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Money Is Happiness best essay help

Money can bring happiness, do you agree or disagree? ( within 300 words, at least 250 words; IELTS for GENERAL TRAINING) As the most significant symptom of wealth, possessing a large sum of money has become a unique pursuit of many people, especially young generation, around the world. They are convinced of that happiness can bought by sufficient money. However, they could neglect the fact that happiness is not Just determined by one factor but many others such as your friends, relatives, and pleasant experience.

In my perspective, happiness does not always increase in direct ratio to the rise of money. Focusing on the illusion that money brings happiness may have an unexpected adverse effect that may lead to a misallocation of time. For instance, when some one reflects on how money would change their sense of well-being, they would probably tempt to think about spending more time in leisurely pursuits such as seeing a three- dimensional movie or traveling abroad. But in reality, they would have to spend a arge amount of time working and commuting and less time engaged in experienced happiness.

On the other hand, it is undeniable that money has a brief effect on life satisfaction, particularly after we have got enough money to satisfy our fundamental need. For example, people who get richer would feel they are better than their peers. Nevertheless, they will soon make richer friends. Therefore, their relative wealth will not be greater than it was before; people quickly get used to all new stuff their oney can buy and the amount of money people say they need rises along with their income.

Consequently, the endless and vicious cycle in terms of physically and psychologically stress begins again. In conclusion, I believe that money does not always buy happiness, but it is not indicated that money cannot brings happiness. It is of great importance to deal with money more carefully and appropriately. Instead of lavishing money in an ostentatious way, we should be aware of that it is romance, friendships, good health, families that truly bring us happiness.

Determination of Factors Contributing to Success writing essay help: writing essay help

These factors will be uncovered by nalyzing the internal and external factors influencing strategic alliances and the phases through which these alliances evolve. In order to provide this research study with a practical element two case studies within the airline industry have been incorporated, namely the Swissair Qualiflyer Alliance and Star Alliance.

These case studies represent a successful and an unsuccessful alliance, which are analyzed on a basis of the provided literature study, in this case the phases through which these evaluation of the case studies numerous supportive results were identified, ontributing toward establishing determinant factors, which emphasize the importance of a successful implementation of the different phases, however limitations affect the reliability of this study, due to the lack of evidence found in various different phases.

Keywords: strategic alliances, internal and external factors, strategic alliance phases Introduction In past years a visible increase in the amount of strategic alliances, concerning firms with varying economic objectives, was observed (Das, Teng 2000). Strategic alliances are the “relatively enduring inter-firm cooperative arrangements, involving flows and inkages that utilize resources and/or governance structures from autonomous organizations, for the Joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm” (Parkhe 1991, p. ). The amount of strategic alliances has recently doubled, predicting additional raise in the future (Booz, Allen, Hamilton 1997). Especially alliances in the form of non-equity based, which are defined as two or more firms developing a contractual-relationship in order to establish competitive advantage by combining resources and capabilities (Globerman 007), have increased in importance which is visible in non equity alliances accounting for 80 per cent (Hagedoorn 1996).

Strategic alliances provide firms with the opportunity to recognize synergies through combining operations, such as in research and development, manufacturing etc (Aaker 1995; Addler 1966). The growth of strategic alliances is related to growing competition and globalization (Das, Teng 2000). This is in alignment with Doz and Hamels (1998) view which states that globalization as well as changes in economic activities is a consequence for the growth in strategic alliances, which is visible in various different industries Hagedoorn 1993).

The primary reasons for the growth of the number of alliances is 1) the ability of cost savings in executing operations 2) the ability to access particular markets 3) the reducing of financial and political risk in addition to cheapest labor and production costs (Wheelen, Hungar 2000). A strategic alliance by definition is a hybrid organizational form which Jensen and Meckling (1991) refer to as a network organization.

Harbison and Pekar (1998) highlight numerous common characteristics visible within strategic alliances, namely a required commitment of at least ten years, he connection of the partners is based on equity or on shared capabilities, a complementary relationship based on a shared strategy, increasing companies’ value in the market place, the pressuring of competitors and the willingness of sharing and leveraging core capabilities. Nevertheless, strategic alliances have noticeable high instability rates (Das, Teng 2000); furthermore, according to Kalmbach and Roussel (1999) the failure rates are approximately as high as 70 per cent.

Studies conducted by Das and Teng (2000) reportedly state that encountered problems are witnessed in he first two years of two thirds of all alliances. This study is going to provide a more in-depth analysis on the factors that are necessary for determining success in all strategic alliances. Starting with an analysis of strategic alliances based on the as to which extent these factors play a crucial role in the determination of success rate of strategic alliances.

In order to incorporate a practical view on the strategic alliances, this study will additionally implement two case studies to the analysis. Conceptual Model [pic] This conceptual model starts the literature study on strategic alliances as a central concept. From this central concept, emphasis is drawn on internal and external factors influencing strategic alliances, as well as on the different phases through which alliance evolve. Additionally, strategic alliances lead to either successful or unsuccessful alliances.

Based on the research from Bronder and Pritzl (1992), Hoffmann and Schlosser (2001), Waddock (1989) and Wolhstetter, Smith and Malloy (2005), a framework of seven phases is established. Within these seven phases the most important activities and processes are analyzed, including reasoning behind strategic alliances, potential intensions for forming strategic alliances, partner election, external factors influencing the design of the strategic alliance, negotiation methods, followed by the structuring of the alliance. Furthermore, implementation and management of the strategic alliance is examined.

Finally, the last two phases concerning the evaluation of the formation of strategic alliances and the termination of the partnership are discussed. Resulting from this literature study are two outcomes, namely a successful implementation of the phases and an unsuccessful implementation. In order to apply a practical element to this thesis, two case studies ill be analyzed, those of Qualiflyer, which turned out to be an unsuccessful alliance and Star Alliance, which was able to incorporate a success strategic alliance in the airline industry.

After analyzing the cases the findings compared to the literature analysis, will hopefully correlate to each other and the determinants that influence more success in alliances can be established. Problem Statement Based on past literature research studys the outcomes of implementing strategic alliances as a change strategy in organizations is unfavorable, especially when looking at the failure rates. Nevertheless, the adoption of strategic alliances is a customary implemented firm strategy (Gulati 1998), as a means of securing their competitive position.

Much research is conducted in order to provide more guidance in determining factors that achieve sustainable strategic alliances, therefore in this thesis the main research question is; What factors determine the success of strategic alliances? This research question will be addressed by the help of analyzing and answering these various sub-questions; Why do firms choose strategic alliances as a change process? What are the potential ntentions of a strategic alliance? activities and processes occur in which phase?

Preview of the organization of the thesis This report begins by indicating the problem that strategic alliances are a favorable organizational change strategy in the business world today, however the failure rate is extremely high. Secondly, by applying literature analysis the main determinants influencing more success in strategic alliances will be uncovered, which will be coupled to the case study part of the thesis where the determinants will be compared to the specific cases.

Finally, the thesis will conclude on the part if the eterminants uncovered in the literature study correlate to the findings in the case study. Methodology and Research Design In this thesis the methodology contained two specific approaches, including a literature study as well as evaluating two case studies. Firstly, the literature analysis was conducted; with as primary focus an in-depth analysis of academic articles. The findings of the literature study are compared to two case studies, those of the Qualiflyer alliance and Star Alliance.

These two cases were chosen because they represent the different outcomes an alliance can hold, namely the successful mplementation the alliance strategy at Star Alliance and the unsuccessful outcome of an alliance strategy of the Qualiflyer alliance. In addition, even though these two examples vary substantially in size, which provides difficulty when comparing the two alliances, they both started off at reasonably the same size; therefore this thesis incorporated these two examples anyway. This evaluation will be conducted by means of desk research, exploring the different implementations of this strategy.

The time frame of the case studies is from the first phase up until the last phase, through hich they evolved, in order to identify dependent unsuccessful and successful aspects. The significance of implementing case studies in this thesis is relating the findings from the literature analysis to real life cases of both a successful alliances as well as a non-successful alliance. Furthermore, comparing if the determinants of success found in the literature analysis correlate with the factors observed in the cases.

Internal versus External factors Influencing Strategic Alliances Our internal tensions perspective framework (Figure 2, Appendices) of strategic alliances comprises three airs of competing forces-namely, cooperation versus competition, rigidity versus flexibility, and short-term versus long-term orientations (Das, Teng 2000). Competition is defined as pursuing one’s own interest at the expense of others, while cooperation is the pursuit of mutual interests and common benefits in alliances.

This tension of cooperation versus competition is most salient in selecting alliance partners, the first of three major stages in the alliance making process, along with structuring and managing an alliance (Das, Teng 1997). In conclusion, the stability and success of trategic alliances will be inversely related to the difference between the cooperation level and the competition level. Rigidity refers to the characteristics of mutual to adapt, unencumbered by rigid arrangements.

The dominance of either flexibility or rigidity may change the status quo and trigger the evolution of a new structure, which leads to unsuccessful alliances. Therefore, the stability of strategic alliances will be inversely related to the difference between the rigidity level and the flexibility level. Short-term orientation views strategic alliances as transitional in nature, with a emand for quick and tangible results, whereas long-term orientation regards alliances as at least semi permanent entities, so that more patience and commitment are exercised.

A strategy that reflects only one temporal orientation is not compatible with the foundation for a sustainable strategic alliance, in other words the stability of strategic alliances will be inversely related to the difference between the short-term orientation and the long-term orientation. Furthermore, the three internal pairs of contradictory forces are interrelated within an evolving system, resulting in the ollowing propositions, namely that the levels of rigidity and cooperation will be positively related when the partners have a short-term orientation in strategic alliances.

However, a negative relatedness at a high level of rigidity, cooperation and rigidity (Das, Teng 2000). will be negatively related when the partners have a long- term orientation in strategic alliances (Das, Teng 2000). According to Das and Teng (2000) the contradictions and tensions in these force-pairs may lead to an overthrow of the status quo namely, the strategic alliance. Strategic alliances can nevertheless e sustained and successful if a careful balance between these competing forces can be maintained.

According to Todeva and Knoke (2005) external factors influence alliance formation, due to differing economic condition and organizational frameworks in partnering countries; these can include legal requirements, price controls, distribution channels and contract enforcement. Furthermore, these regulative state activities comprehend the freedom when firms are forming alliances. Moreover, the formation of an alliance necessitates the authorization of national governments.

Additionally, of influence to the formation of alliances is the omplicated collection of relations visible with firms, such as business associations, local governments and elite universities. On an industrial note alliances are influenced on an interflrm basis by direct impacts, where the decision on which activities to internalize is based on severity of competition within the industry and the organization of ad hoc product markets, in the challenge for increased market share, the cooperation for specific advantages and the process of internationalization (Todeva, Knoke 2005) .

The partner under consideration for the formation of an alliance is in a certain sense an external factor. Firms are susceptible in the case of partnering with a dominant firm (Pennings 1994), due to technical and economic rationales. Thus, technology is a specific part of the process to establishing organizational boundaries as well as intrinsic structures. Of importance to alliances is obtaining research and development advantages, which to certain extent differs across industries on terms of expenses and the sources provided by the government (Todeva, Knoke 2005).

Every alliance design commences with negotiations, thereafter the phase of structuring the alliance in which various aspects are aligned, such as he objectives of both parties, organizational structures, functional operations and cultures (Ring, van de Ven 1994). The distinguishing of phases through which strategic alliances evolve plays an essential role in the development toward successful alliances, which according to Bronder and Pritzl (1992) evolves through the three stages, which are categorized as strategic decision, confguration of strategic alliance and partner selection.

