliament considered themselves to be the chosen delegates of the People and in this manner accepted they ought to have extreme political power, considerably over the ruler. In this way, when Charles required cash, Parliament would decline to collaborate except if Charles tended to supposed maltreatment of his capacity first. This consistently prompted political halt, and in the long run to common war. Puritans assumed responsibility for Parliament’s war exertion during the First English Civil War, and by 1646 and the finish of the war extraordinary Puritans known as Independents had assumed responsibility for the military, The NMA. Utilizing the NMA as his influence base, Oliver Cromwell had the option to threaten Parliament into the execution of Charles I, The annulment of the Monarchy, and the foundation of the Commonwealth. The principle change was that, on the Restoration of the Monarchy in 1660, Parliament guaranteed that the King had an ensured yearly pay that was sufficient both to live off his own, and pay for the customary costs of state and costs. 10. The Dutch Republic, formally known as the Republic of the Seven United Netherlands, the Republic of the United Netherlands, or the Republic of the Seven United Provinces, was a republic in Europe existing from 1581 to 1795, going before the Batavian Republic, the United Kingdom of the Netherlands and eventually the cutting edge Kingdom of the Netherlands. Elective names incorporate the United Provinces Federated Dutch Provinces and Dutch Federation. 11. Workmanship mirrored the political and public activity of the second 50% of the seventeenth century basically through characteristic, which reflected condition endeavor to separate renaissance standards. Elaborate in any case, reflected quest for power and simply the will to control all individuals during that time. At that point, writing reflected political and public activity during this time through composing research on another kind of stage, known as the â€Å"golden phase of writing. † Literature was a significant part of this timeframe likewise in that in was a time of numerous extraordinary shows and dramatists, for example, the still-applauded today, William Shakespeare. 12. Types of government vary broadly dependent fair and square of lawful self-sufficiency the ruler holds in administration, the strategy for determination of the ruler, and any foreordained cutoff points on the length of their residency. At the point when the ruler has no or barely any legitimate restrictions in state and political issues, it is called a flat out government and is a type of totalitarianism. Cases in which the monarch’s prudence is officially restricted (most basic today) are called established governments. In genetic governments, the workplace is gone through legacy inside a family gathering, though elective governments are chosen by some arrangement of casting a ballot. Generally these frameworks are most usually consolidated, either officially or casually, in some way. For example, in some chosen governments just those of ce

Only 8% of Leaders are Good at Both Strategy and Execution

Only 8% of Leaders are Good at Both Strategy and Execution This situation replays itself severally in many organizations across the world. The organization spends a lot of time, money and effort conducting market research.The research is excellent, and the data from the research is used to come up with a brilliant strategy that the entire board falls in love with.The CEO signs off the strategy, which is then communicated to the rest of the organization. Everyone unanimously agrees that they all got it. It’s all systems go!Once the strategy is launched, however, things start going awry. Nothing goes as expected, and most of the key performance indicators remain static, some even take a dip.  A good example of this is Nokia. Starting from the late 90’s to the early 2000’s, Nokia was the leading mobile phone Brand.Five years before the launch of the iPhone, Nokia was ready to launch its own touch operated, internet-connected device with a large display. They knew where the mobile phone market was headed and they had a strategy to dominate that market, yet they were unable to  maintain their dominant market position.When Apple released their first iPhone in 2007, they toppled Nokia from the dominant position and started a decline that ended with Nokia being sold to Microsoft in 2013.  Why does this happen?The problem here is something known as a  strategy-execution gap, a big black hole that yawns menacingly between strategy and execution. Far too many visions get swallowed by this unforgiving black hole.  One survey found out that executives claim that  40% of their strategy’s potential value gets lost due to poor execution.For organizations to remain successful, its leaders need to excel at both strategy and execution.  They need to not only know how to give a grand promise to their customers and investors, but how to deliver on this promise as well.  A brilliant strategy is good for nothing if the execution is poor.Unfortunately, most organizations continue to treat strategy and execution as separate elements.   Very often, you will find different areas of the company managing strategy and execution. The CEO, presidents and other senior management team are  typically  in charge of strategy, while the execution bit is left to the functional leaders and individual employees.Separating the two activities creates  a  risk that the  important activities and processes that drive the strategy might not get executed properly, which then undermines the importance of the risk.What is worrying is that a  2013 survey by Strategy  found that only 16% of executives excel at either strategy or execution. Even more saddening is that only half of these (8%) are good at both strategy and execution.Great business leaders realize the importance of  strategy and execution and treat them as two complimentary elements that must work together in order to achieve success.Take the case of Steve Jobs, who was recalled to Apple in 1997 in an attempt to turn around the fortunes of the  rapidly declining tech giant.Jobs came with a strategy on how to return the company to profitability, but he didn’t just share a strategy and leave it at that. He was deeply involved in the execution of the strategy, cutting down on multiple products that were in development and even convincing  Microsoft to invest $150 million in Apple, despite the two companies being rivals. The good news is that, while only few executives are exceptionally good at both strategy and execution, this is a skill that can be learnt and improved.If you want to improve your company’s performance and gain an edge over your competitors, here are some few tips on how to excel at both strategy and execution.COMMIT TO AN IDENTITYAs a leader, you first need to figure out what your organization’s identity is, what the organization stands for.Once you define this identity, commit to it and ensure everything within the organization, including your strategy, is aligned to this identity.Understand your organization’s distinctive capabilit ies and  its  unique value proposition, then ensure that your strategy is in line with these key differentiators.Avoid the temptation