How to Scan and Mark Latin Poetry

How to Scan and Mark Latin Poetry To learn to scan a line of Latin poetry, it helps to know the meter and to use a text that shows the macrons. Lets assume you have a text of the beginning of The Aeneid with macrons. Since it is an ancient epic, The Aeneid is in dactylic hexameters, which is a meter the AP exams typically expect you to know. Find the Long Syllables First, you mark all syllables that are long by nature. Syllables that are long by nature are those with diphthongs, ae, au, ei, eu, oe, and ui. Those syllables with macrons over the vowels are long by nature. For simplicity, a circumflex will be used for a macron here. (Macrons are usually long marks †¾ over the vowels, but you use the long mark †¾ over the syllables vowel to mark the syllable as long when you scan your lines.) Tip: For an AP exam, the help offered by the macron will probably not be available, so when you use a Latin dictionary to look up a word, make note of the long vowels. 3 Consecutive Vowels If there are 3 vowels in a row:and there is a macron over one of the vowels, it is not part of the diphthong; thus, dià ªÃƒ ®, which has two macrons, has no diphthongs. Dià ªÃƒ ® has 3 syllables: di, à ª, and à ®.and the second and third vowels form a diphthong, the preceding vowel is short. (This 1st vowel is also short if there are 2 vowels that do not form a diphthong.)Next, find and mark as long all the syllables that are long by position. Double Consonants Those syllables in which the vowel is followed by two consonants (one or both of which may be in the next syllable) are long by position.A syllable that ends in X or (sometimes) Z is long by position because X or (sometimes) Z counts as a double consonant. Extra Linguistic Information: The 2 consonant sounds are [k] and [s] for X and [d] and [z] for Z.However, ch, ph, and th do not count as double consonants. They are the equivalent of the Greek letters Chi, Phi, and Theta.For qu and sometimes gu, the u is really a glide [w] sound rather than a vowel, but it doesnt make the q or g into a double consonant.When the second consonant is an l or an r, the syllable may or may not be long by position. When the l or r is the first consonant, it counts towards the position. Extra Linguistic Information: The consonants [l] and [r] are called liquids and are more sonorant (closer to vowels) than stop consonants [p] [t] and [k]. Glides are even more sonorant.When a word ends in a vowel or a vowe l followed by an m and the first letter of the next word is a vowel or the letter h, the syllable ending in a vowel or an m elides with the next syllable, so you dont mark it separately. You may put a line through it.Extra Linguistic Information: The [h] counts as aspiration or rough breathing in Greek, rather than a consonant. Scan a Line of Latin Lets look at an actual line of Latin: Arma virumque canà ´, Trà ´iae quà ® prà ®mus ab à ´rà ®s Can you find the 7 syllables that are long by nature? There are 6 macrons and 1 diphthong. Mark them all as long. Here they are bolded; syllables are separated from each other: Ar-ma vi-rum-que ca- nà ´, Trà ´-iae quà ® prà ®-mus ab à ´-rà ®s Notice that in Trà ´iae there is a diphthong, a macron, and an i in between. More Information: This intervocalic i acts as a consonant (j), rather than a vowel. How Many Syllables Are Long by Position? There are only 2: Ar-maThe two consonants are r and m.vi-rum-quethe two consonants are m and q. Here is the line with all the long syllables noted: Ar-ma vi-rum-que ca-nà ´, Trà ´-iae quà ® prà ®-mus ab à ´-rà ®s Mark According to the Known Meter Since you already know this is an epic and in the meter called dactylic hexameter, you know you should have 6 feet (hexa-) of dactyls. Dactyl is a long syllable followed by two shorts, which is exactly what you have at the start of the line: Ar-ma vi-You may put short marks over the 2 short syllables. (If you arent bolding the long syllables, you should mark the shorts, perhaps with a Ï…, and mark the longs with a long mark †¾ over them: †¾Ãâ€¦Ãâ€¦.) This is the first foot. You should put a line (|) after it to mark the foots end.The next and all succeeding feet begin with a long syllable as well. It looks as though the second foot is as simple as the first:rum-que ca-The second foot is just like the first. No problem so far, but then look what comes next. Its all long syllables:nà ´, Trà ´-iae quà ® prà ®Have no fear. There is an easy solution here. One long syllable is the equivalent of 2 shorts. (Mind you, you cant use two shorts for the start of a dactyl.) Therefore, a dactyl can be long, short, short, or long, long and thats what weve got. The long, long syllable is called a spondee, so technically, you should say that a spondee can substitute for a dactyl.nà ´, Trà ´iae quà ® and then prà ® b ecomes the long syllable in a regular dactyl: prà ®-mus ab We just need one more syllable to make the 6 dactyls of a line of dactylic hexameter. What we have left is the same pattern we saw for the 3rd and 4th feet, two longs:à ´-rà ®sOne extra bonus is that it doesnt matter whether the final syllable is long or short. The final syllable is an anceps. You can mark the anceps with an x.Tip: This customary †¾ x final foot makes it possible to work backward from the last two syllables  if the passage is tricky. You have now scanned a line of dactylic hexameter: Ar-ma vi-|rum-que ca-|nà ´, Trà ´-|iae quà ® |prà ®-mus ab| à ´-rà ®s†¾Ãâ€¦Ãâ€¦ | †¾Ãâ€¦Ãâ€¦ | †¾ †¾ | †¾ †¾ |†¾Ãâ€¦Ãâ€¦ |†¾x Line With Elision The third line of the first book of The Aeneid offers examples of elision twice in succession. If you are speaking the lines, you dont pronounce the italicized elided parts. Here, the syllable with the ictus is marked with an acute accent and the long syllables are bolded, as above: là ­-to-ra | mà ºl- tum il-| le à ©t ter-| rà ­s jac-| t-tus et| l- to†¾Ãâ€¦Ãâ€¦ | †¾ †¾ | †¾ †¾ | †¾ †¾ |†¾Ãâ€¦Ãâ€¦ |†¾xSyllables Read: li-to-ra-mul-til-let-ter-ris-jac-ta-tus-et-al-to References: Guide to Scansion of Latin PoetryGildersleeves Latin Grammar

