The Warsaw Pact and International Relations Research Paper

The Warsaw Pact and International Relations - Research Paper Example With time the concept of International relations became too wide and had to be studied on a broad point of view. In fact, in the latter centuries, the field had to include the presence of diplomats to intervene in cases that were of importance between the countries or related parties. In the case of this essay, International relations will be highlighted in the context of examining the Warsaw Pact, in an endeavor to look at the reasons behind the formation of the same and the implications on global issues. The Warsaw Pact can only be understood on an international relations point of view, by assessing the states and organizations that were implicated by this agreement and the results that emanated from signing the agreement by the involved parties. The essay shall also aim at assessing the strengths and weaknesses of the agreement on an International relations point of view and if its existence was of importance or was just a formality among the involved stakeholders. The Warsaw Pact dates back to May 1955, with its founding members having the idea, that it would be beneficial if they founded a counteractive move on the North Atlantic Alliance. The major proponents of the organization include the USSR, Bulgaria, Poland, Romania, Czechoslovakia, Hungary and Albania. These members had the idea that, for stability to be achieved in Europe, it would be of great importance to come up with an organization that would match the activities and powers of North Atlantic Alliance that was to be the Warsaw Pact Organization. ... he idea that, for stability to be achieved in Europe, it would be of great importance to come up with an organization that would match the activities and powers of North Atlantic Alliance that was to be the Warsaw Pact Organization. However, on another angle, analysts argue that the formation of the Warsaw Pact Organization was of no match to NATO. The major drawbacks that Warsaw Pact faced have a great relationship with breaching the stipulations of the organization’s rules. In relation to this work, nevertheless it is vital to make plain of the fact that, in times of disparities in Europe, the Warsaw Pact played a major role in breaking the barriers that saw NATO almost enjoy total dominance in Europe. In fact, other analysts regard to the Warsaw pact as a form of a stabilizer that came in at the right time in the global arena. On another angle, it was in February, 1991 that the members of the Warsaw Pact decided to come together to come up with a permanent solution in regar d to the issue on Cold War. However, as Windsor (pp.105) indicates, USSR had worked towards anticipation of a withdrawing from the Warsaw Pact. With this held at Budapest, it is evident that there were numerous attempts by the concerned stakeholders to come up with a final decision regarding the dominion of USSR in Europe. This relates to the concept of International relations that related to the aspect of the need to come up with a long lasting solution that would allow the states have peaceful coexistence in the continent. Without the incorporation of meetings by the concerned parties, it is almost impossible for persons to coexist in the society. This explains the reasons behind then setting up of the Warsaw Pact. On another angle, the Warsaw Pact can be indicated to be one of the measures

Supply chain management and SC partnership Essay

Supply chain management and SC partnership - Essay Example He also believed that companies should own and control virtually every aspect of its business. Late 1970's and early 1980's witnessed the development of the manufacturing strategy paradigm. The thinkers of the time argued that a company should devise a focused strategy, creating a focused factory that performs a core activity that the company is best at. Late 1980's saw the development of quality management for setting international quality standards. The International Organization for Standardization created the ISO 9000 certification standards with this purpose in view. Innovations in the process of operations led to the development of Business Process Reengineering in the 1990's. Companies saw the need to become lean in their manufacturing process to remain competitive and BPR aided by helping them eliminate the non-value added steps in their manufacturing process and computerizing the remaining ones to achieve low-cost and higher quality. Then came the Supply chain Management; applying a total system approach to managing the flow from suppliers through factories and warehouses to the end customers. Internet aided the progression during the late 1990's bringing supply chain management to its current level as an essential element of business activity (Chase, Jacobs and Acquilano, 2004). Supply-chain management (SCM) is a method for integrating a manufacturer's operations with those of all of its suppliers and customers and their intermediaries. SCM seeks to integrate the relationships and operations of several-tier suppliers in meeting necessities such as quantity, delivery and the timely exchange of information (Gunasekaran and Ngai, 2004). Supply Chain Management Supply chain management is the discipline of managing the movement of raw materials into an organization and the finished products out of the organization. SCM is an approach that encompasses every process concerned in manufacturing a product, from source to consumption. There has to be a linkage between the suppliers that provide inputs, manufacturing and service support operations that transform the inputs into products and services, and the distribution and local service providers that localize the product (Chase, Jacobs and Acquilano, 2004). This involves building a network that allows a flow of materials, without a break or hitch, throughout the process of production. This flow is fuelled by co-operation, and co-ordination among the diverse channel partners. Supply chain management thrives on improving efficiency and reducing cost of production by focusing on the core competencies of a company. Functions such as procurement of raw materials and distribution of products are outsourced to companies that are better equipped and more cost-efficient to perform them. Strategic planning is necessary to develop a network to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers. Information technology has helped integrate the various components of SCM by building a network that aids in sharing necessary data between all supply chain partners within a system. A company