to chase multiple areas and markets where you have no chance of winning. A good example of a company that does this well is IKEA.IKEA grew from a single store in a Swedish forest to become the world’s largest furniture retailer with a net worth of $58.7 billion by remaining committed to its identity of “creating a better everyday life for many people.” Every undertaking by the company, from its frugal business model to its thorough research into how people actually live at home, is meant to help the company deliver on this promise.Another great example of a company that is well committed to its identity is Apple. Apple knows that they can’t do everything and do it well. Because of this, they say no to a number of great ideas and focus instead on opportunities that are in line with their identity.They understand that any project they undertake either contributes to the successful execution of their strategy or takes away vital resources, therefore they opt to focus only on projects that contribute to the successful execution of their strategy.Once you define your identity and come up with a strategy that it aligned with this identity, you need to spend time translating this strategy into clear actionable goals that can be tracked and measured. According to the  survey by Strategy, high performing business leaders spend 20% more time translating their strategy into actionable goals compared to low performing business leaders.You also need to ensure that the people who are in charge of delivering the strategy are clear on the company’s identity, the strategy and the specific actions they need to take in order for successful execution of the strategy.You should communicate frequently and make  sure that a consistent message is delivered downward throughout the organization and that everyone knows the deliverables that are required in order for the strategy to be achieved.High performing business leaders spend 12% more time ensuring that the strategy and deliverables are clear to everyone within the entire organization compared to low performing leaders.TRANSLATE THE STRATEGY INTO SHORT TERM ACTIONS AND PROCESSESA strategy is a grand, long term plan.  Without turning the strategy into everyday actions and processes, it is more likely that your grand dreams will evaporate into thin air.You need to ensure that there is a clear link between day to day (short term) activities and the overall strategy.For instance, if your strategy is to capture a new market, some of the actions that you might need to accomplish in order to successfully achieve  this strategy might include increasing your marketing activities in that market segment, setting up an office in the location for geographically targeted markets, buying out a competitor or merging with them, and so on.Asking yourself the below questions can make i t easier for you to translate your strategy into everyday actions and processes.Who will be involved? What team will handle which work? Who will be the team leaders?Are there any visible programs, such as training programs, new processes or new technologies that need to be built in order for the vision to be achieved?What impact will the strategy have on other areas of the organization? How can we enhance this (for positive impacts) or mitigate against it (for negative impacts)?What are the personal goals for each manager or employee?What resources will be required in order to execute the strategy? Do we need more time, more financial resources, more equipment or more people?How will  we  track and ensure that everyone is diligently following through with what has been decided?As a leader, you need to be deeply involved in this process. You need to provide any coaching and support that your team might need in order to achieve the desired results.  Follow up regularly to ensure that everyone meets their targets and deadlines.  If you notice that some things are not working or going according to plan, be ready to step in and readjust the rudder.You should also be ready to give immediate corrective feedback on your team’s performance.The survey by Strategy found that high performing business leaders spend 25% more time establishing the short term activities and processes required for successful execution of the strategy and 14% more time checking their progress and readjusting their course compared to low performing business leaders.LEVERAGE YOUR ORGANIZATIONAL CULTURECompany culture  is an often under-appreciated and under-utilized element within organizations.When coming up with a strategy, many organizations see company culture as an impediment rather than an asset. Smart leaders, however, know that they can leverage their organizational culture to help in the implementation of strategy.They ensure that the strategy is aligned with the  core values that defi ne organizational culture  and that they take talent management seriously.They know that strategies cannot be successfully implemented if they do not align with the company culture. This is well encapsulated in the words of Peter Drucker, who famously that ‘organizational culture eats strategy for breakfast’.Take a look at your company’s culture. What are your company’s core values? Do your employees feel a sense of community and camaraderie between each other? Is there a flow of efficient communication within the organization?Are your employees committed to learning? What behaviors and practices do you associate with your company? Does your strategy align with your company’s core values? How can you take advantage of the behaviors and practices associated with your organization to drive the strategy?Do you have forums for employees to candidly share their feedback on what works and what does not? Answering these crucial questions will help you to leverage your organizatio nal culture to drive execution.In leveraging your organizational culture, you also need to think about your role as a CEO. Many CEOs often forget that company culture starts with them. Your staff sees how you incorporate your personal values in your daily activities and emulate it. Therefore, if you want to promote an organizational culture that encourages strategy execution,  don’t forget  that it starts with you.FOCUS ON STRATEGIC PRIORITIES AND CUT COSTS TO GROW STRONGERLeaders who excel at strategy and execution have a laser focus. They know that the main purpose of a strategy is not to create goals, but to help them make choices. As a leader, you should use your strategy as a guide that helps you to identify the few key processes that have the biggest impact on the success of your organization.Once you identify these key processes, you can then focus all your attention on them and forget everything else. For instance, I have noticed that when organizations want to improve rev enue, many leaders decide to simply cut costs across the board.Smart leaders, on the other hand, totally cut back the costs on process and projects that do not matter and double down on projects that hold the highest potential.A good example of a company that did this is Lego. In 2004,  Lego was losing a million dollars a day. A decade later, in 2015, it had claimed its position as the  world’s largest target company.  