Information Technology Ethics

Question: Write an essay about the Smartphone usage and its impacts. Answer: Introduction This essay is based on the topic of Smartphone usage and its impacts. In order to get a better knowledge on this topic, a case study of Ethical issues in Nursing due to the use of Smartphone. During the discussion in the essay, at first the case study is described in detail. After that, the essay mentions about the stakeholders those are affected and those are not affected due to this issue. Next, the critical analysis is made on the selected issue on the basis of the different ethical theories. At the end of the study, the conclusion is derived by summarizing the findings. Usage of Smartphone and its impacts The scenario The recent studies on different hospitals in Australia have identified that there are 67% of the nursing homes in the country where the nurses and doctors use the Smartphone in order to exchange different information related to patients. The studies state that this is a vital ethical issue because there are high chances of security breaches and getting negative impact on the environments of the hospitals. The studies also identified that 88% of the hospitals in Australia are concerned about this issue and trying to take necessary steps to resolve the issue. The stakeholders: Serial Number Stakeholders 1 Patients 2 Community and family members of the patients 3 management 4 Doctors and Nurses 5 Government Ethical issues Serial Number Stakeholders 1 Sharing personal information of the patients through Smartphone, which may cause security issue 2 Sharing staffs personal information, which hamper the quality of nursing 3 All time using the Smartphone, which affect the environment of the hospitals negatively Non-Ethical issues Serial Number Stakeholders 1 Taking emergence call from the patients 2 Using Smartphone outside the hospitals Consequences Stakeholders Consequences Doctors and Nurses As per the case study, the doctors and nurses use the Smartphone at the time of working in the hospitals and in order to exchange information related to patients. Due to this many personal information of the patients get disclosed to the other people, which affect the security of the patients. At the same time, the environment gets affected in the hospitals (Jamwal Kumar, 2016). However, sometimes due to the use of Smartphone, the doctors and nurses get much important and urgent information in a few second and they can handle many difficult situation. Management of the hospitals The management of the hospitals has taken some steps or made some policies in order to reduce the use of Smartphone. Due to this, the doctors and nurses became conscious about the regular and over use of Smartphone for their personal purposes (Nason et al. 2015). However, they use the Smartphone in the emergence situation. Government The government of the country has made some policies in order to reduce the use of Smartphone in hospitals. Due to those policies, the management of the hospitals became aware of this issue and trying to solve the issue. Patients Patients are the stakeholders those are mostly affected through this issue. As the shared information is mostly about the patients, they face the main insecurity due to this (Park et al. 2015). On the other side, as the environment gets affected the health of the patients also gets affected. Ethical analysis The above-stated case study has mentioned that the doctors and nurses in the hospitals in Australia are using the Smartphone, which is affecting the ethical ground of the hospitals. However, how much their actions are ethical or unethical, that can be understood if the analysis is made on the basis of the Deontology theory of ethics. The Deontology theory of ethics suggests that the individual must hold on their duties and responsibilities at the time of analyzing the ethical dilemma. From the point of view of this particular theory, the use of Smartphone can be considered as unethical to some extent (Biology @ Davidson. 2016). However, Patel et al. (2015) stated that the Smartphone sometimes helps to handle the urgent situation and so the use of Smartphone cannot be consider as unethical. On the contrary Ringh et al. (2015) mentioned that it has been proved before that the mobile phones or Smartphone affects the natural environment from the negative side. Therefore, if the environment of the hospitals gets affected then it is obvious that the health of the patients will also be affected. Therefore, from the Deontology theory of ethics, the activities done by the doctors and nurses are not ethical. This is because the activities not only affect the health of the patients but affect the security of them also. Just Consequentialism The Consequentialism theory of ethics suggests that an action can be considered as ethical if it provides benefits to a large number of people (Patel et al. 2015). In case of the activities mentioned above, it cannot be said that those activities are beneficial