Integrated Project Delivery Process (IPD) Management

Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product Integrated Project Delivery Process (IPD) Management Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product

A Modest Proposal Concerning the Environment Essay -- Environment Envi

A Modest Proposal Concerning the Environment * Based on Jonathan Swift’s â€Å"A Modest Proposal† (1729). It is a melancholy object to those who travel through this great country to see isolated corners of this fair realm still devoted to protecting the environment. The wretched advocators of these ideals are frequently seen doling out petitions and begging at their neighbours’ doors to feed their obsession, which keeps them in the contemptible poverty that they so richly deserve. I think it is agreed by all parties that it is an eyesore to see these people blockading the roads to prime tree-cutting land and bombarding our most respectable government with impractical proposals. It is not so Herculean a task to discourage these self-named â€Å"environmentalists† in their follies by paying them no heed. However, a new generation of them has sprung up. Citing how it is in fact profitable to protect the environment, they try to pull blindfolds over the public’s eyes. Therefore, whoever could find an easy and economically sound method of reclaiming these lost souls would deserve to be made the head of our nation at the very least. But my intention is very far from being confined to converting the people who are currently obsessed with protecting the environment; my aims are much more marvellous, and shall take in the whole number of people capable of falling in love with nature. Now, sustainable development and quality of life are crucial to the well being of our nation. Thus, I have pondered many a year on this very important matter and have consulted a very knowing Canadian of my acquaintance at the World Wildlife Fund (WWF). The amount of natural resources in this country being usually reckoned infi... ...rs with them. This will lead to the unity of a strong nation. Fifthly, we can achieve our ideals of obtaining sustainable development and a high quality of life; we will also be able to save the lost â€Å"environmentalist† souls from wandering past these ideals. There are many other advantages to my humble proposal, such as having fewer issues to worry about and having the knowledge that we humans can harness Nature. As you all know, knowledge is power. I can no more think of any objections that might be raised against this proposal, but I can assure you that I stand to gain nothing from these necessary suggestions, as I own neither lakes nor rivers, and I do not have any stocks in the biotechnological market. I have no other motive than to bring about the public good of my country, by advancing our trade in the exploitation of nature.

City Life Beats the Small Town Essay

1. This essay is an essay of both comparison and contrast because the author points out the similarities while examining the differences. For example, having a cinema in both small town and big city is a similarity, but one cinema in small town showing three different movies at any one time, and a big city having more than one cinema, showing hundred different movies at once is a difference. 2. The writer uses the point-by-point method in writing this essay. 3. The writer provides an equal number of details that relate to the small town and big city in order to give to the readers a proper understanding of differences between the two life-styles. 4. The numerous resources and options available in the city, for the people coming from different parts of the world, to find a group or community similar to their own origin makes life little easier and comfortable for them, as well as they get the opportunity to learn about various cultures and ethnicities, which is the superior nature of the big city. 5. The thesis of the essay is, â€Å"Life is better in the big city, and it all comes down to one general reason: more choice†. 6. The topic sentence of paragraph #2 is, â€Å"One of the areas in which having choice can be extremely valuable is that of friends†. 7. I agree with the author because of my own experience of coming to the city of Toronto as an Immigrant. The resources, opportunities and comfort that a big city can provide in terms of education, work, health, or entertainment are very difficult to find in a small town.