How did it do this?Lego was able to turn its fortunes by marshalling its resources strategically  and cutting costs to grow. In 2004, Lego had investments in multiple industries, including areas like theme parks and clothing, yet it had no chance at dominating in these industries.Instead of sticking to the  fallacy of sunk cost, Lego decided to do away with these businesses and focus on its core business, which is making and selling toys. By doing so, Lego was able to get back to profitability.Another good example of a company that did this was Apple in 1997. When S teve Jobs came back to Apple in 1997, the company had over 18 different products, yet its sales were dismal.Realizing that the company was expending a lot of time and resources on products that were not even profitable, Steve Jobs decided to kill over 70% of the company’s products, including the Newton, the Pippin, The Twentieth Anniversary Mac, The Cube and several Mac Clones.Entire departments were dissolved, and the remaining resources were deployed to the four most important products. Within a year, a company that was almost going bankrupt posted $309 million in profits.As a leader, you should use your strategy to allocate resources strategically.  Deploy significant amounts of resources (people, time and finances) to the most important projects and processes and forget about everything else. Spending your resources on too many priorities is like trying to juggle too many balls at once.Sooner or later, all of them will end up on the ground. This  view is supported by  Strategi c’s  survey, which found that high performing leaders spend  54% more time defining strategic projects and allocating resources accordingly. They are also 36% more effective at prioritizing these important projects.SHAPE THE FUTUREIn today’s world where change, innovation, technological change, and disruption  happens  faster than you can predict,  business agility  has become  all the rage.Business pride themselves on being able to quickly respond to changes within the market. Smart leaders, however, know that simply being agile and responding to external changes as quickly as possible is not enough.That puts them in a reactive mode. Instead of constantly reacting to external changes, smart leaders shape the future by determining the change they want to see and then moving forward to create it.Starbucks is a great of a company that shaped its future. Starbuck’s customers thought they just wanted a place to have a cup of coffee.Starbuck’s CEO, Howard Schultz, however, knew t hey wanted more than coffee. He knew they wanted a place of conviviality beyond the home and the workplace, a place they could gather and connect with each other in a friendly, lively and enjoyable atmosphere.Instead of waiting for customer attitudes to change from looking for just coffee to ‘coffee and community’, Schultz went ahead and created this new concept and then dominated the new industry.Once again, Steve Jobs provides another good example on how to shape the future instead of reacting to external changes. He is quoted to have said that people don’t know what they want until you show it to them.He  opined that it is the job of companies to figure out what customers want long before the customers do and then create products that they never knew they wanted but can’t live without after using them.By introducing the iPod, the iPhone and the iPad, Apple shaped not only its future, but that of the world.Before launching these products, the masses had never even imagined about such products, yet today, people can’t live without them.To be an effective leader who  helps shape the future, you need to become proactive.  You also need to come up with proactive strategies that give your organization the freedom to chart its own path instead of constantly responding to situations that may well be out of control.You should learn how to anticipate any challenges and obstacles that might hinder the implementation of your strategy and how to anticipate customer needs and meet them even before they are expressed. Similarly, you should learn how to anticipate changes and trends within the market and capitalize on them before they become ubiquitous.According to the survey by Strategic, high performing leaders that successfully shape the future instead of constantly reacting to external changes spend 25% more time engaging with crucial stakeholders, identifying their needs and coming up with ways to meet them.They also spend 13% more time thinking proactively and planning about the future and refining their strategy. They spend more time anticipating bottlenecks and challenges and positioning their organizations for  future success.VALUE FLEXIBILITYOne of the major reasons why strategic plans fail is rigidity on the part of business leaders.Many leaders often confuse successful strategy execution with following the plan. Unfortunately, like the popular military saying goes, no battle plan survives contact with the enemy.It does not matter how well planned your strategy is, once you start implementing it, it is inevitable that you will  face  some obstacles and  challenges along the way. The most successful leaders are those who know the importance of flexibility.Instead of following rigid plans that have been rendered obsolete by the obstacles, they reach quickly and readjust their plans to maneuver around the obstacles, while at the same time ensuring they don’t lose sight of the long term goal.Leaders who excel at both strategy and e xecution are great at contingency planning.They identify all the assumptions that their strategy is based on and come up with specific action plans to help them adjust their course in case any of these assumptions changes. Caterpillar provides a good example of  business leaders  that value flexibility.In 2005, way before the  global financial crisis of 2007-2008, Caterpillar’s then CEO Jim Owens asked all the division heads to come up with contingency plans in case of a market crash. By then, business was booming for Caterpillar and its competitors. Demand was at an all-time high. No one was contemplating an economic downturn.While the move was not a popular one, the division heads nevertheless came up with contingency plans for a downturn. When the recession actually hit, the contingency plans were put into effect.While its competitors suffered huge drops in revenue, Caterpillars profits were not majorly affected. By the time the economy was rising out of the Great Recession in 2010, Caterpillar stocks were the best performing in the Dow Jones industrial average.WRAPPING UPIf you want to set your organization apart from the thousands, perhaps millions of businesses whose grand visions get swallowed up when it comes to execution, you need to stop treating strategy and execution as separate activities and start thinking of them as crucial activities that should go hand in hand.Remember, the key to nailing both strategy and execution is committing to an identity, translating your strategy into short term activities and processes, leveraging your organizational culture, focusing on strategic priorities, shaping the future and adopting flexibility.If you follow these  six tips, you will be on your way to joining  the elite 8% of business leaders who are good at both strategy and execution.

