Porn Addiction

In this dissertation, researcher has researched about the addictive nature of the colloge goers in Coimbatore district towards pornography. The main reason to conduct a research in Coimbatore city is based on three main factors. They are : Climate, Status and diversity.This Porn addiction topic seems to be an unusual to discuss because of the culture that we have been brought were sexual desires of a pervert is talked loudly and viewing pornography is a sin nowadays. It still remains a real issue for boys,girls,men and women.It is used to be a easy part for the parents to monitor their children in using internet but there are networks which provide faster connections that makes the usage irresistible that leads to a serious problem. Porn is a fantasy just like romantic and Sci-fi. Many experts have stated that it is been a serious issue in real romantic relationships.Viewing pornography has been became an addictive nature to colloege students which may affect their day-to-day life which also may cause inability to have sex in real life,Occupation,self injury, relationship problems,etc..This type of addiction may lead to unhealthy relationship towards graphic/ explicit contents. Porn contains such followed things : Magazines, videos,pictures, movies or graphic comics, etc.Though much occursphishing, hacking, cracking, pornography, sexting, morphing plays a vital role in major victimization. Due to lack of awareness of the law, many have lost their lives. People in place of recovering and providing assistance and Justice lacksknowledge of networking too.People get lot of chance to lose their consciousness towards society. It increases the breaking of bonding within the family. It takes out the peace and harmony of a human. Most importantly it has taken out many lives of innocent souls.People who all fond of using pornography might end in more progress towards extreme negative consequences which also may lead them to breakup in the real world and isolize themselves to a narrow way and hesitates to mingle with the common man withing their family. As majority of the users are not aware of the problems that they are about to face in the vast society. People get lot of chance to lose their consciousness towards society. It increases the breaking of bonding within the family. It takes out the peace and harmony of a human. Due to lack of awareness , many have lost their lives. As majority of the users are not aware of the problems that they are about to face in the vast society. People get lot of chance to lose their consciousness towards society. It increases the breaking of bonding within the family. It takes out the peace and harmony of a human. Due to lack of awareness , many have lost their lives.Pornography through internet may have harmful effects on adolescents. However, usage of the porngraphy doesnot stop here. College goers are consumers of internet pornography as well.Violent Pornography : It contains images that explicit the violence of various degrees perpetuated against an individual by another or group.Non-violent pornography : It contains images of no explicit content but may imply submissive or violent nature by the position of the models or the use of props. They also imply unequal relatioships by differential dress, positioning or costuming.Erotica : It contains sexual images that have their focus of mutually pleasurable sexual expression between people interacting. They have no sexist or viloent connections and are hinged on equal power between individuals. Non-concensual pornography : According to law professor at University of Miami, Mary Anne Franks, she states that revenge porn can be termed as Non-Concensual pornography which is more appropriate.Statement of the problem :The reasons for the researcher to pick on this topic is because of a major case happened in Tamilnadu. Those are : Vinupriya, a 21 year old girl who had committed suicide due to her morphed picture was released in internet by her neighbor. Where, she was being victimized again and again by the media, family members did not believe in her that she did not pose like that in the morphed picture. The case was filed under sections 65c,67&67A from IT Act 2000 on 23rd June 2016. She committed suicide on 26th June 2016, Facebook has replied on 28th June 2016 with the IP Address of the culprit. The IP which has been digged and provided by Facebook passed through 50 IP Addresses and 300 mobile numbers.Review of LiteratureThe internet enabled technology has changed the way of adolescents that they encounter and consume sexually explicit material. Once it was a telephone line attached to a personal computer but now, internet is availbale on laptop, video games, mobiles,etc., which has lead to the easy access towards pornography( Eric W. Owens, Richard J. Behun, Jill C. Manning & Rory C. Reid (2012) ). The devices which are being enabled with internet have indiscriminately allowed people of all ages to consume,create and distribute sexually explicit content and it has become more common for adolescents worldwide (Flood,2007, Lo&Wei,2005).Internet has become a highly sexualized environment and research has shown significant increase of adolescents who intentionally or accidentally encounters porngraphic materials online ( Peter & Valkenburg, 2006a, Mitchell, Wolak, & Finkelhor, 2007). The volume and range of sexually explicit content in the internet are remarkably high in rate.The risk of cyber bullying, sexual victimization or harassment from others is real and pervasive (Coopersmith, 2006, Federal Bureau of Investigation, 2011).If a minor access to a porn site then he or she can simply click on the button with the label â€Å"Click here if you are 18 years of age or older†(FreemanLongo 2000).Krauss and Russell(2008), states that if an individual is exposed to pornography in the earlier age then the person seems to have the chance of earlier onset of sexual contact.Research MethodologyThis chapter contains the methods and sample selection done by the researcher to complete this study.Objective:To find the addictive level among college goers.Hypothesis:The respondents will have high addictive nature.Universe: The Universe of the study is decided to be College Goers in Coimbatore City, Tamilnadu. Sample:The sample of the study comprises all (willing) college students in Coimbatore City.Sampling Technique: The technique followed by the researcher for this study is Convenient Sampling in Non-Probability Sampling Technique.Sample Size: Totally 60 (Both Male & Female) samples were collected from the college students. Data Collection:The data for the study was collected using a tool developed by the researcher which includes addictive measure of the respondents.Study Tool: Researcher with the help of the guide has developed the Socio-economic demographic variable which remains the Part-I of the questionnaire. Part-II of the questionnaire shall consist of Addictive measurements.Part-I Socio-demographic data sheet:It used to collect personal data of the college students: Age, Sex, Marital Status, Year of study, recharge interval, Access of internet.Part-II Addictive Measurement:The questionnaire consists of 18 questions to be answered with the scale of 7 as never to all the time. Where addictive nature is measured with the total of 70 counts. Pilot Study: Pilot Study was carried out on a sample of 18 females college students in Coimbatore city, Tamilnadu. According to the result of pilot study, no modifications were done.Field Work: The researcher started to collect data from 25th March 2016 to 27th March 2016. The data was collected according to the research work circumstances. The researcher introduced to the respondents, the purpose and nature of the study were explained and complete confidentiality of the data was assured. The respondents were asked if they were interested and agreed to participate in the study. After that questionnaire was distributed and asked to complete the questions. Researcher also created a tool in Google form and sent through mail Ids and private messages to the respondents.Ethical Consideration: There is no risk in taking the samples during the application of the research. Each respondent were informed clearly about the need and purpose of the study. Researcher also emphasized that participation would be voluntary. The confidentiality of the data was maintained, explained and also printed in the questionnaire.Statistical Analysis: The obtained data was reviewed, prepared for computer processing, coded, analysed and tabulated. Data Entry was done by a computer software package, while statistical analysis was done by using statistical software package SPSS version 21. Data was presented in the form of mean, median, mode, one sample T-test and standard deviations.Significance (One Sample T-Test):The term â€Å"Significant† means important, while in statistics â€Å"Significant† means probably true. The P value is a probability, with a value ranging from zero to one.P>0.10 No evidence against the null hypothesis. The data appear to be consistent with the null hypothesis.0.05