Where Bronder and Pritzl terminate their research on the establishment of phases other researchers continue in identifying essential phases, for the reason that partner election as final phase represents an incomplete evolution of strategic alliances. With regard to the research conducted by Hoffmann and Schlosser (2001), the identification of strategic alliance phases resulted in a five phase path through which strategic alliances evolve, namely strategic analysis and decision to cooperate, search for a partner, designing the partnership, implementation and management of the partnership and finally termination.

When comparing both Bronder and Pritzls (1992) and Hoffman and Schlossers (2001) phases, a comparison is visible in the primary hases of strategic alliances, namely the strategic analysis and decision to cooperate (Hoffmann, Schlosser 2001) which corresponds with the strategic decision phase from Bronder and Pritzl (1992). Furthermore, the partner selection phase is visible in both frameworks on strategic alliance phase.

The main difference between the two studies is the more detailed approach from Hoffmann and Schlosser (2001) also distinguishing phases after the partner selection process. Finally, a study building on Waddocks (1989) work, which suggests that strategic alliances progress through hree phases, which are identified as initiation, establishment and maturity, Wohlstetter, Smith and Malloy (2005) consistently debated that the strategic alliances process is organized into three similar phases namely initiation, operations and evaluation.

When comparing these views with the earlier stated reasoning on strategic alliance phases merely a fguration is enabled as to which phases from Bronder and Pritzl (1992) and Hoffmann and Schlosser (2001) are in comparison with Wohlstetters et al (2005) view and could be placed within their views, for example the artner selection phase distinguished the above stated views is probably placed within the initiation phase identified by Wohlstetter et al. (2005).

In order to provide this thesis with an in-depth view on the phases through which strategic alliances evolve a combination of the three above stated views is implemented. Phase 1: Strategic Decision According to Bronder and Pritzl (1992) a clarification of the firms’ position is to be analyzed, refer ably because this is identified as the first direction toward alliance formation. Pumpin (1987), states that the evaluation of the actual situation of the firm s identified by exploring its mission, possible values and core competencies.

Additionally, the firm identifies the reasoning behind incorporating an alliance strategy. According to Eisenhardt and Schoonhoven (1996), Harrigan (1985), Link and Bauer (1989), Pisano (1991) and Teece (1992) technological change faced by firms is related to the favorability toward flexible organizational forms like alliances. Additionally, Ciborra (1991) and Oster (1992) state that high-tech industries, in which learning and flexibility are key characteristics, will preferably choose alliances, lexibility, firms favorably adopt a merger and acquisition strategy.

The flexibility of strategic alliances is suitable as organizational structure due to the fast expiring of new knowledge and the lengthy learning time from partners (Eisenhardt, Schoonhoven, 1996; Hagedoorn 1993). Furthermore, these flexible organizational structures appear more effectively in uncertain environmental situations when adjusting to changes (Lawrence, Lorsch 1967; Pffeffer, Salancik 1978). In continuation of Powells (1996) view, Hagedoorn and Duysters (2002) predict that strategic alliance xperience positively contribute to choosing alliances as instrument for obtaining external innovative capabilities.

This view is aligned with that of Kogut et al. (1992) and Gulati (1993) who accentuate the relationship between actual alliance formation and past alliances, however emphasize on a more social basis. Therefore, the formation of strategic alliances is dependent on both strategic as well as social factors. According to Eisenhardt and Schoonhoven (1996), an extension of the resource-based view provides a basis for examining the relationship through which alliances form by means of strategic and social resources.

This research study contributed numerous outcomes on strategic alliances to existing literature, namely that increasingly challenging market conditions and Jeopardous organizational strategies result into an increase of alliance formations as an organizational change process. Additionally, of importance to the rate of formation of alliances are managerial characteristics, visible when large, experienced teams were implemented through previous employers, the rates of alliances increased (Eisenhardt, Schoonhoven 1996).

In conclusion of their research Eisenhardt and Schoonhoven 1996) state that in cases of either a vulnerable strategic situations or a strong social situation the likelihood of the formation of strategic alliances increase. Phase 2: Initiation Phase The initiation phase is characterized by informal structures and communication channels as the critical issue is the development and understanding of the purpose for strategic alliances (Waddock 1989). According to Hitt et al. 1997), the potential intentions to be realized behind entering into strategic alliances are categorized into three market types 1) namely markets characterized by slow cycle, which adopt trategic alliances for original intentions such as the gaining of access to restricted markets, establishing franchises in a new market and maintaining market stability 2) in markets characterized by a standard cycle amongst the intentions able to be achieved are the gaining of market power and access to complementary resources, overcoming trade barriers, gaining knowledge and learning about new business techniques 3) in the final market, the fast cycle, the achievable goals are the speeding up of the entry of new products and services in addition to new markets, maintaining he market leadership position, sharing the risky Research and Development expenses and overcoming uncertainty. Furthermore, several internal conditions drive the initiation phase including, a champion taking responsibility, complementary needs and assets, compatible goals and trust. According to Waddock (1989), the main responsibility of the champion is the guidance of the organization through the initiation phase, especially visible in the process of partner selection.

Stated in the initiation phase is essential for identifying needs in addition to the process of partner selection. Complementary needs and assets appear in various different forms, however is one of the main reasons for partnering (Oliver 1990; Robertson 1998). Additionally, the main goal of partnering is achieving compatible goals among the partners, which might not have been achieved otherwise (Austin 2000; Das, Teng 1998; Kanter 1994; Oliver 1990; Robertson 1998; Spillett 1999). Finally, the initiation phase stands no chance without trust, which is mainly established through existing networks (Austin, 2000; Waddock 1989; Waide 1999), within these networks similar interests are the main characteristic. Phase 3: Partner Selection

The purpose behind strategic alliance partnering is to initiate and prolong a long- term partnership, which enables more effective competition with others firms which are positioned outside the partnership Carillo 1988; Walker, Poppo 1991). The crucial decision toward the correct partner selection is the primary focus after pursuing this alliance strategy (Hitt, Tyler, Hardee, Park 1995). According to Koot (1988) the selecting of a partner is a complex process however crucial to the success of an alliance. In the partner selection process perspectives of both resource-based and organizational earning provide an explanation as to why certain partners are selected (Barkema, Bell, Pennings 1996).

In explanation, firms own certain resource endowments (Barney 1991) however, in order to obtain a competitive position in a specific market supplementary resources are necessary (Hitt, Nixon, Clifford, Coyne 1999), which is the main objective for engaging in strategic alliances. Hitt et al. (2000) argues that of importance to the partner selection process is the firms’ embeddedness in both emerging markets and developed markets. Furthermore, the access to necessary esources for leveraging as well as the obtaining of capabilities for learning are primary reasons for the selection of partners. Table 1 in the Appendices, state the concluding outcomes on the selection of partners by Hitt et al. (2000), which explains the fundamental elements of the process toward partner selection.

Eisenhardt and Schoonhoven (1996) and Dacin and Olivers’ (1997) view state that legitimacy enhancements are an additional intention for establishing alliances, therefore the partner selection process is focused on those providing strong intangible assets, for example strong reputations. According to Bronder and Pritzl (1992) critical to the partner selection process is the establishment of fundamental, strategic and cultural fit. This fundamental fit is achieved if a win-win situation for both parties is established and potential value is increased. The strategic fit is realized when the alliance involves partners with harmony of the business plans.

Finally, the cultural fit is an essential success factor for partner selection, which is accomplished after acceptance of cultural differences among the partners. Phase 4: Designing the Partnership Niederkofler (1991) argues that the negotiation process must essentially interpret learly understandable resources and interests of the partners involved, in order for the creation of strategic and organizational fit to be achieved, which will direct the accomplished through open and detailed communication, circumventing hidden agendas of any sort. The consequence of this open communication translates into a coherent attitude of sincerity toward the different partners, which demands trust.

In addition to strategic fit, the negotiation process also initiates a solid basis for the enforcement of an operational fit within the partnership, which can be viewed in Figure 1 of the Appendices. An important aspect of the negotiation process is the creation of flexibility, which is increased through contract provisions in addition to developing and prolonging of trust. The process of conquering complexity in operations embarks with the communication of the discovered complexity, followed by a tracking and solving of this difficulty, which results in the avoidance of any operational unalignments. The flexibility within the partnering arrangement, in addition to trust, permits renegotiation processes within the partnership; however a coherent basis must be accomplished (Niederkofler 1991).

The success of alliances is highly dependent on a competent and effective alignment, therefore of importance is the designing of the partnership, thus the structure implemented. This structure is in need of a fine constructed collection of strategy, procedures and management views, which can be viewed as the internal alignment (Miles, Snow 1994). In the process of obtaining internal alignment interests as well as environmental aspects must be balanced between the partners, enabling a profitable situation (Douma, Bilderbeek, Idenburg, Looise 2000). Additionally, their framework, Figure 3, Appendices, stress the act that the five features must sufficiently be aligned to prevent failure.

One of the features, namely strategic fit, is established when expected advantages and possible risks are weighed against that of the individual interests in the alliance. Various driver of strategic fit can be identified, starting with a shared vision. Further conditions necessary for strategic fit are compatibility of strategies (Brouthers, Brouthers, Wilkinson 1993), strategic importance (Doz 1988), acceptance into the market and mutual dependency. In addition to strategic fit, organizational fit is a ecessity, however due to the differences in many aspects, such as market position, organizational structure and views, management style, this is a complex task. By clarifying these differences an understanding between partners is achieved.

Numerous drivers toward organizational fit are identified, namely as stated above the addressing of organizational differences (Doz 1988) furthermore, essential drivers are facilitating strategic and organizational flexibility, minimal complexity to enhance manageability (Killing 1988), efficient management control, enhancing long-term tability by investigating possible strategic conflicts and finally, the achievement of the strategic objective. Of influence, however to lesser extent are the three remaining features in the framework, which are human, operational and cultural fit. Human fit is particularly of importance in alliances processes (Boersma 1999) and according to Lewis (1990) the cultural fit is specifically an issue among employers and employees, which translates to their functioning in for example boardrooms. Finally, operational fit, also relates to the functioning of the alliance and is often susceptible to various ontingencies, therefore must be aligned.

Research and Development activities have gradually evolved since the 1980s (Peterson, 1991). Creamer (1976) and Pearce (1989) identified three primary types of Research and Development activities, namely basic purpose is an understanding of the inherent and fundamental scientific development, however disregarding commercial applications. Furthermore, applied research employs knowledge conceived from the basic research to certain dimensions such as technical problems or related commercial technology aspects. In conclusion, basic research generates new facts and theories which are thereafter roven through applied research. These proven facts are generated into products and processes in the development stadium.

The intention of development activities is the configuration of applied research contributions into commercially feasible products, processes and technologies Oansen 1995; Jones, Davis 2000). Phase 5: Implementation and Management of the Partnership The role of the management of strategic alliances is valuable for the progression of the alliance toward a successful outcome, however it is complex to manage (Koza, Lewin 2000). An important aspect in serving this complexity is the acquiring of nowledge from past engaging in alliances, which provides meaningful know-how to be leveraged (Kale, Dyer, Singh 2001). The framework of the four C’s of learning and leveraging alliance know how provides a tool for obtaining valuable knowledge.

The four components in the framework are, capture, codify, communicate and create, and coach (Kale, Dyer, Singh 2001), also visible in Figure 4, Appendices. Capture refers to managements’ role of accessing and obtaining of valuable alliance insights and past experiences. To codify past experiences and practices contributes to the accomplishing of alliance specific needs. In order to have a common thread through the organization on these past knowledge practices, communication is essential in sharing experiences. Additionally, the creation of networks within the alliance facilitates the distribution of these valuable experiences and knowledge.