File Sharing Copyright For Information Professionals

Kristen Hanmer IST735: Copyright for Information Professionals Professor Jill Hurst-Wahl Assignment 3 9 November 2014 File sharing is a widely-used process that allows users to download and upload different types of files and share them with other users either over the internet or on a specific network. Almost as soon as file sharing was introduced and gained popularity with the public it began to raise questions regarding copyright infringement, and the first major lawsuit to deal with file sharing quickly followed. Although that case was decided almost 15 years ago, file sharing continues to remain popular and also continues to raise questions about copyright and intellectual property. In 1999 a 19-year-old college student co-founded a†¦show more content†¦For example, regarding music, copyright law allows a consumer to listen to a CD and even lend the original material to a friend. The matter of copyright infringement begins to come into play if the user decides to make a copy of the item or give a copy to a friend without permission, which is exactly what file sharing does. At the time file sharing was relatively new and many users were not familiar with how copyright was involved. Most people assumed since they paid for and owned physical copies of CDs they should also be allowed to copy that CD into their computer’s memory and share the electronic copy. The amount of file sharing that was taking place soon caught the attention of musicians and record companies who were afraid widespread distribution of the material would lead to huge monetary losses for the recording industry. Some artists were even experiencing â€Å"leaked material,† or material being uploaded and shared with others before it was even released publicly. The popular heavy metal band Metallica discovered one of their singles was circulating widely on Napster before being officially released, and even ended up playing on some radio stations. This caught the attention of the band and they soon realized their entire music catalogue was available for free on Napster and decided to file a lawsuit (Doan). Hip hop artist Dr. Dre also filed a lawsuit againstShow MoreRelatedShould People Be Penalized for Downloading and Unauthorized Copy of a Song or Movie806 Words   |  3 Pageshave allowed peer-to-peer sharing between people around the world possible. This peer-to -peer sharing has manifested the debate of copyright infringement, and many CEO’s of major Internet companies have been convicted for copyright infringement. Although peer-to-peer sharing has allowed direct access to songs, movies and TV shows, it has also had several repercussions on copyright holders. Peer-to-peer sharing websites should cease to exist as they commercially damage copyright holders, steal exclusiveRead MoreA Brief Note On The Social Media Revolution1317 Words   |  6 PagesPinterest, and host of lesser known mediums; opportunities for copyright infringement have substantially increased. Along with this ease of access comes the challenge to monitor one’s self for sharing content. Social media can make gaining sharing music, books, photos, articles, and video media easier and can cause individuals, community groups, and businesses, among a few, to commit copyright infringement without realizing the mistake. 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Piracy which by definition is reproduction, distribution and use of software without permission of the owner of copyright, poses some serious ethical problems. The free exchange of copyrighted materials is piracy as it undermines the ability of copyright holders (and their representatives) to control the sale and distribution of goods to which theyÂâ€"andRead MoreDigital Asset And Payment System1597 Words   |  7 Pagesas the idea of engaging both of these developments gets wildly spread by its early evangelists from the industry, both professionals and artists. One of the most active representatives of this movement is a CEO and Co-Founder of Pledge Music, Benji Rogers, whose article on possible utilisation of blockchain in a new music format became a popular piece among industry professionals and gave him an opportunity to present the idea at the renowned music and technology conferences. He claims that withRead MoreThe Pirate Bay5710 Words   |  23 Pagesof files, like pictures, videos, music, books, etc. However, in order for peers to be able to exchange files, a platform is needed. There are many platforms available that serve as a bridge technology so that peers can share files with other peers around the world. These platforms only serve as a connection devise and not as a piracy store. As a result of the existence of these types of platforms, industries became concerned that this practice is violating the copyrights of the copyright holdersRead MoreIntellectual Property Is Intangible Property963 Words   |  4 Pagesthe four f ollowing areas. 1) Copyright- grants the creator of an original work exclusive rights for its use and distribution. 2) Trademark- a symbol, word, or words legally registered or established by use as representing a company or product. 