Forex

It gets far too complicated to keep tabs on all four. I also recommend that traders choose one of the majors because the spread is the best and they are the most liquid. I personally follow only USED/CHEF because it moves the most every day. Foundation #2: Follow and understand the daily Force News and Analysis of the professional currency analysts. Even though this system is based solely on technical analysis of charts, it is important to get a birds-eye view of the currency markets and the news that affects the prices.It Is also Important that you know and understand what the key technical ‘support' predicted level to buy (where currency pair should move up on the charts), resistance s a predicted level to sell (where the currency pair should move down on the charts). Fortunately, all the best Force news and analysis is offered free on the Internet. Here is what you should do first: *While you are reading the daily news and technical analysis, write down on a piece of paper w hat direction the analysts are saying about the major currency pair you are following and the key support and resistance levels for the day. A. Go to foreknows. Mom and you will find rah news and analysis on the spot FAX markets. The site will give you the big picture of how the economic calendar ND central banks affect the currency markets. A great resource. B. Then go to festered. Com and click on the ‘Top Force Reports'. Here there is a wonderful listing of all the major daily currency analysis and forecasts with support and resistance and direction forecasts. C. Click on currency. Com and go to ‘Today's Market Research' and there you will find more excellent analysis on the Major Currency pairs. Another great Force Portal. D. Wry. Monterey. Com E. Free Force trading forum: www. Respiratory. Net F. Comprehensive listing of everything, related to the Force Markets: www. Engorge. Com/resource/glossary. SP Foundation #3: Only get into a trade when the FPS technical indic ators say when. Always trade with stop losses! It is important when you are trading Force, to be disciplined and to stick to a plan. Don't Just trade your ‘gut' feeling. Use the technical indicators outlined and always enter in stop losses on every trade. Foundation #4: Practice makes perfect. As they say, there is no substitute for hard work and diligence. Practice this system on a demo account and pretend the virtual money is your own real money.Do not open a live trading account until you are profitable trading on a demo account. Stick to the plan and you can be successful. Foundation #5: Trade with a DISCIPLINED Plan: The problem with many traders is that they take shopping more seriously than trading. The average shopper would not spend $400 without serious research and examination of the product he is about to purchase, yet the average trader would make a trade that could easily cost him $400 based on little more than a â€Å"feeling† or â€Å"hunch. † Be s ure that you have a plan in place BEFORE you start to trade.The plan must include stop and limit levels for the trade, as your analysis should encompass the expected downside as well as the expected upside. Foundation #6: Cut your losses early and Let your Profits Run: This simple concept is one of the most difficult to implement and is the cause of most traders demise. Most traders violate their predetermined plan and take their profits before reaching their profit target because they feel uncomfortable sitting on a profitable position. These same people will easily sit on losing positions, allowing the market to move against them for hundreds of points in hopes that the market will come back.In addition, traders who have had their stops hit a few times only to see the market go back in heir favor once they are out, are quick to remove stops from their trading on the losing more then a predetermined amount! The mistaken belief is that every trade should be profitable. If you can ge t 3 out of 6 trades to be profitable then you are doing well. How then do you make money with only half of your trades being winners? You simply allow your profits on the winners to run and make sure that your losses are minimal.Foundation #7: Do not marry your trades The reason trading with a plan is the #1 tip is because most objective analysis is done before the trade is executed. Once a trader is in a position he/she tends to analyze the market differently in the â€Å"hopes† that the market will move in a favorable direction rather than objectively looking at the changing factors that may have turned against your original analysis. This is especially true of losses. Traders with a losing position tend to marry their position, which causes them to disregard the fact that all signs point towards continued losses. Foundation #8: Do not bet the farm Do not over trade.One of the most common mistakes that traders make is leveraging their account too high by trading much larger sizes than their account should prudently trade. Leverage is a double-edged sword. Just because one lot (100,000 units) of currency only requires $1000 as a minimum margin deposit, it does not mean that a trader with $5000 in his account should be able to trade 5 lots. One lot is $100,000 and should be treated as a $100,000 investment and not the $1000 put up as margin. Most traders analyze the charts correctly and place sensible trades, yet they tend to over leverage themselves.As a consequence of this, they are often forced to exit a position at the wrong time. A good rule of thumb is to never use more than 10% of your account at any given time. Trading strategy: TRENDS Trend is simply the overall direction prices are moving UP, DOWN, OR FLAT. The direction of the trend is absolutely essential to trading and analyzing the market. In the Foreign Exchange (FAX) Market, it is possible to profit from UP and Down movements, because of the buying and selling of one currency and against the other currency e. G. Buy US Dollar Sell Japanese Yen ex. Up Trend chart. SUPPORT Price supports are price areas where traders find that it is difficult for market prices to penetrate lower. Buying interest in the dollar is strong enough to overcome. Selling interest in the dollar keeping prices at a sustained level. RESISTANCE Resistance is the opposite of support and represents a price level where Selling Interest overcomes Buying interest and advancing prices are turning back. 3 50% Retrenchment. There are also 33% and 66% Retrenchments. 4 5 Step 1: Prepare your charts The Force Profit System uses 2 technical indicators to show you when you should enter and exit a trade.These are called the Parabolic SARA and the Exponential Moving Average 10, 25 and 50. A. Setup a 60 minute USED/CHEF chart. This is my favorite currency pair to trade because it swings up and down the most. You can choose any major pair you like though. B. Choose Parabolic SARA as an indicator. Click on displa y when it shows you the . 02 and . 2 acceleration factor and constant. C. Choose Moving Averages, Exponential 10, 25 and 50. D. Click on Exponential, then enter 10 in the Period box, then K E. You should have the Parabolic SARA and the three Ma's 10, 25 and 50 in different colors on your charts.Step 2: When to Enter and Exit your Trades This is what your chart should look like. These are the FPS indicators that I use to trade. The EMMA 10 should be in pink, the EMMA 25 should be in yellow, and the EMMA 50 should be in blue. The Parabolic SARA is charted with dots above and below the line. When to ENTER a trade The FPS indicators tell you when to get into a trade when the EMMA ten crosses the 25 and the 50. If the ten crosses the 25 and 50 up from the bottom, you enter your trade ‘long and ‘buy.If the 10 cross the 25 and 50 down from the top you go ‘short' and ‘sell'. Make sure that when you get into your trade that the Parabolic SARA is on the bottom when you go long and on the top when you go short. In the example above, on October 1 5th, there was a great opportunity to go long on the USED/CHEF pair, where I circled and labeled enter. Notice how the EMMA 10 crossed up the 25 and 50 and the Par SARA was on the bottom. *If you are trading the hourly charts like in the above example, make sure that the 15 min charts Parabolic SARA is going the same way.Simply click on the arrow beside the 60 min and change it to 15 min and your studies will automatically adjust to the new time frame. Never trade against the 15 min Parabolic SARA! When to EXIT a trade 6 The best time to exit a trade is when the price crosses back down through all 3 Ma's USED/CHEF on the 20th crossed back down all three indicators where I circled EXIT. If o held this position all week, you could have made a 275 pip profit. With 1 lot traded on a standard account this would have been approximately $1780. 00 in profit. With 2 lots–$3560! A mini account would have prof ited you $178 and $356 respectively.If you profited 275 pips with ERR/USED or GAP/USED you would have made approximately $10 per pip, which you would have made $2750 with one lot and $5500 with 2 lots traded. Not bad for one week! Where to Set the Stop Loss When you open a demo account you will find on the online trading platform that you will always be able to enter a stop order level that will automatically stop out your read at the level you set, or a limit order that will close your position at your desired profit level. Using the FPS means that you should always set your level Just below the EMMA 50.As your position moves in the right direction, you should move your stop accordingly. Then if your position moves against you, you would have locked in your profits by moving up your stop order. It is important that if the prices cross back over the 10, 25 and 50 that you close your position. Here is an example of how the FPS works on the 15 min charts: Using the FPS on the 15 min c harts is more volatile, but it will give you more trades on n intra-day basis. On the example above you could have sold the USED/CHEF ‘short' at 1. 5060 and closed your position at 1. 000 for a 60 pip profit. One note of caution trading the 15 min charts: there are often times when the price will Whipsaw' back and forth, up and down through the 10,25 and 50 moving averages. If this happens soon after you entered a trade, close your position and wait till the moving averages fan out and the Parabolic SARA signals strong. 