The Analysis of the Uk Supermarket and Tesco

The analysis of the UK supermarket and Tesco Introduction: The role of supermarket is becoming far more significantly in daily life. Consumers could see different kind of brands and variable goods. The role of the supermarket is tried to satisfy the consumers’ demands. Since the supermarket came out, the advantages such as low price and cost, much convenience made the supermarket develop quickly. As a consequence of the rapid development, the supermarket plays an important role in the retail industry. It not only saves large amounts of labor capital and operating cost, but improves the shopping environment.In this essay I will make a specific analysis of the UK supermarket system through economic theories. Firstly, I will analyse the situation of the UK supermarket via Five Forces Model (Michael Porter 1979). And then, I will select the largest supermarket in UK, Tesco, to analyse the strategy of this firm by using the value chain (Michael Porter 1985). Tesco is the largest Br itish retailer both by global and domestic market share. And it is the third largest retailer in the world followed the Wal-Mart and Carrefour.Tesco opens around 2,440 stores and employing more than 400,000 people. Tesco has entered into areas such as clothes, electronics, financial services, internet services and gas stations. Currently, the market share of the retailer in UK is more than 30 percent. As of March 2008, Tesco could be found in every postcode of the UK. Five forces analysis The aim of the five forces model illustrated by Michael Porter (1979) is to analyze an industry to determine that which forces can influence the industry strongly so that the firm could make the best position in this industry.And the five forces include: the threat of new entrants; the power of buyers; the power of suppliers; the threat of substitute products and the competitive rivalry among the existing companies. Threat of new entrants Firstly, the threat of new entrants is rather low. It is pre tty difficult for new entrants to enter the UK supermarket because of many barriers such as economies of scale, capital requirements of entry, cost advantages, differentiation, etc. There are many supermarkets in UK and the four largest Tesco, Sainsbury's, Asda and Morrison account for 75. percent of the UK supermarket in the 12 weeks ending 1 November 2009 (Wikipedia). For new entrants, it is difficult to occupy the market share of the UK supermarket in current structure. The first barrier is that small scale of supermarket could not create high margin. It is necessary for the entrants to consider the capital requirement according to the large scale of the operation. Many supermarket firms like Tesco and Asda have the cost advantages in supplication factor and other economic factors.It makes a large barrier for new firms to enter the market because of the disadvantages in cost requirement. Comparing the existing firms, the new enters need more cost and capital to establish the new brand and the access to marketing channels in order to attract the consumers. The existing supermarkets have built the famous brands, stable consumer groups and distribution channels. The strength of the brand name and channels could be a very powerful mean to build a barrier to entry. In order to keep the market stable, government also has the ability to establish a barrier.For instance, if the government can make a determination that how many supermarkets could be established in one region, as a result, the entrants will not be limited to build new facilities. And the new entrants may require many licenses from the government of other legal branches in order to operate. That is also a type of barrier for entry. The existing companies will make a specific analysis aim at the threat of the new entrants and then publish relevant measures to prevent the entrants to enter the supermarket system. There are so many barriers for new entrants to enter the supermarket system that the threat of them is rather low.Power of the buyer Secondly, the power of the buyer is not strong as well. People need their daily life products, so they must do shopping. For the large supermarkets, there are many factures influence the buyers’ selection such as the comfortable shopping environment, convenient transportation, free parking, etc. However, because of the homogeneity of these factors, what the consumers concern more is the price of the products. Different company makes different price strategy based on the respective position. Clubcard of Tesco is the company’s customer loyalty programme – the way of saying ‘thank you' to consumers.It is pretty popular that the number of active member increased over 15 million from 13 million at the start of 2008/9. Clubcard is a main reason for consumers who prefer the Tesco rather than other competitors. Power of the supplier Thirdly, the power of the supplier is also low. The majority of the products in different s upermarket are homogeneity. Many large firms like Tesco and Asda have the unified operating style and advanced purchase measures. So, there