Analytical Chem Lab Report Example | Topics and Well Written Essays - 1250 words

Analytical Chem - Lab Report Example titrant volume. From the volume of titrant at the equivalence point weight of KI and KCl in the unknown solution was determined. Potentiometric titration is based on change in electrode potential with change in the ionic concentration during titration reaction. During titration reaction, there is decrease in the ionic concentration in a solution and this leads to decrease in electrode potential in accordance with Nernst Equation, which relates electrode potential with concentration of the ion in equilibrium with the electrode. 2. A silver nitrate solution containing 0.9922 grams of AgNO3 in 100 mL of solution was used as the titrant. The titrant was handled carefully so as to protect the skin from it. Safety ware and hand gloves were used. 3. The 200ï  ­L automatic pipette was calibrated for a 100ï  ­L delivery with the analytical balance. This was done by recording the mass of 20 aliquots using analytical balance and then calculating the average mass and the standard deviation. This process was repeated until the relative standard deviation was brought down to less than 1%. 4. A set of 5 agar salt bridges containing 3% agar and 1% KNO3 in nanopure water were made. The agar/salt/water mixture was heated in a microwave until the agar dissolved and the warm solution was injected into 10 cm lengths of plastic tubing. 5. An electrochemical cell was set up with a 24 well microplate. In one well 0.10 M solution of Cu(NO3)2 and a copper electrode was placed. In an adjacent well 1 mL of the titrant and a silver wire electrode was placed. The two wells were connected with a KNO3 salt bridge and the two electrodes were connected to the leads of the pH meter. The potential of the cell was measured. 6. The electrodes were disconnected and cleaned. The 24 well plate on the balance was weighed on the balance. 1.00 mL of the unknown solution was added with the 1000ï  ­L pipette to a well adjacent to the copper well, and

Stages of Japanese Post-war Economic Growth Case Study

Stages of Japanese Post-war Economic Growth - Case Study Example Economic Recovery Phase: 1946-1950 The first phase implying the recovery of Japanese economy from the adverse effects of World War II started soon after the year 1945. Teranishi propounds that in the wake of the Second War, the Japanese economy confronted with an arrant economic disaster in the form of declining GNP, mounting inflationary pressures, and collapsing production. However, soon after the downturn in the year 1946, the economy caught the track of recovery. In 1948, the inflation was cut down significantly and production was steadily improved. This recovery and stabilisation period lasted during 1945-50 (139). This period is crucial in the study of the rapid growth of Japanese economy in the post-war era because this phase started a couple of years after the war. Also, a study of these years' economic activity suggests major changes made to the industrial structure that impacted on its growth. Japan was fortunate in the sense that although it had lost its economic and industrial vivacity as a consequence of the World War II, yet its efficient and effective human resource was still there to bring the country out of the disaster caused due to war. Seldon propounds that, "it was not that Japan was building from Scratch True, industry and the industrial cities had been devastated. But there existed large resources of well-educated manpower with a strong determination to survive" (271). The country's human resource played a great role in lifting the country from economic downturn to the recovery period. Seldon illuminates that the "'long-term achievement was to steer the pre-war economy in new directions move slowly away from cotton to heavy industry such as iron, steel, shipbuilding, and chemical production" (272). No doubt, the... This paper describes the rapid economic development in Japan after the year 1945 in the context of various phases it experienced while travelling to the unprecedented levels of growth. This paper identifies several economic phases in the development of post-war Japan, each with some specific characteristics. Japanese economic growth in the post-war period is considered to be an example for countries struggling against their economic disasters. It has also been termed as a ‘miracle’ owing to the spectacular effort demonstrated on the part of a nation that had just suffered from war, yet that leaped rapidly towards the economic boom. The first phase implying the recovery of Japanese economy from the adverse effects of World War II started soon after the year 1945. In the wake of the Second War, the Japanese economy confronted with an arrant economic disaster. Soon after the downturn in the year 1946, the economy caught the track of recovery. This recovery and stabilisation period lasted during 1945-50 This period was successful enough to curb the inflationary pressures as well as restore the production level nearly to the pre-war period. In this period, industries were strengthened by means of demilitarisation and amendments to the labour laws. The boom of Japanese economy from mid 50s to the early 70s was very well manifested in the growth of the manufacturing capabilities in the country. Not only that, the economic growth even rose above the pre-war level during the 1960s and this rapid growth lasted till the early 1970s.