7 ‘Scalp' Trading the Min Charts System Scalp trading is when you use the 1 to 5 min charts to ‘scalp' small profits. These trades usually only last a few minutes to an hour. You can use the FPS to scalp trade Force on the 1 min charts.Here is how: Instead of using the 10, 25, 50 Ma's like we did in the above examples, put on the 25, 50 and 100 Ma's. Often it is best to scalp trade at the London Open (3:MAMA EST) or the New York open (8:00 AM EST) b ecause that is generally when the currency pairs will start to move more in one direction. When the actual price crosses all three indicators, you enter your trade, long or short. If the price crosses down through the 100 EMMA, enter short, if the price crosses up through the 100 EMMA go long. Make sure that you book a 5-10 pip profit.That is a $50-$100 dollar profit on a regular account, and more if you bought more lots. Don't try to hang on to you winning position too long, because the price can whipsaw back and you can lose. Take your 510 pip profit as soon as you can. Here is an example on the 1 min charts: price crossed up through the 100 EMMA and at 10:45 you could have closed your position (little circle) and made a 10 pip profit. Then again the price crossed back down the 100 EMMA at 1 1 EST. You could have sold the Yen short (big circle) and then ten minutes later made another 10 pip profit. Little circle) The Setup: Open up your trading platform and open a chart. Set the i nstrument to the currency pair of your choice. Set the chart pattern to filled candle. Set the timeshare to 30 minutes Set up a moving average line in your indicators menu. -set period to 11 days Now that you have your chart setup properly, go ahead and set up your normal indicators that you use for reassurance and entrance/exit, etc. I use an MAC, a volume indicator, and Bollixing bands, but everyone has their own theory on what works and why, and everyone has a reason why your indicators don't work when they seem to work Just fine for you!Now before I explain what you are doing with this setup I loud like you to set up the chart as I have indicated, and take a good solid look at the history of the data. Do you see any telltale signs yet, or have a clue as to what the point of the setup is yet? If you do not, do not worry or feel inferior, as this has slipped past some of the best. I happen to be great with numbers and have a strong background in analysis, so I was able to pick up on this trend mostly by dumb luck but good fortune and a keen eye for detail. Now that you have stared at your screen looking for it, I'll explain myself.What you are looking for is the moving average line, or herein referred to as the MA, that you et up on your chart to cross through the price line. You are probably saying to yourself, â€Å"This happens like every hour or so, what gives? â€Å". Well, it does happen fairly often, maybe not that drastically, but it does. The key point is where the MA crosses the price line. You don't need to worry or care about it crossing the thin peaks of the high/low lines on the candle, but you want to concentrate on it crossing through the middle of the wide, filled part of the candle, the openness prices.And further yet, it must cross in around the middle of this center section. If it crosses at the top or OTTOMH of the candle centre area, than you can pretty much disregard the trade. It may be profitable, but not worth the risk. Stick with the center of the central region and you will be much safer. Now, when the MA indeed crosses the price line through the centre of the central wide part of the candle, a trade signal is triggered. You should try and wait at least on the radar and its not about to recant its previous move.The chart is set to the 30 minute timeshare, so generally wait 30 minutes or so, unless the market suddenly takes a quick shift in that direction. Then you can open the position to catch the wing. Now to determine direction. If the MA moves from above the price line to below it, the trade is going to be long. And likewise, if the MA moves through the candle from below the price line, the trade will be short. This can be verified by checking your indicators that you have set up to corroborate with your MA.To better clarify this direction idea, if after the cross the price is below the MA, the price is most likely dropping or SHORT. If the after the cross the price is above the MA, the price is consid ered to be rising and the trade is LONG. Another important factor to consider. While an MAC is a great too to determine market direction and activity, in this case it helps to build on the strength of the trend that we are pointing out here. If the MA crosses the price line from above to below, so that the trade we have forecasted is long, we can compare this with the MAC.If the MAC average lines are above the zero line, then you can expect a large climb. If the trade was reported as short, and the average lines on the MAC screen were below the zero line, you could expect to a see a rather large drop. When I say large drop or gain, I am speaking of 75, 100, 150 point gains. This is not to say that if, n a long trade for instance, the average lines on the MAC are BELOW the zero that you will NOT see a gain. It generally will provide a gain, but of 20, 30, or maybe even 50 points. Where you exit the trade is up to you and how much you can tolerate and are willing to risk.If you feel c omfortable taking 30 points and are okay with yourself if it does end up going to 150 points above your buy price, then good for you. If you are a thrill-seeker and go for the 150, I wish you all the best of luck! You may or may not need it. That's it! It's Just that simple! If you move back through the history of the chart and kook at when and where the MA crosses the price line, you can see for yourself that it seems to catch every big movement, and almost all of the smaller ones. This set can be used on the minute chart for mid-term trades and further yet on the daily chart for longer term setups.Make sure that you are using your regular technical indicators to monitor market activity and ensure the trade is on target. If you are looking to enter a short and your MAC says long, or the 30 minute chart is oversold, you are asking for trouble. You need checks and balances with any system to eliminate as much of the margin of error as possible. The Force Profit System is specifically designed for use with the 1, 5 or 10 minute charts, with the goal of taking 5-20 pip profits per trade?closing bad trades out using tight stops, or hedging any losing trades.The following steps will show you how to do this. Set up your charts: USED (or whatever currency pair you like) , 5 min, line and the chart will appear on the right hand side. Maximize the chart to fill the right hand side. Now if you want to make the price line darker, you can right click right on the price line and a properties box will appear. You can adjust the thickness of the line. Now we will add the Moving Averages to the chart. We will be using the Exponential Moving Average 10, the Bollixing Band Exponential Set at 20, and the Exponential Moving Average 50.Click on Moving Average on the left hand side under Studies. Set your first MA to 10, close, exponential and you can make it red with line width 2 under the Color/Style Tab. Click on Moving Average again and add your MA 50, close, exponential and ma ke this line blue with line width 2. Now we will add 3 more indicators below the chart to help us confirm the trend, and to help us identify exact entry and exit buy or sell signals. The following indicators give us insight into the momentum, direction and overbought/sold indicators.Used along with the Exponential Moving Averages, Parabolic SARA and Bollixing Bands?these indicators can be very helpful to the day trader. MAC Histogram. Read about how to trade the MAC Histogram here: http:// www. Incredibleness. Com/technical/Mac_histogram. HTML Relative Strength Index (RSI) Read about how to trade the RSI here: http://www. Incredibleness. Com/technical/ relative_strength_index. HTML Slow Stochastic Read about how to trade the Slow Stochastic here: http://www. Incredibleness. Com/ technical/slow_stochastic. Tm Now add these studies to your charts.Under Studies click on MAC Histogram and use the default settings (9,Exponential, 12, 26, Close, Exponential) and set the line width to 2. Y our study will automatically open under your chart. Under Studies click on Relative Strength Index and set it to 14 and set the line width to 2. Your study will automatically open under your chart. Under Studies click on Slow Stochastic and set it to (533, Exponential) and make the %K line blue with line width 2, and the %D line red with line width 2. Your chart, with all the studies on it should now look like this (example of USED/CAD 10 in chart): I clicked on the zoom in button a couple of times. *tip: If you are in a winning trade, you can move your stop to your entry level, so that if your trade moves against you, the platform closes your position without any losses. **tip: You should be comfortable setting your stop Order at 15-20 pips. If you can't handle a 15-20 pip loss, then you are need to trade smaller amounts. This will help you from over leveraging your trading account. Limit Order: Is a price you enter into an open position for the trading platform to automatically cl ose your position at a profit. For example, you might set your limit order at a 15 pip profit.If the exchange rate never hits that level, then the Order doesn't get filled. We will be looking at 3 different ways to day trade the Force Markets. In a trading session, you may look for 1 or more of these approaches. The 3 techniques are as follows: Trade the Breakout Trade the Trend Trading Tops and Bottoms Micro Trading Before we look at these trading approaches, let's answer a question that is often asked by new traders. When is the best time to trade? Because the Force Market is open rash a day, and traded on a global scale, the question to ask is, When should I trade?.The good news is that no matter what time zone or hemisphere you live in globally, there are always good opportunities to trade. The three major trading ‘sessions' are as follows (all in Eastern Standard Time): 1 . New York open 8:00 AM to 4:00 PM 2. Japanese/Australian open 7:00 PM to 3:00 AM 3. London open 3:00 AM to 8:00 AM **Often, the best times to trade is at the beginning 3-5 hours of the above mentioned opening times, because the major currency pairs tend to move the most in a particular direction. The first Transformed. Com trading technique we will look at is he easiest to recognize on the charts.We will call it ‘Trade the Breakout'. You can use the 5, 10 or 15 minute charts for this method. The indicators on the 5 minute charts are the fastest. Practice until you feel comfortable with the time frame that suits you best. 1. Trade the Breakout The principle behind trading the breakout is to enter a trade when the price ‘breaks out' of a tight range, because often it tends to keep moving in the same direction. We use our Bollixing Bands on our charts to spot this trading opportunity. The second Transformed. Com trading technique uses the same principles, but is less extreme.