for the people. In some situations the use of Smartphone is good. However, in most of the situation it affects the security and health of the patients and the other people from the negative side (Wiseman et al. 2015). Therefore, no one of the actions mentioned above is ethical from the point of view of Consequentialism theory of ethics Options Serial number Suggestions 1 The doctors and nurses must use the Smartphone only on emergence basis 2 The management must implement strict rule regarding the use of Smartphone and must monitor the issue on regular basis 3 The management of the hospitals must arrange for some meetings in order to inform the doctors and nurses regarding the ethical issues faced by the organization 4 The hospitals may keep a different place where the doctors and nurses can talk over Smartphone or mobile phone 5 The management of the hospitals must provide strict restriction over the exchange of the information related to the patients outside the hospital Conclusion In the above section, it has been identified that there are some ways by which the current issue of using Smartphone in hospitals can be reduced. If the management of the hospitals takes strict policies and rules regarding the use of Smartphone and sharing the patients information, then it can be expected that the issue will be solved. Reference List Biology @ Davidson. (2016). Bio.davidson.edu. Retrieved 17 May 2016, Jamwal, N. R., Kumar, S. P. (2016). Smarter palliative care for cancer: Use of smartphone applications.Indian Journal of Palliative Care,22(1), 108. Nason, G. J., Burke, M. J., Aslam, A., Kelly, M. E., Akram, C. M., Giri, S. K., Flood, H. D. (2015). The use of smartphone applications by urology trainees.the surgeon,13(5), 263-266. Park, Y. R., Lee, Y., Lee, G., Lee, J. H., Shin, S. Y. (2015). Smartphone Applications with Sensors Used in a Tertiary HospitalCurrent Status and Future Challenges.Sensors,15(5), 9854-9869. Patel, R. K., Sayers, A. E., Patrick, N. L., Hughes, K., Armitage, J., Hunter, I. A. (2015). A UK perspective on smartphone use amongst doctors within the surgical profession.Annals of Medicine and Surgery,4(2), 107-112. Ringh, M., Rosenqvist, M., Hollenberg, J., Jonsson, M., Fredman, D., Nordberg, P., ... Svensson, L. (2015). Mobile-phone dispatch of laypersons for CPR in out-of-hospital cardiac arrest.New England Journal of Medicine,372(24), 2316-2325. Wiseman, J. T., Fernandes-Taylor, S., Barnes, M. L., Tomsejova, A., Saunders, R. S., Kent, K. C. (2015). Conceptualizing smartphone use in outpatient wound assessment: patients' and caregivers' willingness to use technology.Journal of Surgical Research,198(1), 245-251.

Volvo Productive Model

What were the main design principles affecting process design at Volvo’s Uddevalla plant? In the 1970s, Volvo embarked on redesigning its production process in order to improve its competitiveness. This led to the establishment of Volvo’s Uddevalla manufacturing plant where workers played a key role in the production of cars. Volvo revolutionized the process of manufacturing cars by introducing the holistic or the reflective production model at its Uddevalla plant (Holweg Pil 2009, pp. 353-365).Advertising We will write a custom case study sample on Volvo Productive Model specifically for you for only $16.05 $11/page Learn More The model upheld the principles of craftsmanship by relying on workers who utilized their expertise to produce high quality cars. In order to implement the new system, production processes were redesigned based on the following principles. To begin with, the company adopted a craft production system in which employe es worked in teams to produce an entire car. Thus, the Uddevalla production plant did not have an assembly line where various parts could be assembled sequentially to produce a complete car (Holweg Pil 2009, pp. 353-365). Unlike the assembly system where cars are moved from one station to another during production, the Uddevalla plant had docking stations where cars were built without being moved. Skill development and professionalism was an integral aspect of the holistic production model. The Uddevalla plant had low levels of automation since it focused on craftsmanship (Holweg Pil 2009, pp. 353-365). As a result, human involvement in the production process was high. The employees had to acquire excellent skills and to demonstrate high standards of professionalism in order to produce high quality cars. In this regard, extensive on-the-job training programs were used to improve the employees’ skills and their understanding of the holistic approach to car production. Natura l assembly work was vital for the success of the holistic approach to production (Holweg Pil 2009, pp. 353-365). The company established groups of employees who performed various production tasks. The teams were supported by a special parts delivery and order system that ensured timely delivery of supplies.