Emerging Issues In Strategic Human Resource Management Commerce Essay

Emerging Issues In Strategic Human Resource Management Commerce Essay This report is based on the case study Apple Inc.s Corporate Culture: The Good the Bad and the Ugly. The report tried to investigate and find out what is good and what is detrimental to the organisational culture in terms of Human Resource strategy and practice in Apple Inc. The conceptual investigation was totally focused on Human Resource Management perspective issues of Apple, though the case study has included wide areas of analysis including Apples operations, marketing, accounts etc. This theoretical research provides a reasoned and academically underpinned critical analysis as well as provides coherent and justified recommendations for changes to HR strategy and practice in Apple Inc. Based on the above mentioned case study, this essay reviewed the impact of people (employee) in apples magical success as well as it has reviewed the Apple Incs management and leadership styles. In the progress of the essay, Apples human resources policy is also critically evaluated and detrimental HRM issues are identified. Appropriate models and frameworks also has been identified which could be used for better managing of human resources. Good HRM practices also given credit which they can effectively keep implementing for sustainable future success. Critical appraisal of the contribution people has made to Apple Inc People, in organisational term employees have great impact towards organisations success or failure. Michigan model (Cited in Price 2007, pp 40) explains that employees are resources in the same way as any other business resource. So exploiting the peoples are crucial as with other equipment and raw material of the organisation. Peoples in Apple Inc. have made huge impact and they are the key of companys success. Its CEO Steve Jobs is the person who has been the figureheads for the company. He is the founder of the company, however after his initial spell with the organisation he had to leave. When he came back after twelve years, he has made Apple most innovative and profitable organisation on earth. He is an iconic figure and everybody wants him around in the company. He is worlds greatest salesman (case study). Apple and Jobs have become synonymous. How one person can make a crisis-ridden company to a world most recognised company, what might be impact of peoples to an organisation, Apple and Steve Jobs would be used as an example surely for long. It is not only Steve Jobs, apart from him it is peoples who works for Apple made the difference. As the case study suggests, totally awesome team of people working in the company. Everyone is respectful, intelligent and good at executing. Apples employees had high passion and believe in the corporate mission and it was the competitive advantage for the company. Apple exploits it employees in various roles right from engineering to marketing to operations and sales. People working for Apple feels proud working for the most innovative company and work hard for the company which is phenomenal within the industry. According to the case study the key people in the organisation are the position of technical, marketing and staff positions. The organisations success largely depends on attracting and keeping these peoples. Redman Wilkinson (2009) indicates that personal and organisational success is increasingly correlated with the profession of skills. Skilled individuals can command a premium salary in periods of high economic activity. It is the interests of any company to maximise its human resources by investing in the skills of its workforce: its human capital. Price (2007) suggests human capital is a crucial component of an organisations overall competitiveness. Companies like Apple where human resources become the driving force in the development of strategy; there is an overriding emphasis on developing their skills and capitalising on their competencies. Apple has successfully focused on the people resources and capitalised it to achieve competitive advantages in the market place. Apple is acknowledged as the most innovative company within the industry and no doubt, its peoples (management and other employees) has made it worlds top innovative company. Analysis of factors concerning the management of the human resource in Apple Factors concerning the management of the human (people) resource vary within an organisation and across situations. The output of any organisation, however it is measured, relies heavily upon market factors which determine how the organisation operates. RDI (2010) suggests, future trends must be identified and the organisation must be able to adapt to them if it is to continue to function in a profitable and effective way. The HRM function must support these strategic perspectives. In developing a strategic perspective, an in-depth understanding needs to be acquired of the relationship between an organisations environment and its people (HRM) strategy. HR professionals must therefore have an understanding of the strategic HRM process in term of people aspects. . Most organisations are being held back by people issues. They need to be handled with care and effectively. It seems Apple has adopted a balance of Best fit and best practice approaches to manage its human resources. The objective of Apples Human Resources is to maximize the return on investment from the organizations human capital and minimize financial risk. These responsibilities are conducted by human resource managers in an effective, legal, fair, and consistent manner. Human resource management in Apple serves these key functions: Recruitment and selection, work analysis, training, job rotating, leadership development, performance appraisal, incentive compensation, benefit profit sharing, employee development, employee security and health, employee relation etc. However some key factors concerning the management of human resource in Apples are discussed below: Recruitment Apple recruits people with computer based knowledge. Highly selective recruitment process was designed to hire only the best who would fit well to the organisational culture regardless of their experiences. Organisational fitness is more important in Apple than job-fitness. Case study suggests that selection process is a short procedure, where prospective employees organisational suitability is measured by verbal interview. Equal opportunity and diversity Apple is the equal opportunity Employer and promoted diversity within the organisation. Apples employees are from diverse background. Diversified workforce is one of the positive aspects of Apples corporate culture. Compensation and benefit: Apple offers various benefits to its employees and its compensation and benefits are very competitive. Benefit package varied depending on location and employment status. The common benefit included insurance coverage, flexible spending accounts, an employee stock purchase programme and a 401(k) saving and investment plan. Product discounts, on site fitness centre, and the opportunity to work on big projects with some