Contemporary Issues in the Real Estate and Impact of a Business Man Essay

Contemporary Issues in the Real Estate and Impact of a Business Man - Essay Example With the great interest and focus I have in real-estate business, I would majorly want to venture into lean upscale store investment as part of the real-estate portfolio I seek to build. This will make it possible to tap on the newly developing market segment in the real estate, which is spelling doom for the traditionally expansive and blotted office and tenant spaces3. Thus, my focus would be to venture in the real-estate development that specifically invests in shopping centers and malls that are strategically located in upscale neighborhoods, which are partitioned into lean stores and tenant spaces. This will enable my real-estate portfolio to take advantage of the increasing demand for lean store tenant spaces, while at the same time enabling my tenants to take advantage of the increasing online shopping trend for the retail customers. The issue of lean-store tenant space is important to me since my focus and business acumen is majorly on the real-estate business, which I seek to expand and move internationally. Online retail shopping is a globally developing customer trend. Therefore, focusing my real-estate portfolio on the construction of commercial structures offering lean tenant spaces is a facilitative strategy both for the future sustainability of my real-estate business as well as for the retail business seeking to enhance the online shopping experience for their customers. This way, building a real-estate business that is focused on upscale lean-tenant space stores development will ensure that my real estate business will have an advantage of offering low-cost renting retail spaces, thus attracting more retail businesses and increasing the demand for my real-estate portfolio in the increasingly competitive real-estate business world.

TYCO Essay Example | Topics and Well Written Essays - 1250 words

TYCO - Essay Example Lack of plan will leave leaders and staffs clueless on where the company is headed and what strategies are best get there. In order to highlight these statements, this paper will take a deeper look at planning function of management in Tyco International (Tyco). The first section will be a brief introduction to the business organization in order to fully recognize the issues that it faces. Secondly, this paper will identify and analyze the legal issues, ethics and corporate responsibility which have a profound impact on its planning function. Lastly, it will analyze three factors which influence its tactical, operational, strategic, and contingency planning. Tyco International is "is a highly diversified global company that provides thousands of products and services vitally important to residential and commercial customers" (Tyco 2008). The business organization's product line is diverse which range from electronic security and alarm monitoring to fire-fighting equipment and breathing apparatus, and from water purification and flow control solutions to galvanized steel tubes and armored wire and cable. The company is organized into five business segments namely ADT Worldwide, Fire Protection Services, Safety Products, Flow Control, and Electrical and Metal Products (Tyco 2008). The operation planning function of management in Tyco has always been influenced by the legal issues that can surface from the decision that it makes. It should be noted that being a prominent and one of the largest companies in the world, Tyco faced the legal implications of its actions as it is always under the scrutiny of its stakeholders including the government, its stockholders, and its customers. With its quest in conquering the global business arena by opening up operations in countries all over the world, Tyco maintains its commitment in adhering to the laws and regulations implemented in the geographical regions where it operates. The company has always considered upholding its legal standards through its adherence to the financial reporting standards which is set by the governing bodies. It should be noted that while large companies like Enron and HealthSouth faced legal battles in 2001-2003, Tyco retains its credibility by emphasizing its commitment to report its activi ties utilizing the preset standards (Tyco International 2008). In this, it can be seen that Tyco's initial plan to be successful in its operation by being mindful to the various legal constraints becomes visible. Until now, the legality of the operation of the company and its different processes is a primary concern in its planning activities. Ethics have also been an important part of the culture of Tyco which also becomes a tenet in its long-term and short-term plans. Through its commitment of upholding moral excellence among its directors and leaders, the business organization have had taken actions in order to eliminate dishonesty and abuse of power. It should be noted that during 2002, Tyco filed federal suit against its former executive president Mark Swartz and corporate counsel Frank Walsh for