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company also ensured that the production tasks were ergonomically sound to minimize discomfort and fatigue among workers (Holweg Pil 2009, pp. 353-365). The production levels were variable to enable the workers to respond effectively to variations in demand. Additionally, the production process was characterized with long cycle times to enable each team to complete its work. In order to improve productivity, the company allowed each team to be autonomous (Holweg Pil 2009, pp. 353-365). Each team worked independently by managing its production tasks. Promoting autonomy in each team had the following advantages. First, it promoted individual innovation in each team. The, employees were likely to focus on product and process innovation if they were allowed to work independently and to make their own production decisions. Second, autonomy promoted individual motivation (Holweg Pil 2009, pp. 353-365). Workers were likely to be motivated if they were allowed to employ their creativity and independence to complete the tasks assigned to them. Finally, it facilitated adaptability and created opportunities to leverage unique abilities. Despite their potential to improve product quality, the principles used at Uddevalla plant did not promote knowledge transfer within the company. Lack of knowledge transfer was undesirable because it limited organizational learning, which in turn reduced the possibility of creating competitive advantages (Henderson Clark 1990, pp. 9-30). Additionally, the holistic approach did not i mprove efficiency because it was labor-intensive and lacked economies of scale. What is the relationship between process design at Volvo’s Uddevalla plant and the emergence of customer-oriented and built-to-order approaches to car manufacturing? Apart from adopting a new production model at Uddevalla, Volvo focused on improving its distribution system. This involved introducing the customer-oriented production (COP) system in 1992. The main objective of the COP system was to bolster Volvo’s responsiveness to customer needs (Holweg Pil 2009, pp. 353-365).Advertising We will write a custom case study sample on Volvo Productive Model specifically for you for only $16.05 $11/page Learn More The introduction of the holistic approach to car production led to long cycle time, thereby limiting Volvo’s ability to fulfill customers’ orders in time. For instance, the Uddevalla plant required fifty hours to produce a car, whereas the Gh ent plant required only twenty-five hours to produce a car (Holweg Pil 2009, pp. 353-365). In this regard, it was important to improve the distribution system in order to prevent further delays. Therefore, Volvo introduced the build-to-order (BTO) system to address its distribution challenges. Under the BTO system, Volvo produced cars according to the level of confirmed orders (Holweg Pil 2009, pp. 353-365). Moreover, it enabled the company to focus on the production of customized cars that met specific customer needs. A company that intends to implement a BTO system must be able to ensure flexibility in all aspects of its value chain. Specifically, there must be flexibility in production processes, product offering, and production volume. At Volvo, the emergence of the BTO system can be attributed to various process design factors at the Uddevalla plant. To begin with, the holistic model facilitated variation of production levels (Holweg Pil 2009, pp. 353-365). Consequently, it was possible to increase output in response to rising demand and vice-versa. In this context, flexibility in production facilitated the implementation of the BTO system by enabling the company to align its production schedules to changes in demand. The introduction of specialized parts delivery and improved order processing systems made it possible to match production to confirmed orders (Holweg Pil 2009, pp. 353-365). Specifically, specialized parts delivery systems ensured that the production plants had adequate car parts to produce the vehicles ordered by customers. The improved order processing system, on the other hand, enhanced the efficiency of the supply chain by improving the order booking process and delivery of confirmed orders. The Uddevalla plant was characterized with small-scale production because of low automation and the use of teams of workers that required long cycle time to complete their work (Holweg Pil 2009, pp. 353-365). Operating the Uddevalla plant was li kely to be uneconomical due to its lack of economies of scale.