of the experienced players in the industry were added bonuses. Salary and compensation reviews include year-end bonuses, vacation time and other perks and reimbursements. Apple also offered the FlexBenefits programme to its employees where they could choose benefits that best fit their lives. Recognition and appreciation In 1995 Apple created the Apple fellows program in order to recognise the best of its employees who had made extraordinary contributions to personal computing. Each Apple fellow acted as a leader and visionary guiding the company in their particular area of expertise. According to the case study apple is well known to appreciate and value its employees. It is considered a great place to work for people who are passionate about innovation. Career opportunity: Apples positive recruitment policy emphasis on candidates suitability to suit the organisational culture rather than their skills to fit in a specific position. However opportunities are given to employees to gather skills within the organisation. Opportunities for training and development include internship, on-the-job training etc. Internship with apple offered real learning experiences that led to prospective careers in diverse fields. Apple attracted most talented people to come as interns, as people valued Apple best place to learn, they joined them and worked for them as interns. They thought once they get chance to work at Apple, whatever basis it is , it would not be a problem for them to find jobs in elsewhere, the fact is that it wasnt as according to the case study most of Apples interns were able to find jobs promptly once they had some experience from Apple. On-the-job training is applied successfully in Apple. In this casual work culture employees get an opportunity to work with experienced and talented people with no end to challenges. Employability security: Apple has no mutual obligation between the company and its employees and the employees should opt for a better opportunity if it came along. Apple is always unapologetic about layoffs and made it clear that the company believed in employability security rather than employment security. The employability security means that an employee after working with apple would learn enough to be attractive to another employer if laid off. Apple emphasis on psychological contract rather than physical contract. Price, (2007) viewed psychological contract as an informal understanding between the employer and employee. Unlike the formal employment contract, this has no physical existence. It is a set of expectations held by both employers and employees in terms of what they wish to give and receive from their working relationship. Comparison and contrast of the concepts of management and leadership in context of Apple Inc The effectiveness of any organisation depends upon the structure of the management system in operation, as well as its cultural environment. According to the case study Apple is ranked in the top position for the people management within the industry. Jobs is a charismatic CEO whose management style has influenced by Douglas McGregors Theory Y type attitudes (Price, 2007) who leaves his employee to work on their own, taking initiatives, being self-motivated and tending to work hard. However when it comes to take final decisions, the case study suggests it is always one person who takes them and it is Steve Jobs himself as well as his job delegation was very selective only to whom he (Jobs) trusted which is named benevolent authoritative style of management by Likert (2009). One of the problems of management was span of control and information communication gap. As the case study suggests one of the employees said, six different supervisors gave him six different answers and they did not communicate together. Apples management coordination is characterised by Japanese centralisation (Torrington et al 2008) orientation the typical Japanese approach is for strong headquarters group to keep for themselves all major decision. Steve Jobs is a visionary leader who has who has always identified the need of change and has vision of future desired state. Anon (2002) dubbed him as a transformational leader who has single-handedly turned the organization around and delivered it from crisis when he was called back to the company in the year 1997 after twelve years of his departure. Jobs inspired the employees at apple to come out with unconventional products by thinking differently. However though Jobs leadership has brought success for Apple, it does not guarantee that same style would work for future leaders. According the case study Jobs leadership in Apple is supported by Great man theory of leadership where he practices CEO centric power. Anon (2008) suggests that he is secretive, controlling, hog credit, makes people cry and parks his Mercedes in disabled spots. In the world of continuous change this sort of leadership is ineffective for long run. Jobs has been a successful manager who has showed his competency of managing task and people in Apple at the same time though he is a transformational visionary leader but on the other side of the coin he is a autocratic dictator who has been subjecting his employees to tyrannical outburst and fostering a culture of strict secrecy at the company. Apples future leader should adopt more integrating style of leading rather than Jobs traditional controlling leadership. Apples organisational culture is ingrained by Steve jobs and he has made Apple an Institutional mirror of himself. However the company thinks that they would keep operating the same way even when Jobs was no longer there. As the case study suggest that Jobs put an executive team, trained and groomed in his way of doing things in place to take the company forward in his absence. It seems the scheme is successfully working as in Jobs recent six months absence period the company ran smoothly and even Apples stock price was up 66%. Steve jobs has put bold management succession plan in place as it is clear after Jobs sudden exit, Cook will take over as the CEO. Torrington et al (2008) describe it as individual succession analysis. This process is focused to an informal approach to promote with short-term focus on who would be able to replace senior people if they left suddenly. However it is not undisputable that Apple is a visionary organisation or Steve Jobs is a visionary leader as some critics thinks they live just in present. Like Boivin, C. Roch, J. (2006) said Apples leadership are stonewalling; these people, accustomed to the veneer of emergencies, could find no heart or time in their calendars for thinking beyond next months products, next months programs. Too many Apple people, live only in the present and are so wrapped up in the present, so totally engrossed in fighting todays battles, that they live unaware of the past and the future. All today, no yesterday, no tomorrow. They werent stonewalling on the strategy; the strategy dealt with tomorrow, and there was no time in their calendar for tomorrow. Leading and developing effective teams Though Apples work culture is driven by intense work ethic, however