Life Essay Example | Topics and Well Written Essays - 500 words - 1

Life - Essay Example This particular speech reverses the pride and confidence that the young black girl had felt about her as the speaker constantly reminds her of her â€Å"unfortunate† place in the hierarchy of things within the white supremacist state of things. However, the speech of Mr Reeds serves to restore this pride as the young girl is made once again to believe in herself (Angelou 74). This poem marks a journey for the young girl from the point of innocence to that of truth. She is confronted by the hard reality of racism as it represents itself in the external world. From this point, the girl is then empowered to appreciate her identity and not accept any systems or discourses that are designed to diminish the girl’s self-identity. As such, the awakening experience helps her to live a better life. Similarly, Malcolm X’s story, â€Å"A Homemade Education† brings out the positive tone of the civil rights movement’s leader who taught himself a great deal about reading while in prison (Malcolm 56). It is a story that narrates the triumph of the human spirit amid the difficult and trying conditions of prison life. The ability to progress in reading and education outside the guidance of the formal system is a task that requires motivation and sacrifice. In essence, this story is meant to motivate the reader in a manner that would make him aspire to the kind of inner drive, which helped Malcolm X ascend to higher levels of knowledge. As such, the main themes of motivation, strength, and will power, which seem to inform the course of this story, are brought out as consequences of ambition and focus. Some qualities enabled Malcolm X to transform his life from that of a miscreant in the society to one of motivation, positive personality, and high levels of influenc e. Zora Hurston’s story â€Å"How it Feels to be Coloured Me† confronts the subject of racism in a forthright and creative manner. This story tells of how a young woman learns to come to terms with

Statistics Essay Example | Topics and Well Written Essays - 2500 words

Statistics - Essay Example Find your name in the list and make a note of your dataset number. You will use this to access your own datasets for the questions in section B. This project is worth 100% of the final mark Section A: Statistics Quiz Answers to questions in this section require no more than one or two sentences each! 1. Quantitative variables can be discrete or continuous. Explain the difference between discrete data and continuous data, and give one example of each. Answer: A discrete variable can assume only a countable number of values such as number of persons in a family, whereas a continuous variable can assume any numerical value over a certain interval or intervals (uncountable number of values) such as height of a person. 2. A measure of location is a quantity which is ‘typical’ of the data. Give the names of three such measures, and explain (in words, not formulae) how each is found. Answer: The most common measures of central tendency or location used to describe data are; Mod e: This is the most commonly occurring value. Median: The middle value when all the data are placed in order. Mean (Arithmetic Mean): It is the ratio of the sum of the scores to the number of the scores. 3. What is a measure of spread? Give the names of three such measures. ... in figure 1 suggests that median would be a suitable measure of location and interquartile range would be a suitable measure of spread for these data. 5. The probability that a ship has a defective radar is 0.05. The probability that a ship has a defective echo is 0.06. Three in one hundred ships have both a defective echo and a defective radar. Find the probability that a randomly chosen ship has either a defective echo or a defective radar. Answer: P(def. radar) = 0.05 P(def. echo) = 0.06 P(def. radar and def. echo) = 3/100 = 0.03 P (def. radar or def. echo) = P(def. radar) + P(def. echo) – P(def. radar and def. echo) P (def. radar or def. echo) = 0.05 + 0.06 – 0.03 = 0.08 6. Under what conditions might we use a binomial distribution as a probability model for our data? Answer: We use a binomial distribution when following four conditions are satisfied; The number of trials ‘n’ is fixed. Each trial is independent. Each trial represents one of two outcomes ("success" or "failure"). The probability of success ‘p’ is the same for each trial. 7. Under what conditions might we use a normal distribution as a probability model for our data? Answer: The mean, median and mode are equal The graph is symmetrical about the mean (50% above and 50% below) Because 100% of the distribution lies below the curve, the total area below the curve is 100% or 1.  ± 68% of the sample lies within one standard deviation of the mean; 34% above and 34% below  ± 96% within two standard deviations: 48% above and 48% below  ± 99.7% within three standard deviations: 49.85% above and 49.85% below The two ends are asymptotic to the horizontal axis. 8. In hypothesis testing, the p-value can be thought of as the chance of obtaining the observed results, or more extreme results, if the

Impacts of the recent mortgage crisis on the money supply in the Research Paper

Impacts of the recent mortgage crisis on the money supply in the United States and the actions of Federal Reserve take in response to the mortgage crisis - Research Paper Example One of the major reasons of the recent financial crisis in United Sates was the mortgage crisis. Mortgage crisis refers to a situation in which the money borrowers fail to repay the money they lent from financial institutions. American financial institutions miscalculated that American economy is strong enough to overcome any kind of crisis situation and it is not necessary to bother much about the repaying capacities of the people who approach them for loans and other financial aids. Greedy public exploited the opportunities very well and they approached American banks for financial aids to purchase lavish apartments, real estate properties, vehicles etc. American banks imposed no restrictions in mortgage sanctioning and dispersed huge amount of money for maximising their profits. In most of the other countries, mortgages are sanctioned only after the assessment of the financial abilities of the customer. But in America, banks have shown fewer interests in assessing the abilities of the customers. The unexpected mortgage crisis impacted heavily on the money supply in America and Federal Reserve forced to take strong measures to counter the mortgage crisis. Impacts of the recent mortgage crisis on the money supply in the United States The major impact of the recent mortgage crisis on money supply in America was the change in behaviours of the investors.... driven some analysts to argue that should the monetary policy response fail to restore confidence among investors, the outcome would be the worst crisis seen since the Great Depression† (The United States Subprime Mortgage Crisis And Its Implications For The Caribbean, 2008, p.1). Real estate sector was the worst affected industry as a result of the recent mortgage crisis and subsequent money supply problems. Majority of the real estate business groups rely heavily on mortgages from financial institutions for the completion of their projects. As a result of the reluctance of the investors in investing in banks, Banks started to find money shortages to assist the real estate sector. Banks started to impose strict norms for sanctioning mortgages to real estate people. Moreover, people who approached banks for financial aids for purchasing properties were told that no more mortgages were possible without adequate proof about their financial abilities. Thus, both the real estate bu siness groups and the people who liked to purchase some properties suffered heavily and as a result of that real estate business started collapse. The impacts of mortgage crisis have not been limited to the financial sector alone. In fact, it has spilled into the real economy also and as result of that American economic growth has been reduced considerably over the last four years period. Economic activities in America have been reduced considerably because of the shortage of money in the hands of the public. Moreover, Americans started realise the importance of saving money for future crisis situations as they learned a lesson from the recent crisis. Thus, Americans started to cut down their lavish spending habits because of the mortgage crisis and subsequent recession problems. According to

Business law questions Essay Example | Topics and Well Written Essays - 1000 words