are many suppliers for the supermarkets to choose and purchase products.And because of the small retailers’ purchasing power is much lower than the supermarkets. At last, most of the products will be sent to the large supermarkets. Threat of the substitute Fourthly, the threat of the substitute is not high. As the substitute of the supermarkets, the small single retailers are pretty convenient for consumers. People could buy fresh seafood, vegetable and fruit from the respective markets instead of the supermarkets. And there are many advantages about the retailers, for instance, many small retailers are built near the residential areas, the range of products is pretty full.However, since the operating cost is high, if the retailers want to obtain margin, they have to make the price higher than the supermarket. But as the industry leader, there is no doubt that the Tesco Group would not give up the share of small retailer market. So the Tesco Express and One Stop came out. The Tesco Express stores are neighborhood convenience stores whose average size are about 200  m2, stocking mainly food with an emphasis on higher-margin products and everyday essentials. They are established in busy city centre districts, small shopping precincts in residential areas, small towns and illages. And the size of One Stop is much smaller than the Express. At the end of its 2010-2011 financial years, the number of the Tesco Express and One Stop were 1285 and 599(Wikipedia). Because of the famous brand of the Tesco, most people prefer to buy the daily products in the Express or One Stop. According to Datamonitor (2010), there are 960 Express stores which sell approximately 7,000 products and 170 Metro stores which sell a range of food products in villages and city centres.As a consequence of the brand and more types of products of the supermarket, the threat of the substitute is rather low for the supermarket. Competitive rivalry among the existing firms The last one is the competitive rivalry among the existing firms. And the threat of competitive rivalry is considered very high in the UK supermarket industry. The four largest supermarkets Tesco, ASDA, Sainsbury's and Morrisons account for 30. 5%, 16. 9%, 16. 3% and 12. 3% of the UK supermarket in the 12 weeks to 27 December 2009. (Wikipedia) And the market share of ASDA increases from to 16. % during the year 2010/ 09, meanwhile, Sainsbury’s share rises to 16. 3% and Morrison’s reaches 12. 3% from 11. 3%(Euromonitor, 2010). The competition of these firms is pretty strong in this industry in order to win the market share and the competition could make the market develop much faster. It is very significant for these firms to create many innovative measures to obtain more market share. Most products are homogeneity for consumers so that the seller sh ould pay more attention to the piece and quality of the products.Hence, based on the quality guarantee of the goods, firms try to occupy more market through the lower price and better services. By the analysis above, the threat of the competitive rivalry among the different firms is highly strong but other threats are not strong enough. So, the supermarkets in UK should figure out more effective measures to attract consumers in order to occupy the market. Value chain analysis The value chain was developed by Porter (1985) in order to analyze a firm to state the sources of competitive advantage. There are two activities including primary activities and support activities. The primary activities are those that concerned about physically creating the product or service and transferring it to the buyer, together with any necessary after sales service. The support activities are those activities that are necessary to ensure that the primary activities can be completed. The support activi ties can affect any one or more of the primary activities. † The primary includes inbound logistics, operations, outbound logistics, marketing and sales and service and the support activities includes firm infrastructure, human resource management, technology development and procurement.The first primary activity is the inbound logistics. It is considered that the inbound logistics includes receiving goods from suppliers, storing goods, transporting goods and taking goods to the shelves. Tesco uses the leading position as the key power to reduce the costs from the suppliers and keep the stable of consumers’ selection. Meanwhile, it also improves the efficiency and the distribution system. As well, the company provides more effective way to control and reduce the costs of damaged goods. As a result, it could avoid the extra costs be transferred to the consumers.It needs to think about its operation active. The firm could do many operations such as providing products and service and keeping the shelves full as the daily task. In order to gain more competitive advantages, it is necessary for the company to take a consideration about reducing the operating costs. Tesco makes full use of the intelligence technology (IT) system in order to make the company control the operative cost