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In this regard, the company had to improve the competitiveness of the plant through cost reduction measures such as reducing inventory, reducing cycle times in fulfilling orders and eliminating discounts. Since the BTO system facilitates achievement of the aforementioned requirements, it was adopted to enable the company to operate profitably. The focus on craftsmanship improved workers’ skills and professionalism (Holweg Pil 2009, pp. 353-365). As a result, they were able to ensure flexibility in product offering by customizing the cars according to customers’ needs. In order to leverage this capability, the company had to implement a production and order processing system that could enable it to meet customers’ needs in terms of product specification and quantities. This led to the emergence of the customer-oriented production model that focused on satisfaction of market needs. What are the differences between the volume/ variety strategies pursued by Volvo a nd Ford? The main difference between the volume strategies adopted by the two companies is that Volvo focused on lean production and distribution, whereas Ford focused on mass production of cars (Holweg Pil 2009, pp. 353-365). Volvo had positioned itself as a luxury car producer in Europe. Moreover, Volvo lacked adequate capital to expand its output and to introduce new car models. Thus, it focused on producing small quantities of high quality cars in order to keep its brand promise. Given the decline in demand in the 1990s, Volvo was likely to make losses by embarking on mass production of luxury cars. Thus, the company adopted the BTO system to avoid the costs associated with holding excess stock of cars (Holweg Pil 2009, pp. 353-365). Generally, Volvo’s volume strategy was to produce cars that just satisfied the existing demand in Europe. However, it served its export markets from stock rather than the BTO system. Ford’s volume strategy, on the other hand, focused on mass production of standardized cars. The aim of this strategy was to achieve economies of scale in production (Holweg Pil 2009, pp. 353-365). The resulting reduction in the overall costs of production was expected to improve the competitiveness of Ford’s cars. In this regard, Ford expected to achieve high sales, thereby improving its profits. The variety strategies pursued by Ford and Volvo were also different. Before the takeover by Ford, Volvo focused on producing only a limited range of luxury cars. These included medium to luxury sedans and estate cars. By contrast, Ford hard a wide range of models, which included luxury cars, SUV, and medium sized cars (Holweg Pil 2009, pp. 353-365). After the takeover, the competitiveness of Ford and Volvo decreased because of the differences in the volume/ variety strategies that they pursed. Ford’s focus on mass production limited Volvo’s ability to continue pursuing the BTO distribution system. The resulting incr ease in the stock of cars forced Volvo to provide discounts to eliminate the excess stock, thereby reducing its profit margins. Similarly, Ford was not able to improve its earnings by increasing Volvo’s output. Which operation strategies should Geely pursue to volarise Volvo’s production technology and brand? Geely should pursue the following strategies in order to leverage Volvo’s technology and brand. First, the company should ensure that its governance and business model is strategically aligned to that of Volvo (Russo, Ke Tse 2010, pp. 1-8). This can be achieved by integrating the core business functions of the two companies so that they can achieve synergies by sharing product platforms, development costs, and production technologies. Integrating core business functions will also facilitate technological transfer from Volvo to Geely. In this regard, the core business functions that should be integrated include finance, production and distribution, as well as, research and development. Second, Geely should address the differences between its organizational culture and that of Volvo. In particular, the company must clearly define the objectives that it intends to achieve by acquiring Volvo. Furthermore, Geely must address the elements of organizational culture such as language barrier that may cause resistance to change after the acquisition (Russo, Ke Tse 2010, pp. 1-8). This can be achieved through diversity programs that focus on integrating the employees from the two companies. Generally, reducing cultural conflicts will help the two companies to pursue compatible strategies that will enable them to achieve their objectives effectively. Third, Geely should develop a comprehensive staff retention strategy to avoid losing the top management of Volvo (Russo, Ke Tse 2010, pp. 1-8). The rationale of retaining Volvo’s top leadership is to avoid reduction of staff morale that is likely to arise as top managers leave the company. Volvo’s employees are likely to continue working for it after the acquisition by Geely if they have high morale. Thus, Geely will avoid the risks of losing the talented employees who promote innovation and technological advancements at Volvo. Retaining Volvo’s employees is also central to the achievement of Geely’s objective of learning from Volvo. Specifically, it will facilitate technological transfer by enabling Geely’s employees to learn from their counterparts who work for Volvo (Maielli 2007, pp. 275-294). Technological transfer is important to Geely since it will enable it to maintain the brand image