3) Patent- is the protections of an individual’s invention and the way its use. 4) Trade Secrets- A trade secret is a formula, practice, process, design, instrument, pattern, commercial method, or compilation of information not generally known or reasonablyRead MoreComputer Crimes And Its Effect On Our Individual Privacy1377 Words   |  6 Pagesscams, terrorism, and copyright infringement. Today, the three of most common computer crimes are information security systems, social networking and copyright infringement. Unfortunately, the internet has impacted upon criminal and/or harmful activity in three main ways-this is after discounting the fact that many of the behaviors that have been identified as cybercrimes are not actually crimes as such but invoke civil remedies instead (Wall, 200a). First, information security is an organization-wideRead MoreShawn Fanning, Creator of Napster, Changed the Music Industry2085 Words   |  8 Pagesto share filers over a central server, specifically music files. This became known as Napster. Napster, which was created in 1999, became an internet sensation in the blink of an eye. It was a free file-sharing community that involved millions of users. Napster linked numbers computers to a centralized server, which was accessible to almost anyone that had access to the internet. When logged onto the server, users could see music files along with their location, and begin to download them to theirRead MoreDeveloping, Using Organising Resources Within the lifelong Learning Sector4589 Words   |  19 Pagesresources to the learners. Once the task in completed by the learners the resource developer then can assess their performance which will automatically enable the resource developed to identify the effectiveness of his resources. According to the information given by Turkish online journal of education technology (2009), two student groups are surveyed where one group of students provided with the lower level of teaching resources while second group of students are provided with the higher level of

Foundational Knowledge A Theories And Concepts - 1463 Words

Foundational knowledge: A Theories and Concepts: There are three models from this section that I focused on because I strongly believed in them or I did not understand them very well and wanted to research the concepts. The first being the medical model. According to the medical dictionary, the medical model is defined â€Å"as a set of assumptions that views behavioral abnormalities in the same framework as physical disease or abnormalities.† (Medical Model 2015). I do not like this model as a future model of my practice because I like to follow the holistic approach and that all abnormalities are treated separately and that not everything persons are afflicted by is a disease. However, I can see how this would work for a TR professional in the medical field of work. Second, the person-centered model is a behavioral approach that encourages clients to focus on their current subjective understanding rather than on some unconscious motive or someone else s interpretation of the situation. I believe this could improve the ther apist/client relationship by the therapist coming off as warm, genuine and understanding, this model allows the client to be self-motivated and be guided by self-directed behavior and attitude. The third model I did research on is the inclusion model. 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Department of Electrical and Computer Engineering Final Examination Free Essays

University of Waterloo Department of Electrical Computer Engineering ECE 231 Final Examination – Spring 2000 Aids: Formula Sheets (attached), Scientific Calculator Time Allowed: 3 hours Exam Type: Closed Book Instructor: C. R. Selvakumar Date: August 10, 2000 Max Marks: 100 Instructions: Answer all questions in PART-A and any two questions in full from PART-B. We will write a custom essay sample on Department of Electrical and Computer Engineering: Final Examination or any similar topic only for you Order Now State your assumptions clearly. Be concise, precise and clear in your answers General assumptions to be made when not specified in a question: (a) Assume that the semiconductor is Silicon. (b) Assume that the temperature T = 300K c) Use the data given in the formula sheets where needed. (d) Use the following expressions for the Effective Density of States in the Conduction Band (NC) and in the Valence Band (NV) respectively: 3 2 3 3 3 ? m ? ? T ? 2 ? 3 N C = 2. 5 ? 1019 ? ? cm ? m 0 ? ? 300 ? * n ? m* ? 2 ? T ? 2 p ?3 19 N V = 2. 5 ? 10 ? ? m ? ? 300? cm ? ? 0? PART -A 1a) Consider a Silicon p+-n diode with the following doping densities: NA = 1019 cm-3 and ND is 1016 cm-3. The diode has an area of 100  µm by 20  µm. (i) Without doing any calculations, sketch the capacitance versus reverse voltage (VR) starting from VR = 0. (4 marks) (ii) Calculate the voltage at which you will obtain the minimum capacitance and also determine (calculate) the minimum capacitance at that voltage. (10 marks) (iii) Derive the mathematical relations you use in calculating the quantities in (ii) above. (16 marks) 1b) Assuming that the p+ region and the n-region of the diode described in 1a) above are ‘long’ compared to the minority carrier diffusion lengths in those regions, show how you would obtain the complete Current-Voltage (I-V) Characteristic of the diode. You can assume that there is no recombination in the space-charge layer and you need not solve the continuity equation. Sketch the electron and hole current distributions in the entire device. (10 marks) Page 1 PART B 2a) Draw a clearly labelled band diagram of an n-p-n transistor under thermal equilibrium and superimpose on it a band diagram of the same transistor when it is under normal forward active mode of operations. (8 marks) 2b) Derive an expression for the common emitter current gain $ ($ = IC/IB), in terms of the doping densities in the different regions, thickness and carrier diffusivities and diffusion lengths. Assume that there is no recombination in the neutral base or in the space-charge layers. Also, assume that the conventional reverse saturation current of the reverse-biased diode, IC0, is negligible. Assume that short-region approximation is valid in the base and that the bandgap narrowing in the emitter is important. No need to solve continuity equations and you can assume the expected carrier distributions. (12 marks) 2c) Obtain the modified Ebers-Moll (EM) equations from the original EM equations given in the formula sheet. Sketch Common-Base output characteristics based on the modified EM equations and show the Forward Active Region of operation, Saturation Region and Cut-off Region. 