effectively. This firm has spent more than 76 million pounds on narrowing the operation time by the digital program by the 2010. And during the 2009, the profit of the Tesco was reached 550 million pounds.The measure of Tesco provides much convenience for staff to operate the service. Accompanied by the operation, they will have outbound logistics problems. It is concentrating on delivering the goods to the customer. Currently, Tesco adds the home delivery service. However, there are many methods need to be improved such as parking facilities, handcarts, staff and systems to get competitive advantage. If it could be implemented more effectively than other firms, it would mak e their consumers save more time. And the staff could make the facilities available and convenient for consumers to get quickly.Tesco has the leadership and effective outland logistics. The company has invented many measures to satisfy consumers’ demands like the small Express and one-step stores and fast door-to-door delivery service. It is very important to considering the marketing and sales. The next one is the marketing and sales. As the leading company, Tesco has its strategy to attach to consumers. The Tesco Clubcard is invented to attract more people to go shopping to Tesco instead of other competitors. Consumers who keep the cards can get much discounts and integration. Actually, advertisement is necessary as well.Tesco could attract more consumers by the advertisement via the television, radio and local newspaper. And they could get much information about the products and discounts. After selling, service becomes the most significant active. As the principle of fast and easy, when the consumers enter into the supermarket, the warm shopping environment may make them relaxed. Various sectors are responsible for their respective responsibilities; staffs provide the best personal service to consumers so that consumers can go shopping easily and comfortably. All of these reflect the intimate service for consumers. Here are the support activities.The procurement is the procedure of obtaining the various contributions to the primary activities. The key point of the firm infrastructure is planning, finance and controlling the system to improve the firm’s strategic ability. The company should focus on improving the establishment of the infrastructure so that consumers could go shopping more convenient. The human resource management includes recruitment management and staff development. The aim of the Tesco is to add differert types of schemes and develop the recruitment plan, then train more excellent staff to provide the best service for consum ers.The development of technology is a significant competitive advantage for a company. The advanced technological level could add higher brand value. Tesco is the first supermarket that invented the self-checkout in UK. And it provides great convenience to consumers. Conclusion: In this essay, I analyse the UK supermarket industry by using Five Forces (Michael Porter 1979) firstly. Through the analysis, it is clearly that the threat of new entrants, the power of buyers, the power of suppliers, the threat of substitute products are pretty low for UK supermarket industry.The firms in UK do not pay much attention to those threats above. The power of competitive rivalry among the existing companies is very strong. The competition among the existing supermarkets is rather drastic. All companies need to figure out effective strategies in order to prevent their consumers changing their brand selections. And secondly, I analyse the value chain (Michael Porter 1985) of Tesco. As the largest retailer in UK, Tesco has an excellent industrial chain for supply and demand. The primary activities could ensure the firm can gain more margins by perfect supply chain management, operation, sales and service. Read also: Reed Supermarkets: a New Wave of CompetitorsThe support activities like great human resource management, advanced IT system provide support to ensure the primary activities could be operated. With the excellent primary activities and support activities, Tesco obtains more than 30 percent market share in UK. Reference Porter, M E (1980) Competitive Strategy: techniques for analyzing industries and competitors (Free Press) Johnson, G and Scholes, K (2007) Exploring Corporate Strategy (Prentice Hall) Besanko, D Dranove, D Shanley, M and Scharfer, S (2007), Eonomics of Strategy (Wiley) Porter M E (1985) Competitive Advantage (Free Press) Tesco available at ttp://www. slideshare. net/j4g2r/tesco-presentation Growing the UK core available at http://ar2011. tescoplc. com/business-review/growing-the-uk-core. html â€Å"Tesco share turnaround (plus an update on grocery price inflation† available at TNS Global http://www. tnsglobal. com/news/news56F59E8A99C8428989E9BE66187D57 92. aspx Euromonitor (2010), ‘Industry Profile – Food retailing’, Euromonitor International, 2010 Tesco available at http://en. wikipedia. org/wiki/Tesco Tesco (2010), ‘Annual Report and Review 2010’, Tesco. Available at http://ar2010. tescoplc. com/en/downloads. aspx