Intrinsically executed coaching and education programs increase the ability to obtain alliance skills. An additional benefit from coaching is the establishment of informal social networks, which provides assistance in key situations. Furthermore, networks are critical to the development of opportunities, the assessing of concepts and obtaining esources in order to construct the new partnership (Aldrich, Zimmer 1986). The incorporation of social networks within a firm improves communication between partners, which in turn results in improved decision making processes (Gulati 1993). Various intentions for the implementation of networks can be identified, one specific is the preserving of advantages (Lorenzoni, Baden- Fuller 1995).

According to Madhaven, Koka and Prescott (1998) the initiation of inter-organizational networks is created by exogenous factors, which could include competition background and specific industrial activities. Building on this theory, Gulati et al. (1997) argues that the initiation of these inter-organizational networks is dependent on two aspects, namely exogenous resource dependencies, which achieve motivation of the cooperation and an “endogenous embeddedness” dynamic, which in turn familiarizes toward partner selection. According to Stinchcombe (1990), in flows of network information meaningful views are discovered,

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Electronic Watches were introduced in the world market in the early seventies. They came to India in 1979 but had to be withdrawn due to problems with the product. HMT Ltd (HMT) introduced its electronic watches in 1981 and was followed by Hyderabad Allwyn Limited (Allwyn). Organisations such as Electronics Corporation of Tamil Nadu (ELCOT), Semi Conductor Complex Ltd. (SCL), etc. introduced watches but were not successful.

By mid eighties many smaller companies, originally manufacturing mechanical watches, diversified into electronic watches. In 1987 Titan Watches Ltd. (Titan) aJoint venture ofTata Sons and Tamil Nadu Industrial Development Corporation entered the market and shortly established itself as a major manufacturer. 1. 2 INDUSTRY STRUCTURE The electronic watch industry is dominated by HMT, Allwyn and Titan. They command about 80% share of the organised sector.

Therefore, the study concentrates on these manufacturers, though issues pertaining to smaller companies are addressed. The installed capacity of the industry is 10. 8 million pieces. A large unit, Indo French Times, with a capacity of nearly 2. 0 million pieces is lying idle due to some internal problems among the promoters. The production at present from the industry is around 6 million watches. While HMT and Titan operate at 70% – 80% capacity, others work at very low capacity.

In the case f Allwyn, the company is facing various problems. Titan – Timex has Just completed one year and is still in its gestation phase. The other small companies work at low capacities as their market reach is limited and are not able to compete with the big companies. In terms of importance in the market, Titan has a share of about 58%, HMT 29%, Allwyn 5. 5% and 7. 5% with others. However, including mechanical watches the market shares are : HMT 63%, Titan 18%, Allwyn 8% and others 11%.

The Importance of Lifestyle Entrepreneurship buy argumentative essay help: buy argumentative essay help

The Importance of Lifestyle Entrepreneurship: a Conceptual Study of the Tourism Industry BY jegaPhD vol. 7 N02 p¤gs. 393-405. 2009 www. pasosonline. org The importance of lifestyle entrepreneurship: A conceptual study of the tourism industry Mike Peters ii University of Innsbruck (Austria) Joerg Frehse iii Dimitrios Buhalis iv Bournemouth University (I-JK) Abstract: The purpose of the paper is to explore and discuss the emergence of lifestyle entrepreneurship. The article addresses the question of the relationship between entrepreneur’s life quality and enterprise rowth.

The purpose is to conceptualize this relationship and to learn more about lifestyle entrepreneurship. Tourism serves as a case industry to illustrate both relevant research in the field of lifestyle entrepreneurship and a conceptual framework to examine the relationship between entrepreneurial activities and perceived life quality. The paper delivers a literature review on entrepreneurship and certain forms of entrepreneurship and conceptualizes lifestyle enterprise’s growth. Keywords: Lifestyle; Entrepreneurship; Tourism; Entrepreneurial Motives.

Resumen: El objetivo del trabaJo es explorar y analizar el surgimiento de la iniciativa empresarial como estilo de Vida. El articulo aborda la relaci¶n entre la calidad de Vida del empresario y el crecimiento empresarial. El prop¶sito es conceptualizar esta relaci¶n para aprender m¤s sobre el espiritu empresarial como estilo de Vida. El turismo aporta una serie de casos para ilustrar la investigaci¶n pertinente en el ¤mbito de la iniciativa empresarial como estilo de Vida y un marco conceptual para examinar la relaci¶n entre las actividades empresariales y la calidad de Vida percibida.

The importance of entrepreneurship Globalization in the nineties signalled a whole range of new challenges for many lifestyle entrepreneurs, owner-managers and all hose who were unable to reorient themselves strategically towards the rapidly emerging market conditions. This is the situation in which still many entrepreneurs find themselves. Once again the growth-oriented Schumpeterian innovative entrepreneur is called upon to restructure and realign the industry (Gray, 2002; Schmitz, 1989; Peters and Weiermair, 2001).

The tourism and hospitality industries are dominated by small business and the vast majority of the entrepreneurs are lifestylers rather than rational professionals (Middleton, 2001). The majority of small usiness owners hardly show typical entrepreneurial attitudes, as described by Schumpeter (1934). This paper attempts to explore the importance of these so-called lifestyle entrepreneurs in a conceptual way to shed more light on the understanding of their motives as well as discuss policy implications.

The paper is structured in four sections: it starts with a literature overview of lifestyle entrepreneurship concepts which highlight main contributions of economic and social science theories (Alvarez and Busenitz, 2001; Leibenstein, 1968; Swedberg, 2000). In a second step the paper nalyses the determinants and consequences of lifestyle orientation and derives implications and threats for regional competitiveness and/or economic growth. The third section presents and discusses the concepts of quality of life approach and the profile of the lifestyle entrepreneur.

Finally, research gaps are identified and new initiatives for entrepreneurship research are presented in the concluding part of the paper. Forms of Entrepreneurship Entrepreneurs create an innovative organization or network of organizations for the purpose of gain or growth, under conditions of isk and/or uncertainty (Dollinger, 2003). This includes the core elements of entrepreneurship, which can be found in the numerous definitions in the social sciences literature.

Even though academics have addressed a range of questions concerning both with the nature of the entrepreneurial process and the attributes and personality traits of entrepreneurs, research is still short of a consensus on some of the most important questions. The great variety of methods and methodology employed by different disciplines engaged in analysing entrepreneurs and entrepreneurship (Kirby, 2002; Gartner, 1985; Timmons, 1994). In economics and management literature the entrepreneur and his/ her capabilities have remained a focal point of interest, but also of controversy.

Ever since Schumpeter (1934), economic development has become associated with entrepreneurship. The nature and function of this new factor of production however becomes interpreted in different ways: for Cantillion (1755), Liefmann (1897), Knight (1921) and Oberparleiter (1930) risk assumption presents the core of entrepreneurship; for Schumpeter (1934) innovation and/or innovative capabilities characterises the entrepreneur; while others emphasized capabilities associated ith capita (Burns 2001).

Cyert and March (1963) view entrepreneurs’ capabilities to coordinate different interest groups as the core function of entrepreneurship, while Kirzner (1973) and Mises (1940) emphasize information leads and advantages as the key to an understanding of entrepreneurship. Leibenstein (1966; 1968) believes entrepreneurs to simply behave differently (more efficiently) in the use and transformation of factor inputs and interprets entrepreneurship as a process within organisations (Morris and Lewis, 1995; Mugler, 1998).

The origins of theory evelopment in the field of entrepreneurship demonstrate that there have been only a handful of theorists who have contributed with novel paradigms to this field of economic and management research. Among them, the late Joseph A. Schumpeter who introduced the discussion of the origins and importance of entrepreneurship to its intellectual height with the publication of the Theory of Economic Development (first published 1912) linking PASOS. Revista de Turismo y Patrimonio Cultural, 7(3). 009 ISSN 1695-7121 Mike Peters ; Joerg Frehse and Dimitrios Buhalis 395 entrepreneurship to innovation. He defined nate entrepreneurship research. However, the entrepreneur as an individual who caras entrepreneurial behaviour is not only ries out new combinations of firm organizadriven by rational decision structures, tion, new products or services, new sources other disciplines need to be engaged to enor raw material, new methods of produchance explanations on the entrepreneurial tion, new market segment, or new forms of process.

Nevertheless, it is possible to exorganization. Schumpeter (1934) saw in the tract typical entrepreneurial characteristics entrepreneur an exceptional individual, or ersonality traits such as creativity, capable of developing new product combirisk- taking, innovativeness and pronations, attributes or innovations.

Hence, activeness which could be observed in difthe entrepreneur has to come up with a ferent social, political or economic envirealistically calculated risk for future marronments light upon the concepences and the transformation of uncertualisation of various forms of entrepretainty into profitable neurship. She formulated three main cues outcome. of entrepreneurship, followed by the extracTo this point Schumpeter wrote: As tion of main entrepreneurial guises. ilitary action Dicipline Researchers must be taken in given strategic Economists Cantillion (1964 first published 1755); Casson positions, even if (2005); Schumpeter (1934), Baumol (1989), all the data poLazear (2005) tentially procurEcology Aldrich (1990), Singh and Lumsden (1990) able are not Sociology Weber (1935) available, so also in economic life, Anthropology Barth (2000); Greenfield and Strickton (1986) action must be Psychology McClelland (1961); Miner (1997) taken without History Gerschenkron (2000); Sawyer (1952) working out all the etails of Tabla 1 .

Disciplines and respective representatives in the field of enwhat is to be trepreneurship research done. Here the success of everyHaving a closer look upon the characterthing depends upon intuition, the capacity istics of entrepreneurial guises, such as the of seeing things in a way which afterwards case for lifestyle, social or family entrepreproves to be true, even though it cannot be neurs, it can be observed that there is often established at the moment, and of grasping a clear orientation towards non-economic the essential fact, disregarding the unesmotives (Morrison, 2006).

The attitude tosential, even though one can give no acwards entrepreneurship or the willingness count of the principles by which this is for independence can be the result of negadone’ (Schumpeter, 1934). tive or positive guises. In the latter case, Since Schumpeter, a long list of wellfounding an enterprise may be viewed as known researchers (for instance Papanan opportunity to improve one’s lifestyle dreou, 1952; Kirzner, 1973; Casson, 1982, and as taking better control of everyday Low and MacMillan, 1988; Miner, 1997; life.

Others may perceive stress, inconvenGartner, 2001 ; Schneider, 2001) contribience or negative pressure when hinking of uted to the analysis of entrepreneurship entrepreneurship in small businesses. and entrepreneurship theory. In the second There is no doubt that a positive attitude half of the last century personality traits towards entrepreneurship alone is not sufresearch became a major field in social scificient to motivate a person to develop a ences research.

Nevertheless, only a few tourism business. However, the intention to studies could provide general insight into create a business does only occur when the the behaviour of entrepreneurs in every attitude towards ntrepreneurship is posiculture, nation or industry. tive (Koh, 1996).

Economists and economic theory domi- 396 Positive Social Role of the family and intergenerational role models Economic Negative Political/religious displacepolitical unrest Discrimination Unhappy with position in society Corporate downsizing and redundancy Dissatisfaction with/ blocked employment opportunities Discriminatory legislation No other way to make money Move towards services Reversal highly vertically integrated company structures Psychological Phenomenon of ‘dot. om’ business Entrepreneurial aspirations of independence, wealth, need to achieve, social mobility Table 2: Entrepreneurial Behaviour Cues (Source: Morrison, 2006, 197) These classifications should not be interpreted as static ones. Entrepreneurship describes the process of establishing new ventures or managing innovations. These entrepreneurial events can be produced in a given time period and thus entrepreneurship is a question of ‘how much’ and ‘how often’ (Morris and Lewis, 1995).