it has also another side. In one side we can see a group of eccentric workaholic peoples who work unusually longer hours on the other side we can see that Apples work environment is relaxed and casual, which has certainly helped leading and developing effective team spirit. Employees are followed by casual dress code on the job. According to the case study, Apples employees think it has funny, brilliant, relaxed co-workers and modern, spacious, beautiful offices filled with comfortable couches. Case study also suggests, employees are upbeat about Apples workplace experience and corporate diversity and shared passion. Apple has been able to instil a sense of pride towards its employees. The work culture at Apple was driven by passion for products and attention to the minutest details. Every department is equipped with smart, creative and hard-working people. The work culture is much more like club rather than family. Product development team is formed at Apple with peoples from diverse experience background. By hiring innovative people from diverse background, apple was able to incorporate different perspectives and skills and achieve its goal of making the best products on the market. Teams in Apple work in challenging and creative environment and explored new ways of performing common tasks. Apple provides them ample opportunities to learning and growing. There was amazing level of coherence among the executive teams at Apple. However rather than team work in apples corporate culture encourages individual performance. In Apple, employees had to do their work independently and each individual was his/her best resource. Guidance was occasional. As a company policy employees were not allowed to take note in meetings. Apple appreciated hard working employees and rewarded those who demonstrated their skills and capabilities. It seems Apple fostering an individualistic culture rather team culture. It selects independent thinker who likes to work alone. Apple created a club/community like environment to motivate and retain employees. Analysis of HRM problems in Apple Inc and appropriate models to develop solutions The absence of systematic standard human resource management tools is major problem for Apple. In the absence of well-structured systems and process, the corporate culture became dysfunctional. Many talented people left Apple, because they did not like Apples culture. Without systematic HRM strategy which should be aligned with organisational strategy the company will not prosper for long time. Lack of proper tools to recognition and appreciation Case study suggests that employee had to look after their career as organisation has no proper talent tracking system. Management did not care about interests of other employees, recognising their hard works. Employees innovative product ideas have never been accepted by the company. Though in the early stage employees were appreciated for their work e.g. those who worked for Mac their signature were engraved in the inside of computer case. However it was not the practice later on. Promotion unfairness According to the case study unfairness in promotions and overall employee treatment existed at Apple. Apple worked its employees to the bone but did not reward their hard work and dedication. Only top executives were rewarded. In Apple, appraisal is not based on contribution to the team and support of others, rather based on individual outstanding performance. Career progression and development In a flat hierarchical organisational structure career advancement opportunities were very limited. Reward and bonuses Reward is not based on team performance and contribution, rather individual performance and individual effort. The top management seems in Apple is content with their pay. Lower level employees have not got bonuses or pay rise. Even lower level employees do not have stock option though they worked 60 hours per week. Pfeffer (1998) models suggests profit can still be made with higher pay rates if the right pay format is used such as gain sharing , stock options and pay for skills (cited in Price, 2007). When employees think they are fairly rewarded they will show more commitment. Apples management must pay attention on this. It is important task for any HRM department to aligning an organizations payment arrangements and wider reward systems with the business objectives (Torrington et al. 2008, pp. 638). Long work hours Apple is criticised for its long work hours. Employees struggle to balance work and family life and Apple was blamed for having no regard for family life. Even the company was sued by its employee on the ground of breaking the Californian labour law. Adopting a commitment model (Torrington et al 2008) and changing the organisational culture could solve most of the HRM issues for Apple. commitment model: Communication: Outlining the direction that the organisations strategy is taking and the purpose of any changes. Staffs need to understand why decisions have been before they will cooperate in their implementation. Apples top level managements strict secrecy and rigid mentality must need to be changed. Ownership: Ownership is encouraged by involving people in decisions and making them responsible for implementing specific action. Steve Jobs himself and his successor must stop taking all decisions without employee involvement and participation. Employee involvement is all about their participation with organizational decision making process. Employee involvement is largely concerned with preventing or alleviating alienation (Torrington et al. 2008, pp. 484). Staffs can be involved within the organization through ownership or empowerment. ABE (2001) HRM study manual suggests that empowerment involves people in the operation of organization, so they feel personal responsibility for their actions (pp. 115). Emotional Identification: It is more likely in an atmosphere of enthusiasm. This can be created by acknowledgement and encouraging responsibility and recognising hard work. Performance: Performance assessment and reward structure should be focused on commitment. Apple must put proper performance appraisal system in the place and act accordingly to identify well performing individuals and reward them accordingly. Change of organisational culture: Moreover organisational cultural shift is also needed which would change Apple from an excessive control cultural company to a collaborative cultural company. To survive in future transference and collaboration is essential. A culture that is constantly in pursuit of operational excellence. Good organisational cultures flourish the organisational growth. Leadership in control cultures is a function of authority, and decision making is tied closely to title and role in the organisational. Such organisations tend to be more hierarchical in structure (RDI, 2010). Apple belongs to this category. Scholars place a high value on collaboration not just internally, but with its customers and partners. It emphasises the power of teamwork. By collaboration it seeks to be closely in touch and in tune with the customer and the market at large. RDI (2010) hints that leadership in a collaboration culture is role-based, not person or title-based, and authority is situational (dependent on the particular client engagement, project etc). The natural organisational structure of a collaboration culture is cross-functional teams aligned to market opportunities. According to the case study Apple has been subject to the criticism for an organisational culture characterised by Steve jobs over controlling, top management strict secrecy maintaining and practice of lack of transference. To attain sustainable customer trust, transference and collaboration are necessary in all levels of the organisation. Conclusion It is obvious apple has many good thinks which are strength for the company including strong management, leading, skilled and dedicated people resources. However it is also evident that companys overall corporate culture is out dated which is characterised by absence of morale and lack of alignment of people with organisational strategy. So change in organisational culture is crucial and should be imminent for sustainable long term success. Future leaders initiatives to address these issues, their openness to change and implementing changes to the organisation would become vital factor to success. It is also need to be seen whether Apple finds a perfect successor (predictably Cook) for Steve Jobs, a man who has always been well ahead of competitors to create future vision. It is not drastic change Apple has to go through in near future in terms of its HRM strategy but they must implement some changes which will put the company from one man show to a systematic practice. Apples existing workforce comprise by 35,000 employees worldwide (case study), however this number is inevitable to increase in future and without proper Human Resource strategy and defined policy it will be difficult to manage a diverse huge workforce. Future leaders and managers must set out a standard HRM policy aligned with organisational strategy addressing all emerging issues of HRM. Reference Anon (2002) Transformational leadership; Organizational change; Management styles. Review of Transformational leadership in the context of organizational change by Eisenbach, R. et al (1999). Strategic Direction, 18(6), pp.5-7 [Online] Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=18issue=6articleid=869238show=html [Accessed: 19 July, 2010] Anon (2008) Leading personalities. Review of The trouble with Steve by Elkind, P. (2008). Strategic Direction, 24 (11), pp. 17-19 [Online]. Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=24issue=11articleid=1747898show=html [Accessed: 19 July, 2010] Bovin, C. Roch, J. (2006) Dominant organizational logic as an impediment to collaboration Management Decision, 44 (3), pp. 409-422 [Online]. Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=18issue=6articleid=869238show=html [Accessed: 19 July, 2010] Likert, R. (2009) Management Operations. Harlow, England: Pearson Education Price, A. (2007) Human Resource Management in a Business Context. 3rd Edition, London, UK: Cengage Learning EMEA rdi (2010) Managing the Human Resource Manual [Online] Available at: http://moodle.bl.rdi.co.uk/course/view.php?id=168 [Accessed: 18 July, 2010] Redman, T. Wilkinson, A. (2009) Contemporary Human Resource Management Text and Cases. 3rd Edition. Harlow, England: Pearson Education Torrington, D. et al (2008) Human Resource Management. 7th edition. Harlow, England: Pearson Education

Engineering management Essay

1. Department/Program Mission The mission of the Engineering Management and Systems Engineering Department is to Equip individuals with engineering, management and systems expertise to prepare them to be leaders in the identification and solution of technical and organizational problems that are complex and evolving Conduct innovative and pioneering research that continues to expand the body of knowledge in Engineering Management and systems engineering while maintaining engineering discipline diversity. Expand the boundaries of Engineering Management and systems engineering through our service to the professional community at large and through relationships with industry. 2. Student Learning Outcomes (SLO) a. Campus-Wide Student Learning Outcomes: Programs must demonstrate that their graduates have: I. an ability to communicate effectively both orally and in writing. II. an ability to think critically and analyze effectively. III. an ability to apply disciplinary knowledge and skills in solving critical problems. IV.an ability to function in diverse learning and working environments. V. an understanding of professional and ethical responsibility. VI. an awareness of national and global contemporary issues. VII. a recognition of the need for, and an ability to engage in, life-long learning. b. Engineering Management Program Outcomes developed to address ABET outcomes a – k and campus wide outcomes (a) Engineering Management graduates will have an ability to apply knowledge of mathematics, science, and engineering in the solution of Engineering Management problems. (b) Engineering Management graduates will have an ability to design and conduct experiments related to operations, marketing, management and finance, as well as to analyze and interpret data. (c) Engineering Management graduates will have an ability to carry out the design of an operational system and its various components and processes for Engineering Management applications. (d) Engineering Management graduates will understand the importance of teams, know how to develop effective teams and have an ability to function on teams. (e) Engineering Management graduates will have an ability to identify, formulate, and solve Engineering Management problems. (f) Engineering Management graduates will have an understanding of professional ethical responsibility. (g) Engineering Management graduates will have an ability to communicate effectively individually and in teams. (h) Engineering Management graduates will have the broad education necessary to understand the impact of engineering and enterprise solutions in a global and societal context. (i) Engineering Management graduates will recognize the need for and have an ability to engage in life-long learning. (j) Engineering Management graduates will have knowledge of contemporary issues related to Engineering Management. (k) Engineering Management graduates will have an ability to use the techniques, skills, and modern engineering tools necessary for engineering practice. 3. Curriculum Mapping to Campus and/or Program Outcomes Performance Criterion Evaluated in Course(s) Maps to Campus Learning Outcomes a Engineering Management graduates will have an ability to apply knowledge of mathematics, science, and engineering in the solution of engineering management problems. a. 1. Creates and analyzes quantitative charts and graphs and incorporates information into managerial decision-making systems. 266/299 3 a. 2 Identifies and uses appropriate modeling tools in the solution of quantitative problems. 251/253 3 a. 3 Applies quantitative models to specific problem categories and classifications. 