of Volvo and to improve the quality of its own brands. This will bolster the ability of the cars produced by the two companies to penetrate the global market. Undoubtedly, retaining Volvo’s employees will eliminate the staff acquisition costs that Geely is likely to incur in order to replace those who will leave the company. The funds saved thro ugh staff retention can be used for skill development in the two companies. Fourth, Geely should reposition Volvo’s cars to serve the mass market. Currently, Volvo serves the high-end segment of the market that consists of customers who are interested in luxury cars. However, Geely lacks experience in this market since it focuses on serving the mass market. Consequently, it might not be able to leverage Volvo’s brand if the company’s top leadership leave after the acquisition. This challenge is exacerbated by the fact that the Chinese luxury car market is already dominated by established brands such as Audi and BMW (Russo, Ke Tse 2010, pp. 1-8). Although repositioning Volvo is likely to boost sales, it is also likely to create new challenges. For instance, Volvo might lose its global market share if its important attributes such as safety are lost after the acquisition. Besides, brand conflicts are likely to arise as Geely tries to reposition Volvo’s bra nds. These challenges can be addressed by clearly defining Volvo’s brand attributes that will be retained after the acquisition. Finally, Geely should implement cost reduction measures to improve the competitiveness of Volvo’s cars (Russo, Ke Tse 2010, pp. 1-8). Geely should restructure Volvo’s business model by improving its economies of scale. This will involve shifting Volvo’s supply base from Europe to China where it is building a new production plant. The resulting decrease in the cost of procuring supplies will reduce the cost of production. Moreover, the efficiency of Volvo’s distribution system should be improved to prevent accumulation of excess stock. Reducing production costs will enable Geely to sell Volvo’s cars at competitive prices in order to penetrate the market in China and other parts of the world. References Henderson, R Clark, K 1990, Architectural innovation: The recognition of existing product technologies and the fa ilure of established firms, Administrative Science Quarterly, vol. 35 no. 9, pp. 9-30. Holweg, M Pil, F 2009, ‘A break from the past: Volvo and its malcontents’, in M Freyssenet (eds), The second automobile revolution: Trajectories of the world carmakers in the 21st century, Palgrave Macmillan, New York, pp. 353-365. Maielli, G 2007, Counterfactuals, superfactuals and the problematic relationship between business management and the past, Management and Organizational History, vol. 2 no. 4, pp. 275-294. Russo, B, Ke, T Tse, E 2010, An inorganic approach to globalization: The marriage of Geely and Volvo. Web. This case study on Volvo Productive Model was written and submitted by user Will H. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Visual Essay Mertons Theory Samples

Visual Essay Mertons Theory SamplesYou can start creating your own visual essay using Milton's Theory samples. Milton's Theory has many examples that can be used in the creation of your essay. I encourage you to read these samples and follow the instructions in order to properly use these examples.The first section of the writing sample is an example of the active voice in which the student will create their own article. If you know your audience and what their interest is, then the idea behind this is to write an article that will appeal to them. The active voice will allow you to use elements of a journal article style article while remaining creative.The second part of the sample involves a basic report. I am going to start by providing an example of what you can do with this. You could write this in two parts and only one part as an outline. This would give you room to research and include your own ideas about the topics that you want to include in your article.The third section of the basic report is an example of what you can do with a journal-style article. There are two parts to this article which are the introduction and the body. If you use this as an outline, then you can do the same thing with this as well. Then you can insert your own thoughts and information about the topic that you want to cover.The final paragraph that is included in the examples is an example of a story. This article can be told in two parts and then only the last part is to include your own thoughts.These are just a few of the many samples that can be found at Milton's website. The links that you can find include both articles and examples that are specific to Milton's Theory.You should be able to create a truly professional visual essay for your students.I encourage you to consider all of the resources that you have at your disposal to create your own essay. This will allow you to create a true masterpiece and benefit your students for years to come.