Morris and Lewis illustrated the relationship of the amount of entrepreneurship (measured as number of entrepreneurial events) and the degree f entrepreneurship (extent to which the event is innovative, risky or proactive) and named the combination of the two dimensions ‘entrepreneurial intensity. The importance of lifestyle entrepreneurship: the case of the tourism industry Tourism, hospitality and leisure industries are primarily based on entrepreneurship and small businesses (Thomas, 1998, 2000, Morrison et al. , 1998, Getz, 2004, Buhalis and Main, 1998).

Morrison and Thomas (1999) suggest that the key elements of entrepreneurship in tourism include: Change initiation: the capability of identifying an opportunity for creation or inPASOS. Revista de Turismo y Patrimonio Cultural, 7(3). 2009 novation and the ability to turn it into a reality Creative resourcing: ingeniously marshalling resources of both financial and managerial nature, from a complex set of sources, in order to mobilise and realise the opportunity. Entrepreneurial learning: motivation to acquire the necessary knowledge and expertise through relevant exploration and reflection, in order to excel.

Innovation and creativity: renewal of products or services by adding value through application of expertise and imagination. Knowledge leadership: development of sources of management nformation to enable first mover capability, effective strategy formulation and implementation. Opportunity alertness: continuous focus on emerging trends and opportunities to be captured and realised. Relationship management: maintenance of effective teams, networks, and flexible management structures.

Timing of action: acting within a limited window in which an opportunity can be optimised. Vision and 397 lation of ambitions, and strategies to realise them. However, the majority of entrepreneurs in the tourism and leisure industries can be found in the lower area of low entrepreneurial intensity (Morrison, 2006). It seems that given that tourism and leisure industries are primarily located in attractive regions there is a much higher concentration of lifestyle entrepreneurs and this is often the main motivation for entrepreneurial activity.

Characteristics of lifestyle entrepreneurs Conceptualizing lifestyle entrepreneurship can be achieved through several alternative perspectives. This paper adopts an economic theory point of view. An increasing number of research studies analysed the phenomena of lifestyle entrepreneurs, as the opposite of the growth-oriented or typical Schumpeterian entrepreneurs. Lifestyle firms are businesses set up primarily either to undertake an activity the ownermanager enjoys or to achieve a level of activity that provides adequate income (Burns, 2001).

The opposite are growth firms that are set up by an entrepreneur in the traditional Schumpeterian sense to grow and to raise profit through sales or through selling the business on to someone else. From an economist’s perspective lifestyle entrepreneurs accept suboptimal levels of production. The leisure and tourism industries have always attracted a large number of small businesses and non-growth riented ownership-entrepreneurs. The perceived nice life, often close to the beach or the alpine regions or at attractive parts of city, has frequently motivated entrepreneurs to leave their Job and adventure in tourism and hospitality.

Quite often this implied primarily following a dream, often with no experience, training or expertise in these areas. Sometimes this is financed with savings from property or previous careers and is propelled by plenty of optimism that things will work out. The prospect of living at the attractive region, where entrepreneurs may have visited as ourists made all other business aspects that come with that look irrelevant or secondary.

The prime motivation was to enjoy the perceived qual- ity of life and do something on the side, to sustain a certain lifestyle and economic status. Since Williams et al. (1989) initially observed this phenomenon of non-growth oriented entrepreneurs in tourism, a number of studies support the existence of many non-economically motivated entrepreneurs, who seriously constrain the development of tourism destinations or regions (AtelJevic and Doorne, 2000; Shaw and Williams, 1990, 1998).

Much of the one and two star inns, guest houses, room and reakfast places and local restaurants which sprang up during the build up phase of mass tourism in the seventies fit the criteria of these lifestyle businesses. Research carried out by Williams et al. (1989), Shaw and Williams (1990; 2003; 2004), Thomas (2000) and AtelJevic and Doorne (2000; 2001) strongly support the fact that small size businesses are the playground for specific entrepreneurial cultures, such as lifestyle entrepreneurs (Shaw and Williams, 2003).

Characteristics of lifestyle entrepreneurs than customer service very limited growth orientation Underutilisation of resources nd capital investment Irrational management and non Returnon-investment based decision making limited marketing and product development expertise and activities under utilisation of information and communication technologies ( Buhalis and Main, 1998) fail to appreciate the ICT opportunities arising (Paraskevas and Buhalis, 2002) reluctance to accept professional advice or external involvement motivated by survival and sufficient income to maintain their and their families’ way of life (Komppula, 2004) low education and training on management are not fully aware of uality management techniques (Morrison and Thomas 1999) low involvement within industry growth and industry structures distance from lobby organisations and 398 tourism boards unwillingness to let go or to sell their ventures low innovation and unwillingness to cooperate (Weiermair, 2001). High dependency on distribution partners for their earnings- even when this is detrimental to profitability and competitiveness (Buhalis, 2000; Bastakis et al. , 2004) Questionable economic sustainability as a result of peripherally, distance from the economic core and sparseness of population (Nilsson et al. 005) Small tourism enterprise surveys show that the food and accommodation industry displays statistically significant lower survival rates than other branches of economic activity (Frank et al. , 1995). In particular, the first phases of enterprise growth are critical. The literature reports early stage management hurdles that lead to severe delegation and cash-flow problems (Flamholtz, 1990; Greiner, 1972). The rapid changes of the industry structures and the challenges emerging through globalization, competition, professionalism, industry concentration both vertical and horizontal, consumer rights nd strict regulation mean that many lifestyle entrepreneurs are quite unprepared for the threats emerging from the external environment.

Many of these enterprises notably in the food and accommodation industry, who survived their incubation period, are facing very serious strategic problems, and high levels of debt often leading to bankruptcy (Hartl, 1999; Tschurtschenthaler, 1996). In the fields of tourism research, entrepreneurship analysis is increasingly linked closely with research areas such as small tourism enterprises (Middleton, 2001; Morrison et al. , 2001; Fuchs et al. , 002; Thomas, 2004) or family businesses in tourism (Getz and Petersen, 2004; Hegarty and Ruddy, 2004; Peters, 2004). Shaw and Williams (1998) have identified two different models of small business entrepreneurship: ‘non-entrepreneurship’ and ‘constrained entrepreneurs’.

The first group show similarities with lifestyle entrepreneurship, as they have moved into tourism destinations for non-economic being their own boss. Many of these non-entrepreneurs constitute owners who have retired from former professions and perceive tourism and hosPASOS. Revista de Turismo y Patrimonio Cultural, 7(3). 009 pitality SMEs as a way to enjoy nice destination whilst generating some income to sustain their lifestyle. Research in the UK support Shaw and Williams’ (1998) findings: e. g. Szivas (2001) has investigated motives of self-employed people in tourism. Their motives were centred around their desire to work in pleasant surroundings’ and to ‘establish their own business’ [p. 168].

Shaw and Williams (1998) labelled this group of ageing owners ‘nonentrepreneurs’ because they showed a lack of business experience and strategic qualification (Carland et al. , 1984). The second group of constrained entrepreneurs’ constitute younger people with economic growth motives and former professional experience in tourism and other industries. Still they demonstrate many lifestyle motives to explain their activities and the capital required is family raised. Nevertheless, they demonstrate some entrepreneurial attitudes towards innovation and product development, as well as towards customer values and needs (Shaw and Williams, 1998). Another interesting study on motivational structures of tourism entrepreneurs was carried out by Getz and Carlson (2000) who clustered two types of entrepreneurs in Australia.

They labelled them family- first’ (representing 2/3 of total entrepreneurs) and the ‘business first’ entrepreneurs. Family-driven entrepre-neurs are motivated by emotional factors associated with their families, as well as by the optimization of their leisure time. All these non- economic and non-growth oriented motives can be termed life-quality factors. Every entrepreneur is characterized by an individual trade-off between life-quality and workload. The perception of this relationship is a main driver of activity. The relationship of entrepreneurial workload and life-quality certainly depends upon ersonal wants and individual characteristics or personality traits (Marcketti et al. , 2006).

As a result of the above discussed characteristics of lifestyle entrepreneurs, a number of propositions can be derived relating to the the relationship between life quality for entrepreneurs and enterprise profit (see fgure 1). 399 Profit/workload ratio & quality of life D positive entrepreneurial effects on quality of life profit/workload c basic quality of life quality of life A negative entrepreneurial effects on quality of life time optimal growth max. growth Figure 1 . The trade-off between entrepreneurs’ life quality and enterprise profile. Source: based on Peters and Frehse [2004] The basic individual quality of life may decrease in the phase of establishing a new business. Leisure time is sinking; family needs cannot be easily addressed.

Personal worries or financial risks lower the individual quality of life, which is determined by other than entrepreneurial factors (e. g. health, expectations, social status, values, etc. ). At later stages, harvesting the seeds of the new venture, life quality for entrepreneurs rise again and meet the rofit curve at the point B, where the profit cannot be heightened without lowering personal quality of life. But still BC marks the positive entrepreneurial effects on individual quality of life, which occur as a consequence of the new venture. A lifestyle entrepreneur normally hinders growth when he/she recognises that life quality is decreasing. A number of interesting observations can be made: 1 . A critical phase of entrepreneurship is the time of the start-up.

Research has shown that many individual barriers occur which can lower the quality of life (Shaver et al. , 2001 ; Weiermair and Peters, 1998b). FIA marks the most critical phase of individual failure because the entrepreneur experiences decreasing quality of life and increasing workloads; i. e. the profit/workload ratio is very low. Afterwards, the entrepreneur recognises PASOS. Revista de Turismo y Patrimonio Cultural, 7(3). 2009 an increase of both profit and quality of life and is motivated to reach point D. 2. Lifestyle entrepreneurs usually stop entrepreneurial activities at the time they recognize they have reached the maximum level of personal quality of life (B).

If, due to time lags, lack of control mechanisms or market exit barriers, growth is continuing, ntrepreneurs still face positive, but decreasing life quality effects of growth (SC). 3. It still remains unclear which variables constitute individual quality of life. However, there is a set of quality of life variables (F2B) which is generated or enhanced by enterprise growth. It can be assumed that income, prestige, social reputation or similar variables fall into this category of life quality for entrepreneurs. 4. Lifestyle entrepreneurs do not trace the path BD. Only growth oriented or Schumpeterian entrepreneurs will follow profit maximisation. The basic individual quality of life may

In Making Cardboards and Using Coconuts global history essay help: global history essay help

In making Cardboards, Fast-growing trees provide raw materials used to make cardboard. The largest packaging companies own thousands of acres of land where trees are matured, harvested, and replaced with seedlings. After the trees are harvested, they remove their limbs; only the trunks will be brought by truck to a pulp mill. The largest packaging companies also own the mills where trees are converted to kraft paper. At the mill, the harvested tree trunks are subjected to the kraft process.

After the kraft process, the fibers are sent directly to the paper machine here they are formed, pressed, dried, and rolled into the wide, heavy rolls of kraft paper sent to corrugating plants to be made into cardboard. Since, Fibers are used to make kraft papers that will eventually be made into cardboards; there are fiber crops that we can use. An example of which is Coir or commonly known as coconut husks. They are rich in fiber, thus, can be used as an alternative for fast growing trees in cardboard making.

To process coir, coconuts are split so that the stiff fibers are accessible. The outer husk is soaked to separate the fibers, which are sorted out into ong fibers suitable for use as brush bristles, and shorter fibers which are used to make things like the padding inside inner coil mattresses. After soaking, the fibers are cleaned and sorted into hanks which may later be spun into twine, matted into padding, or used as individual bristles. After the process, you can now use it to make paper or cardboards.