253 3 a. 4 Uses a firm’s accounting system in making management decisions. 147 3 a. 5 Uses financial ratio analysis, financial forecasting, valuation of assets, time value of money, capital budgeting and cost of capital concepts to solve engineering management problems. 147 3 b Engineering Management graduates will have an ability to design and conduct experiments related to operations, marketing, management and finance, as well as to analyze and interpret data. b. 1 Designs an operation system and analyzes and interprets data relative to the designed system. 253 2 b. 2 Analyzes operational and financial data of organizations in case studies and organizational profiles. 251/260 2 b. 3 Conducts research related to publicly traded firms and applies financial tools to evaluate the firm as a possible investment choice. 147 2 c. Engineering Management graduates will have an ability to carry out the design of an operational system and its various components and processes for engineering management applications. c. 1 Identifies operational problem and design solutions to the problem using the appropriate quantitative and qualitative models and methods. 253/266 2 c. 2 Designs and critiques a marketing plan with typical components, while recognizing intra-firm involvements and implications. 251 2 d Engineering Management graduates will understand the importance of teams, know how to develop effective teams and have an ability to function on teams. d. 1 Functions as team player by fulfilling appropriate duties, sharing workload, communicating well and taking initiative. 251/254/260 4 d. 2 Conducts effective and efficient meetings. 254 4 e Engineering Management graduates will have an ability to identify, formulate, and solve engineering management problems. e. 1 Develops model for making management decisions. 251 3 e. 2 Identifies and analyzes engineering management problems related to case studies, current events, and real-life scenarios, and recommends solutions to problems. 251/260/266. 3 f Engineering Management graduates will have an understanding of professional ethical responsibility. f. 1 Demonstrates knowledge of engineering code of ethics or other relevant code and applies code to case studies. 134 5 f. 2 Identifies an ethical dilemma and suggests a general course of action. 134/251 5 f. 3 Recognizes far-reaching implications of ethical behavior with respect to all organizational stakeholders. 299 5 g Engineering Management graduates will have an ability to communicate effectively individually and in teams. g. 1. Effectively communicates in oral presentations. 254/299 1 g. 2 Demonstrates proficiency in communication through team presentations. 254/299 1 g. 3 Demonstrates command of the written and spoken word in required technical reports and presentations. 254 1 g. 4 Understands impact of how difference in communication styles can lead to barriers in communication. 134 1 h Engineering Management graduates will have the broad education necessary to understand the impact of engineering and enterprise solutions in a global and societal context. h. 1. Understands concept of Corporate Social Responsibility and can give examples to illustrate concept. 134/299 6 h. 2 Effectively analyzes case and determines the impact on all stakeholders. 260 6 h. 3 Comprehends pertinent issues in global marketing and the impact of these issues on marketing decisions. 134/251 6 I Engineering Management graduates will recognize the need for and have an ability to engage in life-long learning. i. 1 Recognizes benefits of continued learning through attendance at professional presentations and through reading professional publications. 134/251 7 i. 2. Identifies, reads about, analyzes and reports on â€Å"world view† issues that are opposed to own view. 253 7 j Engineering Management graduates will have knowledge of contemporary issues related to engineering management. j. 1 Demonstrates awareness of, knowledge of, and respect for contemporary issues in engineering management, business and economics. 134/251 6 j. 2 Understands the importance of engineering to the future of society. 253 6 k Engineering Management graduates will have an ability to use the techniques, skills, and modern engineering tools necessary for engineering practice. k. 1. Utilizes electronic resources to acquire external data to solve engineering management problems. 134/251 2 k. 2 Understands and utilizes computerized accounting systems to solve engineering management problems. 147 2 k. 3 Uses Excel financial functions to solve time value of money problems. 137/147 2 k. 4 Uses Excel in the solution of operational problems. 253 2 4. Methods/Instruments and Administration Data assessment methods vary by instructor and course. However methods employed include the following: -Student response to exam questions -Student response to specific homework assignment. -Student team evaluations related to case studies and capstone senior design -Instructor assessment of case study assignments -Instructor assessment of assigned student paper -Instructor assessment of capstone senior design projects Data collection occurs during the spring (January – May) semester and last occurred during the Spring 2010 semester. If all outcomes pass according to the department agreed upon metric, no collection will occur during the fall semester. 5. Results and Changes Implemented or Planned a. All outcomes passed during the Spring 2010 assessment cycle. According to our department assessment plan as detailed during the last ABET accreditation cycle; the next assessment cycle will occur during the Spring 2011 semester. No data was collected for the Fall 2010 semester. b. Use of results No specific curriculum changes have been made due to quantified assessment results. However, curriculum change will be forthcoming as we have observed the performance of capstone senior design student members and project results. It should be noted that a more traditional capstone senior design course was added as a core/required course in the department. The department has â€Å"partnered† with several different companies in the development of problems/projects that sufficiently meet the culminating experience as required by ABET. c. Results Brought by the Changes Due to observations and overall performance of senior design capstone projects, a new course will be added to the current 26 hour core set of courses. The undergraduate curriculum committee, which is the committee that evaluates outcome and assessment data, has approved adding a course which will focus on generalized problem solving and critical thinking. We are currently evaluating potential course resources for this class. We anticipate gaining campus wide approval for the course effective for the Fall 2011 semester. It should also be noted that our Academy of Engineering Management has been very supportive of our efforts and has contributed constituent input in this process. One final note to be made to this report is that even though we will perform a full outcome evaluation during the Spring 2011 semester, concurrently we will be re-evaluating our outcomes/ performance criteria, and assessment methods.