Free Essays on Sililoquy

I went to work as any other day, walking around the mall with my best friend, staring, gazing into every transparent glass containing items for my wish list, leaving me with â€Å"wants†, yet will never become possessions. My phone rang, as my mother, carefully, yet failing to hide her tears, told me my cousin (Joshua), two years of age, had drowned. I felt your struggle I thought you had encountered. The splash of water, as it skillfully entered your windpipes, devouring your lungs until your eyes became bloodshot red, as you gasped for that last breath of air, only to swallow more water. And then, slowly your heart stops beating as your body swam along, allowing the current to be your guide. Your body drifted down the canal, but your soul drifted towards heaven. I held my uncle close, my shoulder accepting his tears and cries unheard for his beloved son. Nothing, no pain can ever compare to the injection of a lost loved one I was given when I hugged him, as I felt every breath of sorrow moisten my chest. His firm grip on my shirt held me without a thought of letting go, as he shed his tears on me, seeping through me shirt, my pores, through my soul and directly to my heart. The sharp pain causing your breaths to shorten and uncontrollable tears to fall with no bottom to reach. I heard his unheard cries for his son. That was a want that could never be fulfilled. That was a missing piece that could never be found. A child, every child, is certainly a gift from God. The creation of every human being, the growth, the heart, the mind; never knowing the capabilities it will endow. Never knowing the fullest extent of it’s imagination, enabling them to do anything, and everything it desires; and to take effect into my life is truly one of the many mysterious ways God has worked, in my life, and everyone’s life. Joshua, two years into this earth and yet I feel he has accomplished more than a man, yet no less than an ange... Free Essays on Sililoquy Free Essays on Sililoquy I went to work as any other day, walking around the mall with my best friend, staring, gazing into every transparent glass containing items for my wish list, leaving me with â€Å"wants†, yet will never become possessions. My phone rang, as my mother, carefully, yet failing to hide her tears, told me my cousin (Joshua), two years of age, had drowned. I felt your struggle I thought you had encountered. The splash of water, as it skillfully entered your windpipes, devouring your lungs until your eyes became bloodshot red, as you gasped for that last breath of air, only to swallow more water. And then, slowly your heart stops beating as your body swam along, allowing the current to be your guide. Your body drifted down the canal, but your soul drifted towards heaven. I held my uncle close, my shoulder accepting his tears and cries unheard for his beloved son. Nothing, no pain can ever compare to the injection of a lost loved one I was given when I hugged him, as I felt every breath of sorrow moisten my chest. His firm grip on my shirt held me without a thought of letting go, as he shed his tears on me, seeping through me shirt, my pores, through my soul and directly to my heart. The sharp pain causing your breaths to shorten and uncontrollable tears to fall with no bottom to reach. I heard his unheard cries for his son. That was a want that could never be fulfilled. That was a missing piece that could never be found. A child, every child, is certainly a gift from God. The creation of every human being, the growth, the heart, the mind; never knowing the capabilities it will endow. Never knowing the fullest extent of it’s imagination, enabling them to do anything, and everything it desires; and to take effect into my life is truly one of the many mysterious ways God has worked, in my life, and everyone’s life. Joshua, two years into this earth and yet I feel he has accomplished more than a man, yet no less than an ange...

Translating Names of Minerals to Gemstones and Back

Translating Names of Minerals to Gemstones and Back When certain minerals compress under specific conditions, most often below the surface of the earth, a process occurs which forms a new compound known as a gemstone. Gemstones can be made of one or more minerals, and as a result, some minerals refer to more than one gemstone name. In order to better understand the interaction between the two, reference the two charts below - the first details each gemstone and the minerals that combined to form it and the second lists each mineral and the gemstones it can produce. For instance, Quartz can form Amethyst, Ametrine, Citrine, and Morion (and a few more) gemstones depending on which other minerals and elements compress together and at what depth in the earths crust and temperature the compression occurs at. How Gemstones