Business law questions - Essay Example The first of these is the belief that the current trajectory of the economy and governmental spending models is unsustainable and will result in a crash of epic proportions once the currency loses its strength and/or a loss of faith within the monetary system is evidenced around the world. However, a secondary and more nuanced approach is that debt and budget deficits in and of themselves are not necessarily a bad thing; rather such an approach seeks to prove that as long as the economy is growing at a commensurately faster rate than is the national debt and budget deficits, then all is well. As a function of analyzing these two approaches and drawing a level of inference from them, this brief analysis will succinctly define both of these approaches and enumerate upon the strengths and weaknesses that both portend. Firstly, with regards to the pessimists approach that the current levels of debt and budget deficits are untenable, one can look to the contrary example of Japan and many other highly developed and wealthy nations around the world to give first hand evidence of the fact that high levels of sustained debt and budget deficits are not necessarily proof that the end of the economic system is soon to be realized. However, just because there are other nations in the world that sustain high levels of debt and continue to experience large yearly budget deficits should not be understood to mean that these factors do not have any effect at all on the overall economic strength of the system. Secondly, the alternative view supports the fact that debt and budget deficits are not necessarily a bad thing; especially considering the extant need that is exhibited within the current economy. Individuals that espouse this approach, such as Paul Krugman, believe that the government and the society at large exhibits a need that must be fulfilled during such difficult

History of Psychology Essay Example | Topics and Well Written Essays - 1250 words

History of Psychology - Essay Example Same is with the study of different kinds of areas of education. Psychology is a kind of social science that has emerged to be one of the prime aspects of life today. All the marketing activities are revolving around the concepts of psychology which have evolved over the last 100 years. The research and development that has taken place has multiplied with each passing year. All the fundamental aspects of human life and functioning are now explained through the various concepts of psychology. Hence psychology has become an integral part of our lives. The type and extent of research that was done at the start of 1900s was different from what it is today. Methods of research are increasing, and developing; providing room for improvement to the research that was already present. Also the theories and concepts which were popular in the start were not as important as more concepts were coming as research was growing. A cross-sectional analysis of the studies which were conducted in two different time frames would provide one with a better picture regarding the difference of opinions, topics and concepts in different eras. For this purpose, two articles have been chosen pertaining to different eras of the 1900s. Thorough analysis of these articles would help us understand the evolution of research and concepts in psychology. The first article that has been chosen was published in 1914 in the Psychological Bulletin/ Psychological Review Company, named as "Psychology of religion". This article was written by Elsworth Faris and advocated the different concepts prevailing regarding religion in the world and their linkage to the psychology of human beings. The other article was chosen from the same journal but published in 1958. The opening remarks from the symposium on relationships between religion and mental health, delivered by Herman Fiefel, were chosen to be analyzed. Like the previous article this article also talks about the relationship between religion and its effect on the mental state of mankind. (Faris, 1914) To start off with, religion has a fundamental link with the mental health and stability of a person. It has been established that believing in the presence of the unknown power above us helps us to live better/accountable lives in this world. It makes us responsible for our actions and can help make the world a better place. This topic has been discussed and researched upon over the years by scientists and results have shown linkage between the two aspects of life. While going through the first article, one notices that the common concept of psychology and religion, pragmatism, is being discussed; the fact that at that time all the concepts were considered important only when they were proved. Pragmatism talks about the purposes behind everything and not a single purpose; it strives to prove to concepts. In the article, the author believes that the faith Christianity is the epitome of the riddle of existence. Although the article clearly mentions that education is an important factor in the development of sound religious concepts. Education helps the person identify with the key facts of the religion; these facts are the presence of a single power which can help them with thing; the fact that they will be offered redemption, the existence of evil and the presence of self-esteem of man. These beliefs are

Engineering Management Research Paper Example | Topics and Well Written Essays - 250 words

Engineering Management - Research Paper Example borrowed from the society practices and must consider the immediate environment to ensure that the organization’s operations are not against the norms of the society, which may work against to their disadvantage. Managers should also understand that organization norms vary from one company to another and are set based on what every organization values most. One missing link that most construction managers need to comprehend is the connection between the organization’s culture and efficient delivery of construction projects. This is because organizational culture influences the perception of its members, controls their behaviors, and integrates its internal processes with the external demands to ensure harmonious correlation with all the factors influencing construction (Cheung, Wong & Wu, 2011). Practicing engineering managers need to understand that all construction contractual agreements, procurement procedures, and utilization of construction materials are based on culture of the organizations. This will help protect the organization against abuses and leaves management with no room for guesswork. In case engineering management fails to appreciate organization culture, there is the risk of conflicts and resistance in the execution of the constructions plans from several quarters (Fellows, 2010),such as the community, the employees, and different dependable departments that directly impact the construction like procurement and finance, thus minimizing the overall

University and Library Tab Resources Essay Example for Free

University and Library Tab Resources Essay Student resource Where found Summary of the resource Syllabus Main forum materials Possible credits, courses,subjects and schedule to take them. Class Policies Classroom, materials tab Policies and procedures University Library Classroom, library tab Resources and resources for school University Academic Catalog Program tab, right of my program Information on your degree program and requirements University Learning Goals Classroom tab then Materials tab, goal setting labs Information and help with setting goals for class. Life Resource Center Program tab, services then the life resources center Support for life, work and class Phoenix Career Services Library, University Library, to the top and far right or from page 5th ;ink down on your left. support for information on careers that match your degree Student Workshops Programs tab, Services first one or home page 3rd link on your left Student Workshops provide help with your classes PhoenixConnect Phoenix connect tab Connect with other faculty professors and students. Technical Support phone number (877) 832-4867 For technical issues online Part B: Follow-Up Question Based on the resources in the table, what are the attendance, posting, and participation requirements for the university? Online In order to be in attendance during a week, a student must post at least one message to any of the course forums on two separate days during the online week. Deadlines for attendance are based on Mountain Standard Time (MST). Attendance is tracked automati-cally in all online courses.

Implications of Business Process Management for Operations Management Essay Example for Free