Instead of cutting down trees that will cause the destruction of many houses and even the death of many, we can use coconut husks/shells as an alternative because the shells are Just thrown after we eat the cellular endosperm and drink its Juice or called the liquid endosperm. Also, for us, coconut shells have no use. So, instead of throwing it, we can recycle and use it for an important purpose. By doing so, it will help save mother earth and we can lessen the calamities that happen in our country.

Our country is now suffering from many calamities like floods and earthquakes because of many reasons. We have fewer trees that helps prevent floods from happening because of our extreme usage of paper and other materials. Trees are needed to be cut down in order for us, especially students to have papers in hand. We, at times, abuse the importance of paper. Many of us tend to waste them or use them for useless purposes like boredom doodles.

Not realizing that those actions caused the destruction of many houses or even the death of many. Therefore, I believe that this topic is really important so that we can prevent those calamities from happening again. I am sure we don’t want to experience typhoon “OndoY’ all over again. We also don’t want to hear bad news like many of our fellow citizens or yet, our less fortunate brothers and sisters get hurt, lose their houses and properties or even die. In Making Cardboards and Using Coconuts By littlemissJacey

Privity of Contract write my essay help: write my essay help

The basic answer to this question is ‘NO’, as the following literature supports and explains this fact effectively. A contract is an agreement between two or more parties that creates an obligation to do or not to do something. The parties to the contract are under an obligation to perform the terms and conditions as laid down in the contract.

Thus a contract can confer rights or impose obligations arising under the contract on the parties to the contract. Third parties cannot be under such an obligation to perform or demand erformance under a contract. This is referred to as Privity of contract. The Doctrine of Privity of Contract under English Law The doctrine of “Privity of Contract” which means that a contract is a contract between the parties only and no stranger to the contract can sue even if the contract is avowedly made for his benefit.

Thus a stranger to the consideration cannot sustain the action on the promise made between two persons unless he has in some way intervened in the agreement. As the plaintiff was to be married to the daughter of G and in consideration of this ntended marriage G and the plaintiffs father entered into a written agreement by which it was agreed that each would pay the plaintiff a sum of the money. G failed to do so and the plaintiff sued his executors.

Thus, although the sole object of the contract was to secure a benefit to the plaintiff, he was not allowed to sue as the contract was made with his father and not with him The two basic principles under the English Law as can be ascertained from the above cases are that firstly consideration should move from the promisee only and secondly hat a contract cannot be enforced by a person who is not a party to the contract even if it is made for his benefit.

The Doctrine in India There has been a divergence of opinion in India as to whether the Doctrine of Privity of Contract, which prevails in the English Courts, is applicable to the Indian Courts. The Indian Contract Act, 1872 (here in after referred to as “the Act”) codifies the methods of entering into a contract, executing a contract; rules to implement provisions of a contract and effects of breach of a contract. The provisions of the Act revail over any usage or custom or trade however the same will be valid as long as it is not inconsistent with provisions of the Act. ny other person has done or abstained from doing, or does or abstains from doing, or promises to do or to abstain from doing, something , such act or abstinence or promise is called a consideration for the promise” It is clear from this section that the consideration for a contract can proceed from any person and not necessarily the parties to the contract. A promise is enforceable if there is some consideration for it and it is quite immaterial whether it moves from he promisee or any other person.

However there is no specific provision in the Act which either for or against the Doctrine of Privity of Contact. It is through a series of case laws that the Doctrine has evolved. There are two aspects of this doctrine. Firstly, no one but the parties to the contract are entitled under it. Rights or benefits may be conferred upon a third party but such a third party can neither sue under the contract nor rely on defenses based on the contract. The second aspect is that the parties to a contract cannot impose liabilities on a third party.

Conclusion The Act does not specifically provide for the doctrine of Privity of Contract, however through a series of case laws the doctrine is now applicable in India along with various exceptions. With reference to consideration of a contract the position in India and England are however different. Under the English law only a party to the contract can pay the consideration. If he doesn’t pay the consideration he becomes a stranger to the contract. Under the Indian Law, it is not necessary that consideration should be paid by the promisee.

Though there are no express provisions as to assignment of rights and obligations nder a contract in the Act, the Principle of assignment has been recognized and developed by the courts through its various decisions. A person may not give any consideration, but is a party to the contract may enforce the contract A stranger to a contract cannot sue : Suppose A and B enter into a contract for the benefit of C. The agreement between and A and B cannot be enforced by C. e. g. Two father entered into an agreement to pay a new couple money on their marriage. The couple cannot sue for enforcement of the contract between the fathers.

Doping in Sport and the AFL Policy on Drugs essay help online free: essay help online free

Drugs in sport What is it? Drugs in sport or doping is when an athlete takes performance enhancing drugs or any banned substance. The sports that have the most trouble with drugs are Weightlifting, cycling, badminton, boxing, track and field. These athletes take drugs so they can be the best in there sport. One of the most recent cases was American sprinter Marion Jones who won five gold medals in the 2000 Olympics at Sydney, since then she has been stripped of all her medals after admitting that she took performance enhancing drugs in 2007.

She had lied in front of two Judges saying that she never had taken steroids. Another case was Australian Cricket hero Shane Warne who was banned for a year after taking diuretics. Another one was former West Coast Eagle champion, brownlow medallist, and premiership player Ben cousins who was banned from playing football for taking cocaine and other banned substance. What is a drug? A drug is a substance (other than food) that when taken into the body, produces a change in it. If this change helps the body it is referred to as a medicine. If this hange harms the body, it is referred to as a poison.

I think drugs in sport is terrible because these are highly paid professionals who are role models to so many kids and they are taking drugs to make them better at there chosen sport. These athletes are respected by there country and in my opinion’ should never be allowed to compete in there sport again. Some reasons an athlete might use drugs are the effects of the drug, physical dependence, easily available or they might be dissatisfied with there performance or progress, the environment, pressure to win from coach, parent, edia, public, financial reward, unrealistic qualifying standards or performance expectation.

This is a list of some prohibited substances and doping methods: Stimulants Anabolic agent Non-steroidal Diuretic Many different sports have different policies on drugs. The AFL policy has been under a lot of scrutiny lately. The policy is as follows test: First positive Players enter treatment/education program coordinated by an AFL medical officer. The result is confidential to those involved in the treatment. Second positive test: Dealt with by and AFL medical officer with a view to further educating, counselling and treating the player.

Third positive test: Player is deemed to have breeched an AFL rule and will face the tribunal if found guilty player may be suspended between 0-12 matches Fourth Positive test: Player will face tribunal and be suspended for no less than 6 weeks. I think this policy is way to easy on the players because they have so many chances. I think the player should have one chance and then be kicked out of the AFL for at least a year. Doping in Sport and the AFL Policy on Drugs By amdeep

Itc Emerging Trends essay help app: essay help app

A need for emergence of new trends of the Information Communication and Technology is discussed. The trends which exist in the industry are being discussed, and then the trends which are emerging in the Information and Communication Technologies, the role of ITC in Education is highlighted with the challenges which are being faced. Findings ‘CT: A global vibrant industry Revolutions: Revolution 1: The Computer Revolution 2: The pc Revolution 3: The Microprocessors Revolution 4: The Internet Revolution 5: Wireless Links Originality/ Value Emerging Trends in ICT ITC in Education Challenges References ITC: A Vibrant , Growing Industry

ICT is no longer a Luxury. There may be people or governments which may be a bit less familiar or less enthusiastic. But no doubts that everyone regards it today as a crucial factor and key enabler of the economy. And no economic activity in any country can prevail without use of ‘CT. mostly in Asia represents one of the fastest growing sectors. Three trends in ICT industry: 1) Commoditization of connectivity. 2) Standardization of services 3) Increasing value creation from innovation. We can think of services at several sub-levels, one is developing the software, other is integrating delivery the software and services.

Next is standardization of software when we talk Enterprise Resource Planning (ERP) Or CRM, the point is users and the biggest problem in the industry is that even the user does not know what they need. Moving towards standardization has both pluses and minuses. On the plus side, it means software will be more accessible, usable and may be cost- effective to use. And on the minus side for the system integrator’s needs, if the software really works as desired, if it is really as easy to work and plug and play as it claims.

So, the standardization of software is going to pose a significant business challenge for many of the companies. The trend on SAAS- “Software AS A Service”, represents the ultimate example of the standardization of software to the point where the end user may no longer be interested in the nuts and bolts of the software itself, or where the software runs, but it is purely interested in the utility, the services aspect of the software. It also can be argued that talking about “the ‘CT” revolution is a misnomer; for there has not been one revolution, but five”so far.

The first revolution started during World War II, with the first large, automatic, general electromechanical calculator, Harvard Mark 1 . It was 50 feet long, eight feet all, and weighed five tons. A couple of years later, ENIAC were presented in Philadelphia, based on radio tubes and practically without any internal memory, yet using 18,000 vacuum tubes and weighing 30 tons. “Computers” became a new catchword, and input-output technology graduated from punch cards to magnetic tape, faster printers, and more languages for programming.

Applications also were expanded, from use in academic research to weather forecasting, from airline ticketing to accounting. This development continues; the first ICT revolution is still The second ICT revolution has its roots in the 1970s, when the first “processors on a hip” and magnetic discs were constructed. But as late as 1977, Ken Olson, the legendary president of the computer company, Digital, stated: “There is no reason anyone would want a computer in their home. “. This second ICT revolution continues like the first: the capacities of the machines increase, their applications expand, and the number of people who use them multiplies.

Revolution 3: The Microprocessor The third ICT revolution is that microprocessors have become embedded in an ever- widening range of products: the steering systems of airplanes, the control panels of ydroelectric power stations, domestic air conditioning systems, the traffic lights in our streets. Even when we do not recognize it, they have become part of our everyday lives: in video players, credit cards, remote controllers, cameras, hotel room door locks, and smart buildings.

There is a microprocessor embedded in our digital scale in the bathroom. Microprocessors translate bar codes into prices at the cash register, monitor electronic injection of fuel in our cars, and determine where the elevator stops in our building. An ordinary household now contains some 100 icroprocessors, in everything from dishwashers to alarm systems. Microprocessors constantly expand their capacity, applications, and users. The fourth ICT revolution stretches back to the late 1960s, when the U. S.

Department of Defense drew up guidelines for a communication network among computers (ARPANET). After a while, universities in and outside the United States were hooked up to it, and some started to use it to send messages. A couple 22 of years later, surfing on the ‘net started, and more and more people hooked up. A PC needed a modem to use its potential fully. This fourth ICT revolution continues like the others s more and more computers are interlinked with an ever-growing number of “servers” and an expanding range of applications.

The fifth ICT revolution was linking without lines”the new possibilities opened by mobile phones. At first, they were big and bulky. Reduction in size and weight was accompanied by expansion of reach and functions, and miniaturization was accompanied by multifunctionality. Linking without lines now takes place not Just intercontinentally via satellites, but also via high-frequency short-range radio transmitters covering a specific area or cell (hence the name, “cellular phones”) and nside buildings by “Bluetooth” and infrared light.

Virtualization. Virtualization in storage and client devices is moving rapidly , but much of the current buzz is focused on server virtualization. Virtualization eliminates duplicate copies of data the real storage devices while maintaining the illusion to the systems who are accessing that the files are as originally stored and can significantly decrease the cost of storage devices and media to hold information. Instead of the motherboard function being located in the data center hardware, it is located there as a virtual machine bubble.

Virtual desktop capabilities will be adopted by fewer than 45 percent of target users by 2010. Cloud Computing. The key characteristics of cloud computing are 1) delivery of “as a service,” 2) delivery of services in a highly scalable and elastic fashion, 3) using Internet technologies and techniques to develop and deliver the services, and 4) designing for delivery to external customers. Cloud computing is a style of computing that providers deliver a variety of IT enabled capabilities to consumers. It enables very small companies to grow. Social Software and Social Networking.