Are Formed Most gemstones are formed in either the crust or the very top layer of the earths mantle in the molten magma bubbling in the depths of the world, but only peridot and diamonds are formed deep in the mantle. All gems, however, are mined in the crust where they can cool to solidify in the crust, which is made up of igneous, metamorphic and sedimentary rock. Like the minerals that make up gemstones, some are associated with one kind of rock in particular while others have several types of rock that go into the creation of that stone. Igneous gemstones are formed when magma solidifies in the crust and crystallizes to form minerals then an increase in pressure starts a series of chemical exchanges which eventually cause the mineral to compress into a gemstone. Igneous rock gemstones include amethyst, citrine, ametrine, emeralds, morganite, and aquamarine as well as garnet, moonstone, apatite, and even diamond and zircon. Gemstones to Minerals The following chart serves as a translation guide between gemstones and minerals with each link going to photos of the gems and minerals: Gemstone Name Mineral Name Achroite Tourmaline Agate Chalcedony Alexandrite Chrysoberyl Amazonite Microcline Feldspar Amber Amber Amethyst Quartz Ametrine Quartz Andalusite Andalusite Apatite Apatite Aquamarine Beryl Aventurine Chalcedony Benitoite Benitoite Beryl Beryl Bixbite Beryl Bloodstone Chalcedony Brazilianite Brazilianite Cairngorm Quartz Carnelian Chalcedony Chrome Diopside Diopside Chrysoberyl Chrysoberyl Chrysolite Olivine Chrysoprase Chalcedony Citrine Quartz Cordierite Cordierite Demantoid Garnet Andradite Diamond Diamond Dichroite Cordierite Dravite Tourmaline Emerald Beryl Garnet Pyrope, Almandine, Andradite, Spessartine, Grossularite, Uvarovite Goshenite Beryl Heliodor Beryl Heliotrope Chalcedony Hessonite Grossularite Hiddenite Spodumene Indigolite/Indicolite Tourmaline Iolite Cordierite Jade Nephrite or Jadeite Jasper Chalcedony Kunzite Spodumene Labradorite Plagioclase Feldspar Lapis Lazuli Lazurite Malachite Malachite Mandarin Garnet Spessartine Moonstone Orthoclase, Plagioclase, Albite, Microcline Feldspars Morganite Beryl Morion Quartz Onyx Chalcedony Opal Opal Peridot Olivine Pleonast Spinel Quartz Quartz Rhodochrosite Rhodochrosite Rhodolite Almandine-Pyrope Garnet Rubellite Tourmaline Rubicelle Spinel Ruby Corundum Sapphire Corundum Sard Chalcedony Scapolite Scapolite Schorl Tourmaline Sinhalite Sinhalite Sodalite Sodalite Spinel Spinel Sugilite Sugilite Sunstone Oligoclase Feldspar Taaffeite Taaffeite Tanzanite Zoisite Titanite Titanite (Sphene) Topaz Topaz Tourmaline Tourmaline Tsavorite Garnet Grossularite Turquoise Turquoise Uvarovite Uvarovite Verdelite Tourmaline Violan Diopside Zircon Zircon Minerals to Gemstones In the following chart, the minerals in the column on the left translate to the gemstone name on the right, with links contained therein forwarding to more information and additional of the minerals and gemstones associated. Mineral Name Gemstone Name Albite Moonstone Almandine Garnet Almandine-Pyrope Garnet Rhodolite Amber Amber Andalusite Andalusite Andradite Demantoid Garnet Apatite Apatite Benitoite Benitoite Beryl Aquamarine, Beryl, Bixbite, Emerald, Goshenite, Heliodore, Morganite Brazilianite Brazilianite Chalcedony Agate, Aventurine, Bloodstone, Carnelian, Chrysoprase, Heliotrope, Jasper, Onyx, Sard Chrysoberyl Alexandrite, Chrysoberyl Cordierite Cordierite, Dichroite, Iolite Corundum Ruby, Sapphire Diamond Diamond Diopside Chrome Diopside, Violan Grossular/Grossularite Hessonite, Tsavorite Garnet Jadeite Jade Lazurite Lapis Lazuli Malachite Malachite Microcline Feldspar Amazonite, Moonstone Nephrite Jade Oligoclase Feldspar Sunstone Olivine Chrysolite, Peridot Opal Opal Orthoclase Feldspar Moonstone Plagioclase Feldspar Moonstone, Labradorite Pyrope Garnet Quartz Amethyst, Ametrine, Cairngorm, Citrine, Morion, Quartz Rhodochrosite Rhodochrosite Scapolite Scapolite Sinhalite Sinhalite Sodalite Sodalite Spessartine Mandarin Garnet Sphene (Titanite) Titanite Spinel Pleonast, Rubicelle Spodumene Hiddenite, Kunzite Sugilite Sugilite Taaffeite Taaffeite Topaz Topaz Tourmaline Achroite, Dravite, Indigolite/Indicolite, Rubellite, Schorl, Verdelite Turquoise Turquoise Uvarovite Garnet, Uvarovite Zircon Zircon Zoisite Tanzanite

Describe the elements of the communication process and explain the Term Paper