Implications of Business Process Management for Operations Management Essay Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean production and supply and â€Å"agile† manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. Armistead, C., Harrison, A. and Rowlands, P., â€Å"Business process re-engineering: lessons from operations management†, International Journal of Operations Production Management, Vol. 15 No. 12, 1995. 2. Garvi n, D., â€Å"Leveraging processes for strategic advantage†, Harvard Business Review, September-October 1995, pp. 77-90. 3. Oakland, J.S., Total Quality Management, Heinemann Professional, Oxford, 1989. 4. George, S., The Baldrige Quality System, Wiley, New York, NY, 1992. 5. Hakes, C., The Corporate Self-assessment Handbook for Measuring Business Excellence, Chapman Hall, London, 1995. 6. Hammer, M., â€Å"Re-engineering work: don’t automate, obliterate†, Harvard Business Review, June 1990. 7. Hammer, M. and Champy, J., Re-engineering the Corporation, Free Press, New York, NY, 1993. 8. Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W., Business Process Reengineering – Breakpoint Strategies for Market Dominance, Wiley-Hamilton, Santa Barbara, CA, 1993. 9. Davenport, T.H., Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Cambridge, MA, 1993. 10. Macdonald, J., â€Å"Together TQM and BPR are winners†, The TQM Magazine, Vol. 7 No. 3, 1995, pp. 21-5. 11. Mumford, E. and Hendricks, R., â€Å"Business process re-engineering RIP†, People Management, 2 May 1996, pp. 22-9. 12. Hinterhuber, H.H., â€Å"Business process management: the European approach†, Business Change Re-engineering, Vol. 2 No. 4, 1995, pp. 63-73. 13. Armistead, C. and Grant, A., â€Å"Business process management: the future of organisations?†, Proceedings of the Third European Academic Conference on Business Process Redesign, Cranfield University, 21-22 February 1996. 14.  Strauss, A. and Corbin, J., Basics of Qualitative Research, Sage, Newbury Park, CA, 1990. 15. Eden, C., â€Å"Cognitive mapping†, European Journal of Operational Research, Vol. 36, 1988, pp. 1-13. 16. Browning, J., â€Å"The power of process redesign†, McKinsey Quarterly, Vol. 1, pp. 47-58, 1993. 17. Tucker, M., Successful Process Management in a Week, Headway-Hodder Stoughton, Sevenoaks, Kent, 1996. 18. Melan, E., â€Å"Process management: a unifying framework†, National Productivity Review, 1989, Vol. 8, pp. 395-406. 19. Stewart, T., â€Å"The search for the organisation of tomorrow†, Fortune, May 1992, pp. 91-8. IJOPM 17,9 898 20. Ghoshal, S. and Bartlett, C., â€Å"Changing the role of top management: beyond structure to processes†, Harvard Business Review, January-February 1995, pp. 86-96. 21. Galbraith, J.R., Designing Organisations, Jossey Bass, San Francisco, CA, 1995. 22. Hendry, J., â€Å"Process reengineering and the dynamic balance of the organisation†, European Management Journal, Vol. 13 No. 1, March 1995. 23. Cameron, K.S., â€Å"Effectiveness as paradox: consensus and conflict in conceptions of organisational effectiveness†, Management Science, Vol. 32 No. 5, May 1986, pp. 539-53. 24. Majchrzak, A. and Wang, Q., â€Å"Breaking the functional mind-set in process organisations†, Harvard Business Review, September-October 1996, pp. 93-9. 25. Kroeber and Kluckhohn, â€Å"Culture; a critical review of concepts and definitions†, Harvard University papers of the Peabody Museum of American Archaeology and Ethnology, Vol. 47, 1952. 26. Ascari, A., Rock, M. and Dutta, S., â€Å"Reengineering and organisational change: lessons from a comparative analysis of company experiences†, European Management Journal, Vol. 13 No. 1, March 1995. 27. O’Brien, D. and Wainwright, J., â€Å"Winning as a team of teams – transforming the mindset of the organisation at National and Provincial Building Society†, The Journal of Corporate Transformation, Vol. 1 No. 3, 1993. 28. Childe, S.J., Maull, R.S. and Bennett, J., â€Å"Frameworks for understanding business process re-engineering†, International Journal of Operations Production Management, Vol. 14 No. 12, 1994, pp. 22-34. 29. Coulson-Thomas, C.J., â€Å"Business process re-engineering: the development requirements and implications†, Executive Development, Vol. 8 No. 2, 1995, pp. 3-6. 30. Crawley, W.J., Mekechuk, B.J. and Oickle, G.K., â€Å"Powering up for change†, CA Magazine, June/July 1995, pp. 33-8. 31. Deming, W.E., Out of Crisis, Cambridge University Press, 1986. 32. Wheeler, D.J., Understanding Variation – The Key to Managing Chaos, SPC Press, Knoxville, TN, 1993. 33. CIM-OSA Standards, CIM-OSA Reference Architecture, AMICE ESPRIT, 1989. 34. Araujo, L. and Easton, G., â€Å"Strategy: where is the pattern?†, Organisation, Vol. 3 No. 3, 1996, pp. 361-83. 35. Segal-Horn, S. and Bowman, C., â€Å"Strategic management and BPR†, in Managing Business Processes: BPR and Beyond, John Wiley Sons, New York, NY, 1996, pp. 85-101. 36. Ferdows, K. and De Meyer, A., â€Å"Lasting improvement in manufacturing performance: in search of a new theory†, INSEAD Working Paper, INSEAD, Fontainebleau, 1989. 37. Senge, P.M., The Fifth Discipline, Century Business, London, 1990. 38. Davies, M., â€Å"Business dynamics: business process re-engineering and systems dynamics†, in Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 215-42. 39. Armistead, C.G. and Rowland, P., Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 39-61.