Social software includes a broad range of technologies, such as social networking, social collaboration, social media and social validation. Soon a social platform should be adopted Organizations should be adopted so that your views and voice should not left mute in a dialogue where your voice must be heard. Redefinition of learning spaces. The ordered classroom of 40 desks in rows of 5 may quickly become a picture of the industrial age as colleges around the world are making them thinking the most appropriate learning environments to increase collaborative, cross-disciplinary, students centered learning.

Concepts such as greater use of light, colors, circular tables, individual spaces for students and teachers, and smaller open learning spaces for project-based learning are increasingly emphasized. Teacher-generated open content. School systems are increasingly empowering teachers to identify and create the learning resources that they find most effective in the classroom. Many online texts allow teachers to edit, add to, or otherwise customize material for their own purposes, so that their students receive a tailored copy that exactly suits the style intellectual property and copyright. Teacher managers/mentors.

The role of the teacher in the classroom is being transformed from that of the font of knowledge to an instructional manager helping to guide students through individualized learning pathways, identifying relevant learning resources, creating collaborative learning opportunities, and providing insight and support both during formal class time and outside of the designated time. Ubiquitous learning. With the emergence of increasingly robust connectivity infrastructure and cheaper computers, college systems around the world are developing the ability to provide learning opportunities to students “anytime, anywhere”.

This trend requires a rethinking of the traditional 40 minute lesson. In addition to hardware and Internet access, it requires the availability of virtual mentors or teachers, and/or opportunities for peer to peer and self-paced, deeper learning. ITC in education: Information communication technology is changing the trends and norms that were set for the contemporary world. It is not only connected the world at one single platform but also helping in reducing the gap of digital divide and digital oppourstunity. The main purpose of the strategy for information and communication technology.

Implementation in education is ti provide the trends of integration of ICT into general activities which serves to education. Whether school students usually do their formal studying in school, the case is not same for the students in higher education, a growing minority of whom may study only partly-or not at all-on the campus of the university that is running their course. In developed countries, this is often because students are working while studying. Most of pure distance universities, build on older techniques of distance learning. Many universities offer a mix of delivery methods.

Annually, the goal is to widen access into markets that can not easily be reached with more traditional approach. Some offer the same course online and in a classroom, otherwise a hybrid mix of electronic and traditional methods of delivery some setup satellite campuses with broadband links through which the students can learn partly at a distance. The problem for educational planners is how to reach, within a reasonable time, the needs of the majority who are poor, uneducated, and live in rural areas: how to fund, implement, and maintain the educational part of ICT networks.

This question is all he more to be highlight because most major international teleoperators do not include sub-Saharan Africa or the remote areas of Central Asia in their business strategy plans. The bitter fact is this: What happens in a country does not depend on the state of the art, but on the state of its economy. produce it. Both IT workforce and IT professionals are required who can produce an content material for internet. The cyber law in India also imposes certain restrictions and their violations may take the form of offences and contraventions.

Cyber crimes in India are taken care of by he Information Technology Act, 2000 (IT Act, 2000), but not completely helpful in preventing them. that. These aspects must be kept in mind by Companies, Individual and even by the Government. With the rapid change in technology, training cannot be a one-shot affair; we have to be updated continuously to stay abreast of developments. Planning and designing educational systems so that they familiarize students with a technology that is being modified and evolving continuously is not Just an intellectual challenge, it is also an economic one.

Gough Whitlam my assignment essay help london: my assignment essay help london

Gough Whitlam Gough Whitlam was a man who achieved many things during his time as prime minister, but was also the only prime minister to be sacked by the governor general in all of history. As well as outlining Whitlam’s significance and contribution to Australia, I will also recognise how he went wrong, and what he did that got him removed from parliament. Edward Gough Whitlam was born in 1916 in Melbourne. At 56, he became the 21st prime minister of Australia, which lasted for approximately three years, from 5th December 1972, to 1 lth November 1975. He entered parliament in 1952, when he was 36.

It took him 20 years to become prime minister, but not after narrowly losing the 1969 election. He was the first labour prime minister in 23 years. The ALP party were fairly certain that they were, once again, not going to win the 1972 election. They were aiming their appeal at the traditional working class people, but to win the election, had to appeal to the middle class as well. Whitlam wanted to shift the control of the ALP from the Union officials to the parliamentary party, and he also anted to give every party member a voice in the parliamentary conferences.

After the close election, Gough Whitlam had a considerable amount of control in his party and in parliament. He introduced new laws, such as establishing an Australian Schools Commission for recognising the need for help and funding in state schools and universities, recognising aboriginal land claims, eliminating conscription and improving universal health care. The Whitlam government also introduced other policies after they had been in parliament for a while. The ALP introduced Legal Aid,

University/College/TAFE fees, and the voting age was reduced to 18 years and funding to schools. One of the most recognised policies was demolishing the death penalty for federal crimes. This policy was a major breakthrough in society, and was introduced in 1973. The country was willingly behind it, and the bill passed through thanks to a recent case that had caused uproar amongst society. A man was hanged after being charged guilty for murder, but after the execution new evidence surfaced, making people believe that the man was, indeed, innocent.

Questions were raised bout the topic. Is the death penalty ethical? Is there a better way to do things? If evidence proves them innocent too late, what happens then? The ALP was expected to lose the election again that year, so they really needed something behind them to gain the votes they needed to win. And this controversial topic seemed like exactly what they needed. With the publicity of the innocent man hanged, they were bound to get the votes. An innocent man was hanged under Liberal control, vote for labour and help this be the last government-controlled death.

This is what they said, and the people lapped it up. The election results were tighter than they had initially expected, but Liberal had some good policies as well. But Whitlam had still won the election, and the death penalty was abolished. Two of Whitlam’s new policies were related to young people, the free university and the younger voting age. Both of these policies were implemented almost purely to get votes from the younger generations. University students, especially, would benefit from this policy and would be eager to vote for the ALP because of it.

This policy lasted for 15 years before Paul Keating re- involved giving out money to public schools across Australia so that they could improve the buildings for a more fulfilling education for Australian school students. This program was especially beneficial to small country schools which didn’t have very much money to hire teachers and the right facilities. This policy also helped the aboriginal communities in the rural towns, with little money for education. With a school to go to, the kids can then grow up with qualifications under their belt, and get a Job.

But amongst all those good things, pressure was building on the Australian Labour Party. The economy was going downhill, something Whitlam wasn’t prepared for. The opposition was continually making better offers to the public, and ALP was losing support quickly. Even people from his own party were beginning to have wavering support. After months of economical descent, the governor general, Sit John Kerr, fired Whitlam; something no one else had ever done in the history of politics. This is the situation that started what is called the ‘Constitutional Crisis’.

Kerr elected the leader of the opposition, Malcolm Fraser, the temporary prime minister until the next election. The whole thing happened because the opposition had control over the senate, and started strategically blocking all the bills that Whitlam tried to pass. Labour had also miscalculated their spending and funding. The Liberal party threatened that they would keep blocking the bills until Kerr sacked Whitlam. This case is pretty much one of blackmail because Whitlam and Kerr had a pretty good relationship and no one really saw his dismissal coming.

But John Kerr wasn’t really given another option. Nothing would be achieved in parliament until Whitlam was sacked. The election came quickly after that, and Liberal passed through with flying colours. Whitlam stepped down from prime minister and stayed in parliament for another year, but later left parliament in 1978. Whitlam still continues to publicly comment on the government at 92. Although his time as prime minister was short, he introduced some laws that are still in place today. During his time in parliament,

Gough Whitlam has greatly impacted Australias government, and history.

Writing a Reaction Paper college admissions essay help: college admissions essay help

Writing a Reaction Paper v A reaction paper is an analysis and an evaluation of the material presented. v In a reaction paper, make sure to give a detailed overview of the experience and tell what exactly was taken out of the experience. v A reaction paper should be more than a simple summary of the material that you are reacting upon. v It should include your opinion or reaction to the material. v This may take on a variety of forms: S You may compare the work to other related material; S You may come up with ways to improve the work; S You may express what you learned;

S You may concur with the work or argue against the work v You can even use “l”, or the first person, in this type of paper. How to Write a Reaction Paper Consider these general steps as you plan your writing: Pull your thoughts together on what you Just experienced. Come up with a thesis statement. Come up with what reaction you want to put down on paper. Decide on your organization and format draft your reaction paper. As a starting point for your reaction paper, select two or three major points from the following list and write a paragraph for each point. S React to the ideas presented.

Are they clear and suitable? Explain the ideas, give examples of their application in the material presented, and compare/contrast the ideas with your own. 5 Compare it to another material. How was it similar to the other material? How was it different? Which did you enjoy more? What makes it more enjoyable? Which did you learn more from? S Discuss specific insights or facts you have learned or gained from reading the material presented. Discuss each insight or fact you have learned in a detailed paragraph, using direct examples from the material presented. Include a page reference to the material you are reacting to.

S Make a Judgment about the material presented and support it. Did you like it? Why or why not? Elaborate on your answer by commenting on the content, style, clarity, validity of ideas and method of presentation. S Analyzed the material presented. What is its purpose? How does it go about achieving its goal? What is the plan/ method of presentation? S Tell what others might gain from the material presented. Is it valuable? Is it informative, entertaining, or accurate? Do you think your instructor should use it again? Why or why not? In your conclusion, summarize your ideas and tie them together.

Writing a Reaction or Response Essay Reaction or response papers are usually requested by teachers so that you’ll consider carefully what you think or feel about something you’ve read. The following guidelines are intended to be used for reacting to a reading although they could easily be used for reactions to films too. Read whatever you’ve been asked to respond to, and while reading, think about the following questions. How do you feel about What do you agree or disagree with? Can you identify with the situation? What would be the best way to evaluate the story?

Keeping your responses to these questions in mind, follow the following prewriting steps. Prewriting for Your Reaction Paper The following statements could be used in a reaction/response paper. Complete as many statements as possible, from the list below, about what you Just read. My Reaction to What I Just Read Is That I think that; I see that; I feel that; It seems that; In my opinion; Because; A good quote is; In addition; For example; Moreover; However; Consequently; Finally; In conclusion. What you’ve done in completing these statements is written a very rough reaction/ response paper. Now it needs to be organized.

Organizing Your Reaction Paper A reaction/response paper has an introduction, a body, and a conclusion. The introduction should contain all the basic information in one or two paragraphs. I Sentence 1: publication you read. I This sentence should give the title, author, and I Isentence 2, 3, and sometimes 4: I These sentences give a brief summary of what you read (nutshell) I Isentence 5: I This sentence is your thesis statement. You agree, disagree, identify, or evaluate. Your introduction should include a concise, one sentence, focused thesis. This is the focused statement of your reaction/response. The body should contain paragraphs that provide support for your thesis. Each paragraph should contain one idea. Topic sentences should support the thesis, and the final sentence of each paragraph should lead into the next paragraph. I Topic Sentence I Idetail example –quotation –detail example quotation detail example quotation detail example –quotation ( You can structure your paragraphs in two ways: I Author I You OR I in contrast to I ISummary Sentence ( The conclusion can be a restatement of what you said in your paper. It also be a comment which focuses your overall reaction.

Finally, it can be a prediction of the effects of what you’re reacting to. Note: your conclusion should include no new information. Conclusions are often the most difficult part of an essay to write, and many writers feel that they have nothing left to say after having written the paper. A writer needs to keep in mind that the conclusion is often what a reader remembers best. Your conclusion should be the best part of your paper. A conclusion should stress the importance of the thesis statement, give the essay a sense of completeness, and leave a final impression on the reader.