Justice and Legality in Shakespeare’s Measure for Measure Essay

In this brief paper, legality will be taken to mean as â€Å"doing what the written laws or accepted customs require. On the other hand, justice refers to â€Å"doing for any person what is fitting and proper for that person. † Often dubbed as a â€Å"dark† comedy, Measure for Measure is comprised of characters that are confronted with moral dilemmas. The characters that will be analyzed based on the legality and justness of their actions are the Duke, Angelo, and Isabella. These three characters are interrelated in the sense that their actions affect the other characters in the play. This makes the plot complex just like in most plays of Shakespeare. Also, not only does Measure for Measure abound with intrigue and revelation but also with pertinent questions on freedom, sexuality, morality, and the Law. Hence, a reading of the characters necessitates an understanding of the questions the play raises. After analyzing the characters’ actions, the concluding part will look into the link between legality and justice. As I will argue, legality and justice are not one and the same. Rather, they are relational instances that are apparent in the actions of the characters. The play opens with the Duke assigning his role as leader of Vienna to Angelo. Angelo tried to decline at first yet the Duke was firm in his order. At the offset, one may immediately judge whether the act of the Duke and Angelo is just and/or legal. As the formal ruler of Vienna, the Duke gives up temporarily his mandate to Angelo. One may wonder what could be more important and urgent for the Duke than rule the whole of Vienna. By leaving his job as ruler, it may appear that the Duke’s act is illegal. However, if we understand the Duke’s action in the context of monarchy, what he did was not illegal for the precise reason that he embodies the law itself. Whatever the Duke says or wishes to do is considered the Law. On the part of Angelo, his obedience to the Duke’s order is lawful as it is his role to follow whatever the latter asks him to do. We then learn that with his new position as Duke, Angelo implements strictly the already existing law against fornication. We can confer from the beginning part of the play that Angelo complies fondly with the moral law. This caused Claudio to be imprisoned for impregnating Juliet, his lover, even though the sexual intercourse was consensual. In the following scene, the character of Isabella appears. As a morally uptight person and a loving sister of Claudio, Isabella begged Angelo to release his brother from prison. Angelo promised to show mercy only if Isabella sleeps with him. Shocked and disgusted, Isabella refused. In this scene, we come to know the hypocrisy of Angelo with regard to the moral law he imposes to the people. He bans illicit sexual activities yet he himself asks Isabella to sleep with him. Angelo’s actions are therefore illegal. In relation to Isabella, Angelo is being unjust since what he is asking of Isabella is not fitting for someone who is just about to enter the nunnery and serve God. The dilemma faced by Isabella – whether or not sleep with Angelo so as to save Claudio – is intriguing for it involves two virtues that must be upheld by a religious woman as herself. One virtue is chastity, of not giving up to the sexual condition of Angelo. On the other hand, she is also required to fight for the release of his innocent brother who was unfairly imprisoned. In the end, Isabella chose chastity over Claudio. By declining the sexual condition of Angelo, Isabella is being legal in the context of the moral law. Her choice not to sleep with Angelo attests to her determination to remain a virgin for God. However, the other side of the coin consists of her unjust act to leave his brother in prison. When the Duke, as a friar, intervenes to help Isabella, his plan was to trap Angelo so his only choice would be to release Claudio. In the Duke’s plan, Isabella will seduce Angelo to sleep with her. The moment Angelo takes the bait, Isabella would give up her place to Mariana who is Angelo’s former lover. By unwittingly sleeping with Mariana, Angelo would thus prove guilty of sexual immorality and would later on be forced to release Claudio. The plan, however, did not entirely succeed because after sleeping with Mariana, Angelo did not order the release of Claudio. By helping Isabella, the Duke who is pretending as a friar, was in fact being just in a sense that he is trying to help in the release of Claudio. Meanwhile, Angelo resolute stand not to release Claudio is illegal since he is in fact the one who truly committed a prohibited sexual act. If he is really staunch in disciplining the people then Angelo must put his own self in jail. The end part of the play consists of the Duke’s return as the ruler of Vienna. With his power over the people, the Duke was able to make everyone confess their wrongdoings. Angelo eventually admitted his misdeeds and Claudio was released from prison. The Duke then asks Isabella to marry him. The final scene exhibited the just and legal act of the Duke to release the innocent and correct the wrong. Angelo’s confession can be seen as just since he is committing what is proper to a person like himself. It can also be read as legal since his confession complies with the order of the Duke. Isabella, on the other hand, was just in the sense that she still pursued the issue of his brother’s release. Her choice to marry the Duke, if ever she does, will be legal as it is form of obedience to their ruler. Based from the characters’ actions, we may say that legality and justice are two different instances. The reason for being such is the fact that they are grounded on two different frameworks. Legality is based on the written law that is invoked in order to judge a particular action of a character. On the other hand, justice is based on the personal opinion of the characters that is used for the evaluation of certain actions. However, after probing into the actions of the characters, we see that their personal opinions are in fact strongly influenced by the established moral law. For instance, Isabella’s choice not to sleep with Angelo, although personal, is rooted in the moral law that dictates to have illicit sex is sinful. Along the same vein, Angelo’s seeming personal choice to confess depends heavily on the order imposed by the Duke. The boundary therefore between the personal and the outside basis for judgment is diluted. Thus, in the context of Measure for Measure, justice is subsumed into the realm of legality without necessarily being reduced to it.

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