The Bangladesh Liberation War, 1971

The Bangladesh Liberation War, 1971 India Pakistan War 1971 also known as Bangladesh Liberation War was as armed conflict between India and East Pakistan against West Pakistan. The war resulted in massive defeat of West Pakistan and secession of East Pakistan which is now known as Bangladesh. The war broke out on November 14 1971, initially engaging East Pakistan and West Pakistan, and later joined by India after attack of West Pakistan on the Indian Air Bases on December 3rd 1971. The war lasted until December 17th 1971. The cultural difference, economic exploitation, and language controversy between East Pakistan and West Pakistan led to separatist movement in East Pakistan. The army of West Pakistan launched Operation Searchlight to crush the movement. The massacre of thousands of civilians in East Pakistan was the main cause of the war. This research paper examines the study of the major combats and tactics used by both militaries. India and Pakistan got freedom from British rule and became separate nations in August 1947. Since then they fought many wars. In the year of 1971, East Pakistan which was the part of Pakistan earlier started protesting against the policy of the Pakistani Government. Pakistani failure to accommodate demands for autonomy in East Pakistan led to a separatist movement. West Pakistani Government launched fierce campaign called Operation Searchlight to crush the separatist movement. In 1971 West Pakistani Army carried out genocide in East Pakistan. Millions were killed and about ten millions refugees fled to India during the genocide. India already suffering from humanitarian and economic crisis was not able to carry burden of 10 million refugees. India started aiding to the Liberation Army of East Pakistan also called as Mukti Bahini to make East Pakistan an independent state and restore those refugees back to their homeland. This way the war in Eastern Theater started engaging Indian Mi litary, West Pakistani Military and Liberation Army. To release the pressure from the soldiers fighting in the East Pakistan and, to draw worlds attention away from the Genocide, West Pakistani Air Force attacked Indian Air Bases on December 3rd 1971. After the attack, India officially entered into war with West Pakistan. December 3rd 1971, 5.45 pm in evening, Pakistan launched massive attack against India by bombing Indian Airfields at Amritsar, Pathankot, Srinagar, Avantipur, Uttarlai, Faridpur, Chandigarh, Ambala and Agra. Pakistans main intention was to carry out massive air attack like the one that Israel carried out against Egypt in 1967 destroying Egyptian Air force completely. It was pre-emptive strike to destroy the Indian Air Force (IAF) completely before launching massive ground attack. The Pakistani Air Force (PAF) plane came in formation of 2, 3 and 6 and could not cause any irreparable damage to Indian planes or to Runway. Pakistan Air Force didnt succeed because of the simple reason that the Israeli plan that was studied and rehearsed by PAF was also studied by IAF. So the Pakistani attack on Indian Air bases was partially known to IAF thats why IAF took necessary caution for such kind of attack. The Indian command had dispersed most of its war planes from the forward air field to the interior areas which were away from the normal range of Pakistani Bombers. IAF took the precaution of hiding their planes inside the concrete pens so that only direct hit can destroy the plane. Almost all the Indian airfields were protected by the ack-ack anti aircraft guns hidden under the camouflaged netting. In response to Pakistani attack, Indian Air Force planes took off for Pakistan at the midnight 12.30 Am on December 4th 1971. Indian bombers attacked almost all Pakistani air fields in the West within 5 hour of taking to the air. IAF flew 500 sorties on the first night of attack. IAF flew equal amount of sorties in east and west but did more damage in East Pakistan. IAF destroyed half of the strength of PAF in east and PAF was left with only 9 Sabre Jets in the east. On 6th December 1971 IAF carried out 120 sorties for ground attack only. The IAF airman went to Attock to bomb Pakistani Refinery. Along with that, they destroyed eight railway station carrying military supplies and ammunitions and 22 wagons of goods train. IAF destroyed Pakistani target such as Bridges, Petrol Pumps, tanks, armored vehicles etc. IAF pilots carried out attacks on the PAF airbases at Mianwali, Murid,Sargodha, Sharkot, Chander and Risawala. During the 14 Day war period, IAF flew some 4000 stories in the we st and 2000 in the East.IAF also helped ground troops in many ground battles. In the Western Theater of war, the Indian Navy under the command of Vice Admiral Kohli achieved success by attacking Karachis port in the code named Operation Trident on the night of 4-5 December. Pakistani Naval headquarters was based at the historic and strategic port of Karachi here almost their entire fleet was concentrated. Pakistan attacked on Indian Airbases on December 3rd so it wasnt possible to carry out attack on the same night for Indian Navy. The attack was planned for the night of 4-5th December which was to be coordinated by continuous aerial bombardment from the IAF. The first attack on Karachi was to be undertaken by the Killer squadron which had these three missile boats; INS Nipat, INS Nirghat and INS Veer later accompanied by INS Kiltan and INS Vidyut. The fleet moved closer to the Pakistani land in the darkness of night. When the fleet was 70 miles away from Karachi, the squadron commander (K-25) B.B Yadav detected a contact at a distance of about 45 miles and a second contact about 42 miles northeast. That was the Pakistani destroyer Khaibar which failed to receive orders on investigation possible contact south of Karachi. K-25 ordered INS Nirghst to handle the contact in northwest. When INS Nirghat saw destroyer coming straight at the force, it launched a missile. When Khaibar saw a bright light approaching her they open fir anti aircraft gun mistaking it to be an aircraft. The missile struck Khaibar and exploded below the aft galley about 22.45hrs Pakistani time.

Teaching Frederick Douglass in American School Systems Essay -- Freder

Teaching Frederick Douglass in American School Systems With the increasing popularity of educational standards and standardized testing many are beginning to ask, "What is the purpose of education?" Is the goal of education to fill students' minds with a curriculum of facts, or is it to prepare them to be productive members of society? If the answer to this question is the latter of those two, what do they need to know in order to be good citizens and how should that be taught? Tolerance is one issue that educators are leaning towards in their own curriculum. Over the years Americans have made advancements in the area of tolerance, yet there are still some presuppositions that lurk within society. The best way to deal with this issue is to educate people with the truth and provide them with opportunities to see the world through the eyes of one who is oppressed. Frederick Douglass's Narrative of the Life of Frederick Douglass, an American Slave, Written by Himself invites readers into the life of one who is oppressed so that they might s ee of how damaging intolerance is for those who are enslaved by its prejudices as well as those who hold those harsh sentiments. For this very reason Douglass serves as an excellent resource to personalize issues such as these and bring them into an academic light where teachers and students can open their minds to tolerating and defending differences. Douglass's Narrative brings an ugly era of American history to life as it weaves through his personal experiences with slavery, brutality, and escape. Most importantly Douglass reveals the real problem in slavery, which is the destructive nature of intolerance and the need for change. Douglass refers many times to the dehumanizing effects sla... ...s not solely about rote memorization and the three R's or anything else that can be tested with a bubble sheet test. Learning is about growing as a person and gaining meaningful experiences. This is the type of education students receive from Frederick Douglass. Works Cited Caporino, Grace M. and Rose A. Rudnitski. General Guidelines for Teaching about Intolerance and Genocide. Teaching for a Tolerant World. Ed. Judith P. Robertson. Urbana, Illinois: National Council of Teachers of English, 1999. Douglass, Frederick. Narrative of the Life of Frederick Douglass, an American Slave, Written by Himself. 1845, The Norton Anthology of American Literature. Ed. Nina Baym. New York: W.W. Norton & Company, 2003. 2032-2097. Young, Iris Marion. "Five Faces of Oppression." Readings for Diversity and Social Justice. Ed. Adams, M., et. Al. New York: Routledge, 2000.

Economics of Market Failure :: Government Intervention

Market failure has become an increasingly important topic for students. In simple terms, market failure occurs when markets do not bring about economic efficiency. There is a clear economic case for government intervention in markets where some form of market failure is taking place. Government can justify this by saying that intervention is in the public interest. Government intervention occurs when markets are not working optimally i.e. there is a Pareto sub-optimal allocation of resources in a market/industry. In simple terms, the market may not always allocate scarce resources efficiently in a way that achieves the highest total social welfare. There are plenty of reasons why the normal operation of market forces may not lead to economic efficiency. Public Goods Public Goods not provided by the free market because of their two main characteristics  · Non-excludabilitywhere it is not possible to provide a good or service to one person without it thereby being available for others to enjoy  · Non-rivalrywhere the consumption of a good or service by one person will not prevent others from enjoying it Examples: Streetlighting / Lighthouse Protection, Police services, Air defense systems, Roads / motorways, Terrestrial television, Flood defense systems, Public parks & beaches Because of their nature the private sector is unlikely to be willing and able to provide public goods. The government therefore provides them for collective consumption and finances them through general taxation. Merit Goods Merit Goods are those goods and services that the government feels that people left to themselves will under-consume and which therefore ought to be subsidized or provided free at the point of use. Both the public and private sector of the economy can provide merit goods & services. Consumption of merit goods is thought to generate positive externality effects where the social benefit from consumption exceeds the private benefit. Examples:Health services, Education, Work Training, Public Libraries, Citizen's Advice, Innoculations Monopoly Few modern markets meet the stringent conditions required for a perfectly competitive market. The existence of monopoly power is often thought to create the potential for market failure and a need for intervention to correct for some of the welfare consequences of monopoly power. The classical economic case against monopoly is that  · Price is higher and output is lower under monopoly than in a competitive market  · This causes a net economic welfare loss of both consumer and producer surplus  · Price> marginal cost - leading to allocative inefficiency and a pareto sub-optimal equilibrium. See also the study page on economic efficiency  · Rent seeking behaviour by the monopolist might add to the standard