Suggestions Answer the question “So What? ” Show your readers why this paper was important. Show them that your paper was meaningful and useful. Synthesize, don’t summarize o Don’t simply repeat things that were in your paper. They have read it. Show them how the points you made and the support and examples you used were not random, but fit together. Redirect your readers o Give your reader something to think about, perhaps a way to use your paper in the “real” world. If your introduction went from general to specific, make your conclusion go from specific to general.

Think globally. Ђ Create a new meaning o You don’t have to give new information to create a new meaning. By demonstrating how your ideas work together, you can create a new picture. Often the sum of the paper is worth more than its parts. Strategies Echoing the introduction: Echoing your introduction can be a good strategy if it is meant to bring the reader full-circle. If you begin by describing a scenario, you can end with the same scenario as proof that your essay was helpful in creating a new understanding.

Example Introduction From the parking lot, I could see the towers of the castle of the Magic Kingdom tanding stately against the blue sky. To the right, the tall peak of The Matterhorn rose even higher. From the left, I could hear the Jungle sounds of Adventureland. As I entered the gate, Main Street stretched before me with its quaint shops evoking an old-fashioned small town so charming it could never have existed. I was entranced. Disneyland may have been built for children, but it brings out the child in adults. Conclusion I thought I would spend a few hours at Disneyland, but here I was at 1 A. M. closing time, leaving the front gates with the now dark towers of the Magic Kingdom behind me. I could see tired children, toddling along and struggling to keep their eyes open as best they could. Others slept in their parents’ arms as we waited for the parking lot tram that would take us to our cars. My forty-year-old feet ached, and I felt a bit sad to think that in a couple of days I would be leaving California, my vacation over, to go back to my desk. But then I smiled to think that for at least a day I felt ten years old again. Challenging the reader: By issuing a challenge to your apply it to their own lives.

Example Though serving on a Jury is not only a civic responsibility but also an interesting xperience, many people still view Jury duty as a chore that interrupts their Jobs and the routine of their daily lives. However, Juries are part of America’s attempt to be a free and Just society. Thus, Jury duty challenges us to be interested and responsible Looking to the future: Looking to the future can emphasize the citizens. importance of your paper or redirect the readers’ thought process. It may help them apply the new information to their lives or see things more globally.

Example Without well-qualified teachers, schools are little more than buildings and equipment. If higher-paying careers continue to attract the best and the brightest students, there will not only be a shortage of teachers, but the teachers available may not have the best qualifications. Our youth will suffer. And when youth suffers, the future suffers. Posing questions: Posing questions, either to your readers or in general, may help your readers gain a new perspective on the topic, which they may not have held before reading your conclusion. It may also bring your main ideas together to create a new meaning.

Example Campaign advertisements should help us understand the candidate’s ualifications and positions on the issues. Instead, most tell us what a boob or knave the opposing candidate is, or they present general images of the candidate as a family person or God-fearing American. Do such advertisements contribute to creating an informed electorate or a people who choose political leaders the same way they choose soft drinks and soap? Summary In summary, this handout has covered prewriting and organizing strategies for reaction/response papers. Prewriting o Read the article and Jot down ideas. o How do you feel about what was said? Do you agree or disagree with the author? Have you had any applicable experience? o Have you read or heard anything that applies to this what the writer said in the article or book? o Does the evidence in the article support the statements the writer made? Organizing o Write the thesis statement first. o Decide on the key points that will focus your ideas. These will be your topic o Develop your ideas by adding examples, quotations, and details to sentences. your paragraphs. o Make sure the last sentence of each paragraph leads into the next paragraph. o Check your thesis and make sure the topic sentence of each paragraph supports it.

Self-Esteem need essay help: need essay help

A person is defined according to his or her own manners, good moral values and right conduct. All of these say so much about a person’s personality. It is because of her personality she could be treated fairly and looked up to because of how she treats other people. Ones personality could bring her to the top and conquer all that gets in the way. One important value a person could possess is obedience.

Obedience is when you learn to follow rules and treat these rules as a treasure for uccess. There are so many rules that each and every one of us should follow. One of these rules comes from our own parents. Our parents nurtured us from day one. All their sweat and hard work are for us, their children. For this, we too should treat them right and by simply obeying to their rules as our parents; it makes them feel secured that nothing wrong would ever happen to us. Their rules are probably even the most important and simplest of them all.

Some of them may be letting them know where we are and who we are with or coming home on or before the time they told us to ome home and even helping our siblings with the household chores. Also, respecting them and putting ourselves in the right position is a simple sign of obedience. As for Filipinos like us, learning how to address the elders with “pd’ or “opd’ is already a sign of obedience. When we learn to follow these and not whine about what the elders are telling us, we could say that we are obedient daughters or sons.

As teenagers, it is our obligation and right to come to school. In our schools, we also have so much rules to follow, may it be in our classrooms or in the whole campus. When our professor tells us to search for some sources for our paper or bring certain materials for our project and we do it, it is a sign of obedience. When our classmate asks for our favor to do a certain part of our group project and we do it, it also is a sign of obedience. These are Just the simplest form of obedience in school.

Sometimes, we may even have to follow even bigger and more complex rules such as those that our student handbook states. Following the dress code, respecting our professor in and out of the classroom, not cutting classes, staying away from off- imit places and not bullying our schoolmates are some of those campus rules that we have to follow. When we do, we are obviously obedient students and we should be proud of this. We all belong to a certain community and it is important that we work as one to create a difference in our society.

If l, for one, follow all rules and regulations that our community dictates, then in my simplest way I am helping in creating or starting a change. This helps a lot because if other people see that the change I have started is this we all are working as individuals and together as one to create the biggest hange of all. This is a sign that people in our community are obedient. It is because of our obedience that the world is progressing and is gradually changing to its best.

We all should be obedient to anyone in our surroundings; obedient to our parents, to our professors, to the leaders in our society and basically, to anyone. It is also important that we know when we should be obedient. If you are asked to do something wrong or improper then obviously it is alright to forget about being obedient. Yet if we are asked to do something right, then put yourself in a much etter place and simply do what’s asked of you. This is not hard to do especially when it gives other people a good impression of you.

So basically, when I am trying to say is that being obedient is really important and we should never forget about it. We always should know why we should be obedient, to whom should we be obedient and when should we be obedient. Let’s Just say that possessing this value says a lot about who we are and it is important for other people to see it so that we would have a good impression on anyone and that people may want to be friends with us and influenced by us.

Consumer Behaviour get essay help: get essay help

What kind of decision process can you expect in the following cases and why ? (a) Purchase of a greeting card for a close friend. (b) Purchase of an after shave lotion/moisturizer. Ans. Before giving answer to both questions first of all we must know what product involvement and purchase involvement). because meaning of both term determine direction of decision . Purchase involvement – As the level of concern for, or interest in, the purchase process triggered by the need to consider a particular purchase.

Thus, purchase nvolvement is temporary state of individual or household. It influenced by loat many factors Product involvement – involvement of consumer towards particular brand .In process of purchasing a greeting card for close friend involve “limited decision making purchase process”. Limited decision making process involve few alternative and simple decision rules and a little post purchase evalution Why- limited decision making process occurs in some emotional and situational needs. Purchasing a greeting card for friend also influenced by our emotion and ituation .

Situational factor affect in this manner like for what type of occasion we are presenting greeting card to our friend. it may be occasion of birthday, achievement and some other occasion Emotion – our friend ship is product of our emotional bonding with some one and emotional attachment always form limited decision making . purchasing of product you always anticipate what would be impression of my card. In limited decision making Use and post purchase of given vary less importance because product ( greeting card )would be use by some another erson who still have not form his expectation abut particular brand. b) Purchase of an after shave lotion/moisturizer- Nominal decision making Purchase shave lotion involve nominal decision making because nominal decision making referred also as a habitual decision making which occur at number of time such as purchasing of lotion also happen number of time in nominal decision process problem is recognized ,internal search provide one solution what type of LOTION you are using previously ,what is your preferred brand and evaluation occurs only when f previous LOTION brand fails to perform .

Nominal decision making occur when low purchase and involvement . in case of purchasing of LOTION there is very less purchase involvement because person are more conscious about brand of LOTION. 2. How would knowledge of perception & learning help you in designing your marketing program for the following products and services? Justify your answer with reasons. a. Disposable Diapers Designing market programme for Disposable diapers we need to develop and evaluate for Ps of marketing to position product in mind of

Internet Service Provider homework essay help: homework essay help

Although broadband technologies (DSL and Cable) are all the rage right now, in reality, a lot of people still only have access to analog hone lines. Dial-up modems will remain a good way to get on the Internet for several years, especially in retired area in United States. When looking for an internship I had three criterias : 1. Language and culture : I wanted to do my internship in a foreign country to improve my english and to discover a different way of life and business culture. 2. Technical diversity : a main point was to learn new things and especially not in software enginering, like I did in my formers internship. . Responsabilities : I looked for an experience that will proof I am able to manage things by myself. My Job was to make the whole infrastructure stable, up and running. As described in this report I was focused on three main projects : 2 The mail server migration from Windows to Linux. The web server migration because of an hardware failure

However, there are still a lot of users connected to local ISP, even if it is a little more expensive. The main reason is not difference to connect to a local ISP, however for other users, they know that if they ave problems connecting they can have free hotline support, or they can bring their computer and have it repaired, they can come and have their questions answered. This is what makes the difference with big ISPs, and probably why there still is a lot of small ISPs in the united states. The wireless market tend to show up more now with company like Clearwire.

RogueLink is starting to get partenarship with this company to counter the dial-up death. 1. 3 The internship RogueLink is used to hire trainee from both Epita and Epitech and others french school and university. I found this internship thanks to a student from Epita who ade an announce on school newsgroups. It was not easy to obtain on time the J-1 visa required for this kind of internship. Indeed, it was properly the time France was not able to provide biometric passports. So the United States immigration administration was flooded of visa request for simple tourists (instead of passport). I was hosted by and near the house of my managers, Kate and Jacques Lecompte, owners of the business. The company is split in two different places located at about 20 minutes by car from each other : The server room, where all the servers are is a few miles away from the downtown where the office is located. Ђ The office is where customers can come and pay their bill, bring their computer to have it repaired, ask questions about their dialup connection or web hosting, etc This is also where the hotline support is located.

I was working most of the time at the office. This allowed me to be in contact with customers and to be aware of issues as soon as possible in order to give advice to hotliners. The hotline support was really knowledgable and Linux enthousiasts so I had no difficulties to explain things. I was working on the servers remotely, using terminal servicesl and ssh from my linux laptop. Sometime, I ad to take my car and go to the server room. 1. 4 Timeline The first month was more to acknowledge the system and what would be my projects.

I had also to start organising thoses projects to see how long it will take for each one. The mail server migration took about two month (including the canceled outsourcing project). The web server migration took one month. The billing system set up took also one month. Services or Terminal Server Edition (TSE) is a component of Microsoft Windows NT operating systems (both client and server versions) that allows a user to access applications or data stored on a remote computer over a network connection.

Terminal Services is Microsoft’s take on server centric computing, which allows 1 Terminal 8 2 TECHNICAL ASPECTS 2 Technical aspects This section is split into three parts. It is related to main projects I worked on, but as a reccurent background task I had to monitor services and to fix some little issues, like buying new SSL2 certificats for online carts, adding new domain names in our DNS, setting up new web sites, fixing front page extensions3 . For instance, I also had to delete a shopping cart customer’s account directly into the SQL database.