knowledge about Solar Power and advantages of using natural energy The WritePass Journal

knowledge about Solar Power and advantages of using natural energy Abstract knowledge about Solar Power and advantages of using natural energy AbstractAims and objectivesIntroductionHistory of Solar PowerTypes of Solar PowerSolar thermal:Solar electricity:Advantages of Solar Power:Future of Solar Power: Conclusions:References:Related Abstract This report is about Solar Power. Reader would be interested in reading this report because nowadays natural energy is very important and its’ importance increases every day. In report are included advantages, types, future and history of solar power. As well reader will find information about how solar thermal power works and what is the function of the photovoltaic panels. Also there is a comparison between Solar Power and other types of power sources. That will help you to understand importance of natural energy.   Nowadays Solar Power is not as popular, as it will be in the future, because installation of systems to get energy from sun costs a lot. These factors are also introduced in this work, to show, that people must pay more attention on natural energy, to reduce price and take all advantages of it. Aims and objectives This project was designed to generate knowledge about Solar Power and to learn advantages of using natural energy. The objective is to explain people how to acquaint reader with solar power using examples and interesting facts.    Introduction For thousands of years, people have been using sun for simple needs, such as drying clothes and growing food. But only less than age ago, people have been able to use it for generating power. Majority of people are used to use fossil fuels and are not interested in using new sources of energy. But they would change their opinions and their habits after they learned more about damage made by fossil fuels and all the benefits of natural materials.    History of Solar Power Many consumers thinks that solar power is a relatively new power source but thats not true. The sun has been known to be a source of energy dating back to ancient times. The ancient Greek were the first to use solar power to their benefit, as they built their houses into the side of hills to take advantage of the heat storage from the sun during the day that would then be released during the night. The ancient Romans were the first people to use glass windows to steal the warmth of the sun in their homes. They were so serious about the preservation of this solar energy that they erected glass houses to create the right conditions to grow plants and seeds. While people were benefiting from solar power, the first solar collector was built only in 1776. The collector was built by a gentleman called Horace de Saussare. This invention attracted much interest in the scientific community through the 19th century. In the interest of making use of solar power, Auguste Mouchout created a steam engine that was powered only by solar energy in 1861. This was an exciting event, but the invention was very expensive and it could not be reproduced or even maintained so the steam engine was quickly forgotten. It was during the later half of the 1950’s that solar power saw its first mainstream usage. The first solar water heated office building was built during this time by an architect named Frank Bridgers. A short time later a small satellite of the US Vanguard was powered by a solar cell of less than one watt. After such big strides in the 1950’s, the solar power really took off,   because of cheap oil prices in the 1960’s, it was more affordable for people to power their homes with oil than it was to power their homes or offices with solar energy. There was a rebirth of the solar power in the 1970’s with the steadily increased oil prices; in fact the US Department of Energy financed the Federal Photovoltaic Utilization Program. This program was responsible for the installation and testing of over 3,000 photovoltaic systems. The 1990’s brought an even more mainstream interest in solar power. Solar power was seen as a great alternative to oil and petroleum products. During the 1990’s over one million homes had some form of solar power installed. Today, solar energy is one of the most useful and commonly used source of energy all over the world. Types of Solar Power Solar thermal: Solar thermal power is the process of taking heat from the sun to generate energy.  This type of solar thermal power is usually installed in homes to reduce the cost of heating and cooling the dwelling.  Ã‚  In many cases solar thermal power is used to power the hot water system in a home. Solar thermal power can be used in a passive or active mode.  Ã‚  A passive type of solar thermal system will use the convection to circulate the water where the active water heater uses a pump to circulate the water.  Ã‚  Solar thermal power is also used to power turbines and even some machinery. Solar electricity: Solar panels and are used to convert sunlight into electricity; this is probably the most commonly seen type of solar power.  Ã‚  This electricity can be used to power many different things in a home, such as appliances.  This conversion of sunlight into electricity is done through the photovoltaic panels. Advantages of Solar Power: The most obvious advantage is that solar power is a renewable resource. The sun is available the world over and even though it may go behind clouds and it may go down at night, the sun is still available consistently enough to provide the power we need. In fact, the sun provides more energy than the whole world currently uses! Another awesome benefit of using solar power is that it doesn’t pollute the environment in which we live. Solar power is not associated with toxins or greenhouse gasses like other forms of power are. Solar power is the only type of power that is not harmful to the environment. An amazing thing about solar power is that it is free. You don’t have to pay for the sun. If you simply use solar panels or lights you don’t have to pay to run them. You do have to pay for the installation, but once this is done you get the power for free. In addition, solar cells don’t require the maintenance and they can last a life time so there is relatively little expense associated with solar power. Another often overlooked advantage of solar power is that it is a silent type power. There is no need to use heavy machinery, as is the case when drilling for oil; the solar power just relies on the sun, which is silent. While most people don’t think about noise, when there is an absence of it suddenly we realize how noisy energy production currently is. Future of Solar Power: Solar energy has been used in some form or another since ancient times but the solar energy future remains wide open. The reason for this is that there are so many variables associated with how mainstream solar energy usage becomes.   The biggest deciding factor of solar energy in the future is its cost. Current critics of solar energy state that overall coal and other fossil fuels are just much more affordable, but while fossil fuels may be more economical in the short term, the damage on the environment must be considered!!! Fortunately, the cost of solar power is coming down, which means that the future of solar power is looking good. How quickly solar power is the rule not the exception really has to do with cost. The more that the government pushes consumers toward a fossil free future, the more attention solar power will get and the more attempts will be made to reduce the cost and increase the production of solar power.    Conclusions: In conclusion, the advantages of solar power are vast and far reaching. Not only does this type of power benefit the individual and their home, it benefits the environment that we all live in. Solar power could not only make energy costs plummet for one and all, it could make the earth a better place to be in the long run. References: Miss K. L. Barraclough â€Å"A guide to report writing for first year†, School of engineering, design and technology, The University of Bradford. Mrs Elizabeth Gadd â€Å"An example report† Loughborough University Library, November 2008. darvill.clara.net/altenerg/solar.htm Perlin, John (1999). From Space to Earth (The Story of Solar Electricity). Harvard University Press Halacy, Daniel (1973). The Coming Age of Solar Energy. Harper and Row. Mazria, Edward (1979). The Passive Solar Energy Book. Rondale Press Bolton, James (1977). Solar Power and Fuels. Academic Press