10 marks) 3a) A silicon n-p-n transistor has an emitter doping NDE = 1020 cm-3 and a base doping NAB = 1016 cm-3. The emitter is 1  µm thick and assume that the hole diffusion length in the emitter is 0. 1 :m. The base is 0. 35 :m thick and you can use the values of mobilities and lifetimes given in the tables in the formula sheet to determine the electron diffusion length in the base. Verify that the short-region approximation is applicable to the base. Assume that the carrier recombinations in the neutral base an in the emitter-base depletion layer are zero. When this transistor is operating in the normal forward active mode with 0. volts forward bias across the emitter-base junction and a 2 volt reverse bias across the collector-base junction, what is the collector current density (JC) and the base current density (JB) ? You can assume that the depletion layer thicknesses are negligible at both junctions. Assume that bandgap narrowing for the emitter doping is 100 meV and the room temperature is 300K. (15 marks) 3b) What is the emitter efficiency of the transistor in 3a)? (5 marks) 3c) What do you understand by diffusion capacitance of a diode? Show (derive) that the diffusion capacitance of a p+ – n diode is approximately given by C Diffusion ? Qp Vt where Qp is the total injected minority hole charge on the n-side quasi-neutral=region and Vt is the thermal voltage (kT/q). Prove that the quantity Q p ? qAL p pn 0 e V Vt (10 marks) Page 2 4a) Consider an n-channel MOSFET and explain how the MOSFET operates using key band diagrams (along source, channel and drain and vertically along the metal gate, oxide and the channel region) and cross-sectional diagrams. State clearly wherefrom the channel electrons come and explain how this is controlled by the gate voltage. (10 marks) 4b) With reference to an n-p-n transistor, explain what is Early Effect and how it arises. Using an approximate sketch show the Early Voltage. Clearly illustrate your answer with the aid of carrier profiles and common-emitter output characteristics. (10 marks) 4c) Contrast the Temperature-dependence of Avalanche Breakdown Mechanism and Zener breakdown Mechanism. Illustrate your answer with sketches of Reverse bias I-V characteristics giving physical reasons. (10 marks) Page 3 ECE 231 1/4 Formula Sheet C. R. Selvakumar ECE 231 Formula Sheet 3 1 4? *2 g c (E) = 3 (2m n ) ( E ? E C )) 2 ; (E ? E c ) h 3 1 4? *2 2 g V (E) = 3 2m p ( E V ? E)) ; (E ? E V ) h 1 f FD (E) = (E-E F )/kT 1+ e p 0 = N V e (E V ? E F )/kT = n i e (Ei ? E F )/kT () n 0 p0 = n 2 i 3/2 ? 2? m* kT ? p N V = 2? ? 2 ? ? ?h ?  µn = q? c,n m* n and  µ p = q? c,p m* p ? max = ? qN A x p0 ? 0? r qN + x n0 D = ?0? r 1/2 x n0 ? 2? r ? 0 V0 ? NA =? ? q N D (N A + N D ) ? ? ? 2? r ? 0 V0 ? ND =? ? q N A (N A + N D ) ? ? 1/2 3/2 ? p 0 + N + = n0 + N A D + ? ?2 ? N D ? NA N + ? NA ? D ? + n2 ? + n0 = i 2 2 ? ? ? ? + ? N D x n0 = N A x p0 x p0 n 0 = N C e (E F ? EC )/ kT = n i e (E F ? E i )/kT ? 2? m* kT ? n N C = 2? ? 2 ?h ? ? kT ? n no p po ? kT ? N + N A ? D V0 = ln? ?= ln? ? q ? n2 ? q ? n2 ? i i p( x n0 ) = pn e qV / kT and ? pn = pn ( e qV / kT ? 1) 1/2 for n ? type , where ? c,n and ? ,p are mean time between collisions ? = qmn n + qm p p and r = 1/s dn ? dp ? ? ? J n = q? n µn ? + Dn ? ; J p = q ? p µ p ? ? D p ? ? ? dx ? dx ? D p Dn kT = = = 0. 0259 V at 300K  µ p  µn q n( ? x p0 ) = n p e qV / kT and ? n p = n p (e qV / kT ? 1) ? p( x n ) = ? pn e or ? p( x n ) = ? pn ( 0) e ? x p / Ln or ? n( x p ) = ? n p ( 0) e ?n( x p ) = ? n p e ? xn / L p ? x p / Ln ? Dn ? Dp ? I = qA? n p0 + p n0 ? (e qV/ kT ? 1) ? Lp ? Ln ? ? ? qN ? C j = A? Si d ? ? 2(V0 ? V ) ? 1/ 2 for p + ? n diffusion capacitance: C s = q 2 AL p kT p n0 e qV/kT for p + ? n n ? type regions of width, W: long base diode approx: I p = qAD p ? pn ( 0 ) Lp short base diode approx: I p = qAD p ?p 1 dJ p ?n 1 dJ n =? + G ? Rp; = ? + G ? Rn ?t q dx ?t q dx Wm = L p = D p ? p and Ln = Dn ? n VT = d 2V d? ? ? 2= = where ? = q ( p ? n + N d ? N a ) dx ? 0 ? r dx dV 1 dE c 1 dE v 1 dE t ?= ? = = = dx q dx q dx q dx ? xn / L p 2? Si ( 2? F ) qN a for VG Vth ? pn ( 0 ) W ? Si = ? 0 ? r ? Qd Qi + 2? F + ? ms ? , Ci Ci Q d = Q B = ? qN a x dm ,x dm = Wm ? Ci = Cox = 0 ox = i t ox d 1 2? ? Z? ? I D =  µ n Ci ? ? ? (VG ? VT )V D ? VD ? ? L? ? 2 ?  µ n Ci ? Z ? 2 I DSat = ? ? (V ? VT ) V Dsat = VG ? VT 2 ? L? G ECE 231 2/4 Formula Sheet C. R. Selvakumar Eber-Moll Model (n-p-n transistor) I EBO (e VBE / Vt ? 1) â€Å"RIC I CBO (e VBC /Vt ? 1) â€Å"FIE ? VBE ? ? VBC ? I E = ? I ES ? e Vt ? 1? + ? R I CS ? e Vt ? 1? ? ? ? ? ? ? ? ? ? VBE ? ? VBC ? Vt ?e ? + I CS ? e Vt ? 1? I C = ? R I ES ? ? 1? ? ? ? ? ? ? ECE 231 3/4 Formula Sheet C. R. Selvakumar Mobilities in Silicon N = doping density (cm ? 