Describe the elements of the communication process and explain the process of interpersonal communication. Discuss the Barriers - Term Paper Example As a sender, he can talk directly to the employees, or send an email requesting to have a meeting with them on a particular date. In this case, the perception of the receiver on the message sent influences the manner in which communication is interpreted, received and responded to. For that reason, the sender should be fully aware of the purpose of the communication and the receiver’s aptitude to decode and comprehend the message as far as interest and language is concerned (Hesse par 2). The Message Messages take various forms and can include signs, symbols or words. To avoid distortion, the sender must ensure that the message is simple and clear. Moreover, the receiver should take care of the body language such as facial expression if the message is to be communicated verbally. Finally, the sender must consider the abilities and the competence of the receiver, when creating a message, to reduce barriers that might hinder effective communication (Priya 5-6). For example, a ma nager who needs information from an employee on how to increase profits and heighten employee retention must ensure that he or she communicates in a language that the worker understands. Additionally, he must make sure that the employee is competent enough in that area; hence, the ideas given are credible enough to be taken into consideration. The Channel Priya (5) assert that the channels of communication play an imperative role in communication; hence, senders should select an appropriate channel or medium of communication to ensure that the message is not distorted. Examples of channels of communication are e-mail, phones, radio, television and internet among others. If an advertiser decides to place an advert in the radio or television, for instance, he should consider the audience or the people who will listen or see the advert. In that case, he must ensure that the intended people get to listen to the advert, and that the right language is used to avoid misinterpretation. It i s essential for businesses to choose when and how they will send their messages. A building society can, for example, only send messages about a new product to their members by email or text if that is the agreed channel of communication. It should be understood that sending of messages through the internet to persons who cannot receive an email results to miscommunication. Receiver The receiver or the decoder is the person who is responsible for decoding or extracting the meaning from the message conveyed. He or she ensures that a feedback is sent to the sender, and his work is mainly to interpret the message. In that case, for the message to be effectively understood and right feedback given, the receiver should be able to read and understand what has been written down. If not, this may lead to distortion of the message by the decoder, and an equally wrong feedback (Priya 5-6). Feedback Feedback is the most vital element in the communication process as it helps in determining whet her the receiver grasped the intended meaning. Without a feedback, the communication process remains incomplete. For instance, when one sends a short message through the phone to a friend and fails to get a feedback, it is likely that the intended recipient did not get the message, or did not understand it. In that case, the language used is imperative and both parties should communicate in a

Capacity Planning and Performance Modeling SLP Research Paper

Capacity Planning and Performance Modeling SLP - Research Paper Example Capacity planning is thus seen as a strategic process used to match data center resources with the business demand to provide acceptable service levels at a minimum cost. Capacity planning is an important operation management process that closely works with performance management, service level management, and configuration management. Performance management becomes an integral part of the capacity planning process because the goal of performance management is to manage current system performance in a proactive manner. The proper management of the parameters of system performance such as throughput and latency will provide the client with adequate results and minimal downtime (Mitchell, 2007). For firms that are involved in large-scale operations, keeping track of all the operations within the system can be a daunting task. Fortunately, the advent of technology has made it much more manageable to evaluate the activities that lead to a good performance and optimal capacity levels of the organization. Table 1 shows three capacity planning software that provides management with the necessary tools to keep up with its system. I chose this three software because they appear to be the most popular and the most effective in accomplishing the required goals of a capacity planning software. Other than capacity planning sof tware, many organizations are likewise investing in performance measurement software to automate their measurement and reporting systems. I went on to Performance-measurement.net and was introduced to two of these software. Table 2 shows the description, advantages and disadvantages of each one.