Immigration Essays (772 words) - Immigration To The United States

Immigration Essays (772 words) - Immigration To The United States Immigration Immigraton in the U.S. While immigration has played an important role in the building and formation of America, new federal laws have resulted in mass immigration. Throughout history, Congress has enacted laws and has had to amend them to control the flow of both legal and illegal migration to the United States. In 1948, legislation was first enacted in an effort to control the number of applicants fleeing persecution; it permitted 205,000 refugees to enter the United States. In 1952, Congress set in place major regulations setting parameters and quotas mostly for the eastern hemisphere and leaving the western hemisphere unrestricted. In 1953, congress was again faced with having to increase the number of refugees from 205,000 to 415,000. In order to qualify as a refugee one must have a well founded fear of persecution, not be firmly resettled in a third country, and must not be an aggravated felon. In 1965, the national origins quota system was abolished but still maintained was the principle of numerical by establishing 170,000 hemispheric and 20,000 per country ceilings and a seven 1 category preference system. This system included the spouses of lawful resident aliens, brother and sisters of United States citizens, skilled and unskilled workers. To present date spouses and minor children of US citizens are exempt any quota system. In 1980, the refugee act removed them from the preference category and established clear criteria and procedures for their admission. In 1986, Congress was faced with yet another national crisis which it attempted to resolve by enacting the Immigration Reform and Control Act (IRCA). IRCA was considered to be the most comprehensive act which was to grant amnesty to those who had resided in the US illegally since January 1, 1982, (2) created sanctions against persons and companies that hired illegal aliens, (3) created the a new classification of temporary agriculture and granted amnesty to such workers, (4) created a new visa waiver pilot program (VWPP) allowing the admission of certain non-immigrants without visas, (4) created legislature for conditional status for those couples whose marriage is less than two years prior to immigrating to the US. Under IRCA 2.7 illegal aliens mostly from Mexico were given legal immigrant status. These new laws opened the door to the longest and largest wave of immigration ever-27 million since 1965, including illegal entries. The visa waiver pilot program (VWPP) is designed to extend reciprocity to the countries that permit US citizens to visit their countries without the need of a tourist visa. To date a total of twenty-nine countries are signatory to the treaty. In order to qualify, countries must have a low rate of non-immigrant overstays to the US, and must have state of the art machine readable passports. 2 Prior to the enactment of IRCA, marriage fraud between non-citizens and US citizens was rampant and out of control. Measures were put in place to reduce this by requiring couples to submit proof to INS. This proof must show that the couple has been living together and submitted ninety days prior to the second anniversary. If the couple fails to establish that the marriage is valid, the non-citizen will not become a lawful permanent resident and will be faced with and order of deportation. The only exception, is that the non-citizen cannot be the subject of spousal abuse and be expected to remain in the marriage for the two years. After almost thirteen years, Congress and the United States citizens have had the misfortune of reflecting on the blunders of the Immigration Reform Act of 1986(IRCA). The amnesty permanently added millions of poor people to our society. A study done by the Immigration and Naturalization Service (INS) showed that after ten years in the United States, the average amnestied illegal alien had only a seventh grade education and an annual salary of less than $9,000 a year. The cost of amnesty to the American taxpayer is unbelievable. According to a recent study by the Center for American studies, the total net cost of amnesty after ten years comes to over $78 billion dollars. An amnesty sends the message that its okay to break the law. Eventually, it says, you will be forgiven, even rewarded for doing so. Further-more, it makes a mockery of the legal immigration process, where-in those who obey the rules, wait years to immigrate. Their is a list of 3.6 million eligible people waiting to be admitted as immigrants to our country; some of them have been on 3 that list for eighteen years. Illegal aliens make a mockery of those who respect our laws and