The first week I was here, it was mainly to take notes on how the infrastructure is running. Thanks to a wiki4 filled by formers trainees I was able to learn more faster but some of thoses informations was also obsoletes. I also set up some scripts for graphing the network activity on the DMZ5 : are cryptographic protocols which provide secure communications on the Internet for such things as e-mail, internet faxing, and other data transfers. 3 Software technology that allows Frontpage clients editor to communicate with web servers, and provide additional functionality intended for websites.

Frequent security problems have marked the history of this Microsoft proprietary technology. 4 A wiki is type of website that allows users to easily add, remove, or otherwise edit and change some available content, sometimes without the need for registration. This ease of interaction and operation makes a wiki an effective tool for collaborative authoring. 5 DMZ stands for DeMilitarized Zone. In computer security terminology, a DMZ is a network area that sits between an organization’s internal network and an external network, usually the Internet. Secure Sockets Layer (SSL) and Transport Layer Security (TLS), its successor, 9 We have a 5Mb bandwith on both way thru fiber optic provided by Charter. We have 0 IP addresses (127 block) with this connection. 10 2. 1 Mail server migration during this internship. I will explain here : Why this server migration was necessary and urgent. What was part of the migration (password recoveries, mailbox synchronisations, address books, webmail, mailing lists, aliases, administrators and administration interface) How I did the migration (DNS, firewall, choose of components, scripts). . 1. 1 The old system When I arrived, the mail server that was used was ‘Mail v8. 05 from Ipswitch on a Windows 2000 server, which is probably one of the worst email server program available. The main problems with this server were : 1. Ipswitch ‘mail is RFC ignorant (RFC 1893 or 3463). For instance, when a server answer with an Error code beginning with the number 4, it means that it is a Persistent Transient Failure, not a Permanent Failure, and sending again in the the future the same message may be successful. ‘mail doesn’t and bounce the message with a В« user unknow В».

Knowing the fact that most spammers won’t take the time to send again their message when they receive a temporary some people had the idea to use a method called Greylisting6 to block a significant amounts of spam by first ejecting an email from an unknown server with a temporary error (with an error message begining with a 4), then accepting and adding the sending server to a whitelist when it try to send again the same email after a certain amount of time. The spams are then rejected while the emails sent using a regular email server are received.

The problem is that the ‘Mail server doesn’t handle this correctly, and it was not possible for our customers to send emails to servers implementing GreyListing because of the В« unknown user В» problem. is a simple method of defending electronic mail users against e-mail spam. In short, a mail transfer agent which uses greylisting will “temporarily reject” any email from a sender it does not recognize. If the mail is legitimate, the originating server will try again to send it later, at which time the destination will accept it.

If the mail is from a spammer, it will probably not be retried 6 Greylisting 11 2. The server used to crash for no reasons and needed to be reboot very often to В« solve В» problems. 3. We had hackers, directly logged on windows (moving the mouse and everything… very impressive to see ! ) using our system to send spam. 4. The onfguration is saved in the Windows Registry which is horrible. 5. All the confguration and management of accounts is done using a Graphical User Interface (which is not convenient for scripting tasks).

The GUI is program that allow you to crash the whole mail server in a few clicks. It happened to me once but fortunately I had a backup of the Windows Registry. 6. The program lacks many options, and is not modular. For example it is not possible to add external spam flters, add special routing instructions, add greylisting. For all thoses reasons it was more than urgent to switch this server to a quality open-sourced one. . 1. 2 Accounts and password recovery from the old system As explained the ‘Mail windows server stored accounts into the windows registry.

I installed ActivePerl, Wich is a bring of the Unix Perl to the extract user attributs, including the encrypted password. The password algorithm used on the old system was not a common one (like crypt, md5 or shal) which made impossible to copy encrypted passwords directly because the new system would not be able to use them. However, thanks to a very weak and sadly amusing encryption algorithm on the old system it was possible to extract, decrypt and re-encrypt them ith a usable algorithm (crypt) for the new system. 12 The encrypted password in hexadecimal was in fact the addition of the email address and the clear password.

This was done with a few efficients lines of Perl : # my $mail ” “test”; # my $password = “BDD4EAE2EDD4E8”; my @hex_mail = unpack(“C*”, $mail); my ($1, @decrypted_password, @hex_password); while ($password) { push @hex_password, hex(substr($password, O, 2, } foreach (@hex_password) { push @decrypted_password, ($_ – % length($mail)]); } print pack(“C*”, @decrypted_password). “n”; 2. 1. 3 Mailboxes synchronisation Another difficulty was hat the migration had to be transparent for end-users. I had to plan synchronization of their mailboxes so it will take a minimum amount of time during the migration.

I used a recurrent approach for that. The first time it was really long to syncronize mailboxes using the IMAP protocol and during this long time new messages came. So I did it again and it take a little less time. So, during this inferior amout of time a little less messages came, etc… At the end it took only about 6 hours so it was enough for doing that the night of the migration. I also prevent a problem that would be catastrophic if not noticed. Indeed, POP3 uses special IDs, Wich are named IJID, to know which messages were already downloaded by the end-users.

If thoses I-JID are not synchronized between the old and the new system, then all users would have to download all their emails again. Those would be very unconvenient for end-users that use slow dial-up connections for instance and would result in a lot of phone calls. Besides that, everybody downloading all their mails would made a huge load on our server. Thanks to the fact that the old mail server kept those id directly in messages I was able to confgure the new system to use them. 13 2. 1. Address books In the old webmail their was address books.

I had to extract thoses, using Perl scripts, to put them in the new webmail database which use a different format. Old address books were stored in a different files and directory for each domain and we host about 200 domains… The new database of address books was really usefull for the new anti-spam system as I will explain there after. 2. 1. 5 Mailing lists7 They were also important mailing lists on the old mail server, used by to set them up on the new linux server. I did that manually and Just cut and past members’ email of each mailing lists.

The main part for this Job was to explain to each administrator of each list how the new system works. It was pretty successful. 2. 1. 6 Mail aliases (forwarding) I had to extract, using Perl scripts, each redirection rule in the 200 domains we host. That was not easy because the old system had different ways to store aliases. Most of them were stocked into the Windows registry and it was scriptable so. But for the other ones I had to extract them manualy using the GI-Jl. 2. 1. 7 Firewall and DNS8 preparation Because updating DNS for the new server can be pretty random, I prefered to use TCP redirections.

So if their was a problem, it would be for everybody and a lot more easy to fix. Also it would be possible to switch back to the old system really quick. The rollback possibility was really important and I take care of that in every step of the migration. mailing list is a collection of names and addresses used by an individual or an organization to send material to multiple recipients. 8 The domain name system (DNS) stores and associates many types of information with domain names, but most importantly, it translates domain names (computer hostnames) to IP addresses.

It also lists mail xchange servers accepting e-mail for each domain. In providing a worldwide keyword-based redirection service, DNS is an essential component of contemporary Internet use. 7A 14 I first updated DNS for all domains we host to point to a firewall that will do the redirection. I had to use bash and perl scripting to update all domains. Then, I did the switch on the router a few days after the DNS so I was sure that everybody was using the router. 2. 1. 8 The new system The new system improved a lot of things and I had a lot better control on what is going on with the system.

It allows access to more detailed log files. I was also able to set up some cron 9 tasks to email the hotline support about biggest mailboxes every week for instance or to email me the mailing lists activity or the backup results. Anti-spam Before, there was only greylisting thanks to a linux mail relay in front of the ‘Mail windows server. Because the new system is a linux system we were able to do the greylisting directly on the server. There was also blacklist like relays. ordb. org, an Open Relay DataBase or bl. spamcop. net, A fast and automatic list of servers reported to send spam.

But there was still spam so I setted up a statistical spam filter. Statistical filtering, once set up, requires no maintenance per se: instead, users mark messages as spam or nonspam and the filtering software learns from these Judgements. Thus, a statistical filter does not reflect the software author’s or administrator’s biases as to content, but it does reflect the user’s biases as to content; a biochemist who is researching Viagra won’t have messages containing the word “Viagra” flagged as spam, because “Viagra” will show up often in his or her legitimate messages.

A statistical filter can also respond quickly to changes in spam content, without administrative intervention. The task non-spam. It is really important to provide both spam and non-spam or the filtering would be catastrophic. The webmail provides a convenient way for end users to report messages as spam via an HTTP link. They do it well after we explained to them that doing so will reduce their amount of spam. cron server, found in Unix and Unix- like operating systems, is used to schedule commands to be executed periodically. A 15 The amount of spam reported decrease of 90% ! I assume that users receive 90% less spam than at the begining of the filter learning proccess. I had some congratulations from customers about that. For non-spam, I find out that all the address books that customers have in the webmail would be a good way to mark as non-spam messages coming from people in thoses address books. I did a script on the mail server that look into the address books database for every message comming in. If the expeditor is into an address book then the message will be marked as non-spam.

I used also what we call В«spam trapsВ». This is non-used mailboxes, with names choosen to be easily spammed like firstnames or В«infoВ», or В«contactВ», etc… All messages received from thoses mailboxes are then automatically reported as spam o the statistical filter. 16 Webmail The new webmail is Horde IMP which is a famous open source webmail. It is based on IMAP and allows customers to report problems easily, to manage their address book and folders and to report messages as spam.

They can also set up filtering using both withlist and blacklist but as far as the anti-spam is efficient enough they don’t use it so much. There is also online help but the system is pretty intuitive. I customized a little bit default options after getting some customers feedback. I had to write scripts to update the configuration database for each customers. 17 Administration interface The new administration interface is simple which is certainly the main quality of it. The old one was really slow. Now, this is more like a frontend on the backend database used by the mail system.

Here you can create, delete, and change password of those more than 2,000 accounts split on 200 domains different level of permissions. Indeed, I had to write scripts to extract kind of В«flagsВ» into the windows registry of the old system to distinguish normal user and administrators. On the new system, endusers can also change their password using a dedicated part of the administration interface. This is a security improvement (negligeable regarding the improvement from Windows to Linux) because it was not possible on the old system. 18 2. 1. Database and backups The new system use an SQL database to store encrypted passwords. The Postfix SMTP server and Dovecot POP3 server both use this database to check passwords. Thanks to this database, a backup of the accounts is made every day on another server. Because people don’t leave their messages in their mailboxes too long a bacup of them would be both difficult and not so usefull. 2. 1. 10 Conclusion The migration was a great success. Although I took all precautions there was still risks but I didn’t have to switch back to the old system.

The system is actually really stable and end-users are already used to it. Every day, domain’s administrators use the administration interface and end-users report spam via the webmail. There was a project to outsource the mail server to a dedicated hosting service but the project was canceled by my managers. Also, the greylisting was at first on a separate outsourced server but the company that was hosting this server disconnect it after a delay in their payment. I had to install the greylisting service on the new server and verything was fine but it was a huge change. 19 2. Web server migration (I’S, Frontpage, Webtrends and FTP) This task was less complex than the mail migration but the difficuly here was to find out a way to automatize the procedure to avoid errors and to get it done as soon as possible. For most of the tasks I found how to automatize the migration but for some others I had to do it manually. This project was also a good opportunity because I was not used to Windows servers. 2. 2. 1 Why When I arrived, the 11S web server (Microsoft Internet Information Services) had only one hard drive left out of the six slots available.

It was more than urgent to fix that because the single hard drive could die at any time, bringing in his death the hundreds of web sites we host. We host company’s website and shopping cart. Some of them process thousands of dollars a day. No need to say that any interruption of service would not be appreciated. Because it was too risky to put new hard drives and try a syncronisation with the one left, we set up a new server. I had to automatise as much as possible web domains creation. On top of domains thereselves there was a lot of related services like FTPIO,

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