3 )  µ (N) =  µ min + Carrier type  µ0 N 1+ N ref :min :0 cm2 / (v. s) Nref cm-3 electron 88 1251. 8 1. 26 x 1017 hole 54. 3 406. 97 2. 35 x 1017 Doping density Mobilities Lifetimes (J) as function of doping density N :n :p 1 1 = + cA N2 ? ? SRH 1015 1016 1017 1018 1019 1020 1322. 3 1218. 2 777. 3 262. 1 114. 1 91. 5 457. 96 437. 87 330. 87 43. 23 68. 77 56. 28 cm 2 v. sec cm 2 v. sec cm ? 3 Doping density N cm-3 Lifetime J sec For both electrons and holes 1015 1016 1017 1018 1019 1020 9. 8 x 10-6 8. 3 x 10-6 3. 3 x 10-6 4. 5 x 10-7 3. 3 x 10-8 8. 3 x 10-10 Obtained using the above formula for lifetime using: JSRH = 10-5/(1 + 5 x 1016/N) and CA = 10-31 cm6s-1 ECE 231 4/ 4 Formula Sheet C. R. Selvakumar Properties of Silicon and Gallium Arsenide PROPERTY Si GaAs atoms or molecules/ cm3 5. 0 x 1022 4. 42 x 1022 atomic or molecular weight 28. 08 144. 63 density g/cm3 2. 33 5. 32 breakdown field V/cm 3 x 105 4 x 105 dielectric constant, gr 11. 8 13. 1 effective density of tates: Nc cm-3 Nv cm-3 Physical Constants ?1. 38Ãâ€"10 ? 23 J / K ? k ? ?8. 62Ãâ€"10 ? 5 eV / K ? ? 31 m0 9. 11Ãâ€"10 kg ?0 8. 85Ãâ€"10 ? 14 ? r (Si) 2. 8 x 1019 1. 04 x 1019 4. 7 x 1017 7. 0 x 1018 11. 8 ? r (SiO 2 ) 3. 9 h electron affinity, eV 4. 05 6. 62Ãâ€"10 c 3Ãâ€"10 q 1. 6Ãâ€"10 4. 07 energy gap, eV 1. 12 1. 43 intrinsic carrier conc. , ni cm-3 at T = 300K 1. 5 x 1010 1. 8 x 106 effective mass electrons holes m*n = 1. 1 m0 m*p = 0. 56 m0 m*n = 0. 067 m0 m*p = 0. 48 m0 intrinsic mobility @ 300K electrons cm2/Vs holes cm2/Vs 1350 480 8500 400 diffusivity @300K: electrons cm2/s holes cm2/s 35 12. 5 220 10 F / cm 10 ? 34 J ? s cm / s ? 19 C How to cite Department of Electrical and Computer Engineering: Final Examination, Essay examples

University Market Essay Example For Students

University Market Essay There is a problem because Kathy Kelleher, manager of Bentleys wanted to keepthe market open to everyone. But everything seemed to be targeted toward thestudent and faculty at the University of Arizona. What is the critical question?The critical question is if she wanted to provide a facility that would appealto all why is Kathy Kelleher putting so much effort into exposing the Universitymarket to Bentleys. This is the basis for the problem because Kelleher hadneglected to offer specials or other promotional items to attract people otherthan the university crowd. What are the critical factors? 1) Pleased to see manystudents seated throughout the restaurant due to a current advertisement in thelocal newspaper. 2) Promoted a University of Arizona student/faculty dinner for$5.95 from 4:00 to 6:00 daily. 3) Students dismissed Bentleys in the pastbecause it was out of their price range. 4) Kelleher wanted everyone to feelcomfortable in her establishment, and thought it was time to expose theuniversity market to the restaurant. 5) The overall sales mix was 80 percentfood and 20 percent alcoholic beverages. 6) Kelleher made her mission statementvery clear. We offer a little bit of everything for everyone. The last thingI want to do is limit the market to one particular group. 7) Kelleher decidedto offer two separate menus beginning in August of 1988. 8) The dinner checkaverage was $17.00 including beverages. 9) Front-of the house employees wereunhappy because they had to serve more customers to make the same amount ofmoney. 10) The chef and cooks were less enthusiastic since they considered thelower price additions to the dinner menu to be incompatible with the overallconcept and not worthy of their attention. 11) Lunch service was discontinued onweekdays in early 1989 after covers plummeted by 75%. 12) Management blamed thedecrease on the construction on a former parking lot, which had previously beenused by the restaurant guests. 13) Lunch customers were unable to p ark and wentelsewhere. 14) Kelleher eliminated significant overhead by closing during theday. 15) Averaged 100 covers Monday to Wednesday. Averaged 125 covers Thursdayand Friday Averaged 200 covers Saturday and Sunday. Averaged 300 covers forSunday brunch. 16) Management attempted to fill the slow periods by offeringdinner for two for $11.95 on Monday. 17) Advertising was directed towarddifferent markets during different seasons. 18) Tucson television channel 13 hasawarded the establishment with 4 stars. 19) Kelleher spent a lot of timevisiting competitors in order to identify new ideas and trends to implement ather restaurant. 20) Comment cards were distributed as a means of monitoring theBentleys experience and comparing it to the competition. 21) As an incentiveto complete the comment card a random drawing awarded a complimentary Sundaybrunch for two. 22) Results from the comment cards rated the menu and servicevery high. 23) Customers requested less expensive menu items. 24) Spe nds aconsiderable amount of money on a large arrangement of flowers for theentranceway and fresh flowers for each table. The flowers confused customerssince they assumed that the restaurant was out of their price range. 25)Originally initiated the cut-rate specials as a means of reaching the pricesensitive market. 26) First time customers were surprised they could affordBentleys if they timed it correctly. The conditions for solution 1) If theyinvest in a parking lot then they would attract more lunch customers. 2) If theyadvertised their outside bar to the surrounding businesses then they couldattract people after work for a drink at the end of the day. 3) If Kelleheroffered $5.95 specials to all customers during off peak times then they wouldattract more people outside the university. 4) If they invested in artificialflowers they would have money to put somewhere else. She could increase wagesfor the angry workers that have to work twice as hard. 5) If she is reallytrying to attra ct tourists then she could offer a discount for persons who showan out of state ID card. 6) If she chose a particular market to target thenthere would more likely be a higher rate of success. 7) If they continue tooffer specials then they will more likely develop an ongoing relationship withcustomers. 8) If they continue to have good food and service then people willrefer their friends and family. 9) If Bentleys had a new concept with lightmeals, relatively low prices, good service and informal atmosphere then studentswould be more likely to go there. Situation analysis Strengths a) received afour star rating b) Corporation opened several establishments in the southwestregion and offered high quality at a good value. c) Offered on and off premisecatering. d) Bentleys was located in the historic part of town. This is howthey can attract tourist. e) Committed to aggressive promotion to keep thepublic talking (offering a $5.95 special to students/faculty). f) Comment cardsrated the men u and service very high. g) Gave the customer a choice ofcustomizing their own menu for parties of twenty or more. h) The only 70 seatoutdoor patio in the area where you could just order drinks. Weaknesses a)Lowering prices to get the student and faculty to come in and dine during offpeak time. b) Not having enough parking for lunch customers and discontinuinglunch service on weekdays. c) Specials were limited to certain entres. .u37b3c9c0dda88515671bacb353ffa7b3 , .u37b3c9c0dda88515671bacb353ffa7b3 .postImageUrl , .u37b3c9c0dda88515671bacb353ffa7b3 .centered-text-area { min-height: 80px; position: relative; } .u37b3c9c0dda88515671bacb353ffa7b3 , .u37b3c9c0dda88515671bacb353ffa7b3:hover , .u37b3c9c0dda88515671bacb353ffa7b3:visited , .u37b3c9c0dda88515671bacb353ffa7b3:active { border:0!important; } .u37b3c9c0dda88515671bacb353ffa7b3 .clearfix:after { content: ""; display: table; clear: both; } .u37b3c9c0dda88515671bacb353ffa7b3 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u37b3c9c0dda88515671bacb353ffa7b3:active , .u37b3c9c0dda88515671bacb353ffa7b3:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u37b3c9c0dda88515671bacb353ffa7b3 .centered-text-area { width: 100%; position: relative ; } .u37b3c9c0dda88515671bacb353ffa7b3 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u37b3c9c0dda88515671bacb353ffa7b3 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u37b3c9c0dda88515671bacb353ffa7b3 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u37b3c9c0dda88515671bacb353ffa7b3:hover .ctaButton { background-color: #34495E!important; } .u37b3c9c0dda88515671bacb353ffa7b3 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u37b3c9c0dda88515671bacb353ffa7b3 .u37b3c9c0dda88515671bacb353ffa7b3-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u37b3c9c0dda88515671bacb353ffa7b3:after { content: ""; display: block; clear: both; } READ: David Letterman Essay We will write a custom essay on University Market specifically for you for only $16.38 $13.9/page Order now Opportunities a) As an incentive for customers to fill out comment cards theyselected one from a random drawing for a free brunch. b) By opening the onlyoutdoor patio with a bar in town she is allowing the people to stop by just fora drink without the obligation of ordering food. Lots of people would like tostop in for a drink this would attract a whole new crowd. c) By lowering theprices they could attract more people who eat at McDonalds by giving moreaffordable prices. Threats a) Not having enough parking will force people to gosomewhere else. b) Having a formal dcor like this restaurant has may make someinformal customers feel uncomfortable. Even though they say this is a casualplace. c) Competition, if they can not provide what the customer wants they willgo elsewhere. d) Offering too low prices could attract more customers but itmight give a negative result. Assumptions a) I assume fresh flower arrangementscost a lot and if Kelleher got rid of them she would be able to lower pr ices foreveryone. She would more likely attract more customers from the universitybecause the touches of flowers give a formal atmosphere rather than an informalone. b) I assume investing in a parking lot will attract more customers becausethey wouldnt have to search for a parking space. I assume this will alsoallow them to reopen for lunch. c) I assume that if they dont invest in aparking lot they will lose more customers during the hours between 4:00 to6:00pm when people are still at work and parking spaces are not available. d) Iassume that if Kelleher keeps her customers happy they will return and alsorefer friends and family. Conclusion In conclusion I see that Kelleher need tofocus on one particular market. You can please most of the people most of thetime but you cant please all of the people all of the time. If she cut outthe flower arrangements which makes people think this is a formal environmentmore students would come in and dine because they are looking for somethingcas ual. Basically Kelleher needs to give the students what they want for a pricethat they can afford or they will take their business elsewhere. By offeringlower prices she will be able to bring in more of the university populationwhich will result in compensation for lower check averages. Marketing