buy custom PERT versus CPM essay

buy custom PERT versus CPM essay Research as shown that the most common project estimation technique employed by project mangers include PERT and CPM. PERT is an acronym that stands for Program Evaluation and Review Technique. According to Scott (2006), this technique provides definitive estimates of how long it would take to complete tasks. It involves generation of three estimates to come up with a final estimate. The three estimates include; optimistic time, pessimistic time and most likely time. The most optimistic case (O), gives the best case estimate of time to complete a task and it indicates a situation when everything is working right. The most pessimistic case (P), gives the worst case estimate of time to complete a particular task and it indicates a situation of the worst occurrence. The last estimate is the most likely case (M) which gives the normal estimated time to complete a task. Basically, this is the time expected to complete a task given the normal problems and opportunities. The three estimates are combined to create a single number that best describes how long it would take to complete a given task and then a weighted average of the three estimates is created with the most likely estimate being four-times than either optimistic or pessimistic estimate. PERT estimation technique can be used in a number of situations. For instance, it can be used in estimating the feasibility of a given project in terms of cost and scheduled time for its completion. Kheter (2010) highlights the advantages and disadvantages of this method which can be used to determine the circumstances under which the method can be applied. One of the advantages of this method is that it has got added flexibility of fast tracking or slowing down the project as required. Therefore, where flexibility is of essence, PERT estimation method can be applicable. The other advantage is that it helps one to arrive at a realistic starting or ending date for project activities. This makes the method more appropriate in determining the most probable duration that a given projectwould take. This method also facilitates identification of a critical path thus reducing the overall project risk. Therefore, in situations where a project manager wants to identify and minimize risks, this method can be appropriate. However, due to its disadvantages, as pointed out by Kheter (2010), it may not be suitable to use where the number of tasks or activities and dependencies are many. This is because as these activities and dependencies increase, complexities emerge thus increasing the risk of project failure. In addition, its lack of objectivity in the criteria used for defining initial optimistic and pessimistic estimates limits one to rely on it in future as the same criteria may not be applicable at that time. Finally, in situations where one may want the actual estimate of time needed to complete a given task, this method may not be reliable as it may lead to under-estimation of actual project time in some instances. CPM is another commonly used estimation technique and its also an acronym that stands for Critical Path Method. It is a step-by-step technique used in project planning and defines critical and non-critical tasks with an aim of preventing time-frame problems and project failure (Linda and Brennan, 2006). According to the writers, this method is best suited to projects consisting of numerous activities that interact in a complex manner. Unlike PERT which uses three estimates, CPM uses a single point estimation of the completion time. In CPM, activities can be determined whereas in PERT, activity estimates are based on probability. As earlier stated, this method is best suited to projects that have got numerous activities that interact in a complex manner. This adds to many other advantages of this method as highlighted by Shari and Rosalind (2005). The method shows the activities that are critical to maintain the schedule and which are not. Therefore, in situations where one wants to determine the most important activities to focus on, this offers the best option. Also, using thhis method, a project manager can determine the actual date for completing each activity and also compare what should be happening with what is taking place and take the corrective measures. Therefore, in a situation where one would like to have good control and monitoring of the project, this method can be applicable. This method also provides a graphical view of the project in which dependencies are displayed to help in scheduling. This helps in the planning of the project thus making it reliable. In addition, activities and their outcome can be shown as a network. It evaluates the activities that can run parallel to each other. Therefore, this method can be applicable in situations where there are numerous and complex activities that are to be carried out together. However, in situations where scheduling of personnel or the allocation of resources is needed, this method is not suitable as it does not support it. In addition, where larger projects are involved, it is not advisable to use this method as it can be complicated in such projects. Also, in cases where the project manger involved does not have sufficient knowledge of the method, it is not advisable to use the method as it is not always clear and needs to be calculated carefully. Apart from PERT and CPM, there are other project management cost and scheduling techniques such as function point counting, weighted average (WAVE), bottom-up, top-down and extrapolation. However, though these techniques can also be applied to cost estimation and scheduling, they cannot override the benefits derived from using either PERT or CPM. As earlier indicated, they are the most common tools of estimation and are more reliable and accurate when it comes to estimation. In conclusion, though PERT and CPM are the most common methods of estimation, the other methods cannot be underestimated as they can also offer some benefits which PERT or CPM cannot offer. However, I one would prefer PERT because it recognizes uncertainty in project time estimation and cost. Buy custom PERT versus CPM essay

Facts and History of North Korea

Facts and History of North Korea The Democratic Peoples Republic of Korea, commonly known as North Korea, is one of the most talked-about yet least understood nations on Earth. It is a reclusive country, cut off even from its nearest neighbors by ideological differences and the paranoia of its top leadership. It developed  nuclear weapons  in 2006. Severed from the southern half of the peninsula more than six decades ago, North Korea has evolved into a strange Stalinist state. The ruling Kim family exercises control through fear and personality cults. Can the two halves of Korea ever be put back together again? Only time will tell. Capital and Major Cities Capital: Pyongyang, population 3,255,000Hamhung, population 769,000Chongjin, population 668,000Nampo, population 367,000Wonsan, population 363,000 North Koreas Government North Korea, or the Democratic Peoples Republic of Korea, is a highly centralized communist country under the leadership of Kim Jong-Un. His official title is Chairman of the National Defense Commission. The President of the Supreme Peoples Assembly Presidium is Kim Yong Nam. The 687-seat Supreme Peoples Assembly is the legislative branch. All members belong to the Korean Workers Party. The judicial branch consists of a Central Court, as well as provincial, county, city and military courts. All citizens are free to vote for the Korean Workers Party at the age of 17. The Population of North Korea North Korea has an estimated 24 million citizens as of the 2011 census. About 63% of North Koreans live in urban centers. Nearly all of the population is ethnically Korean, with very small minorities of ethnic Chinese and Japanese. Language The official language of North Korea is Korean. Written Korean has its own alphabet, called Hangul. Over the past several decades, the government of North Korea has attempted to purge borrowed vocabulary from the lexicon. Meanwhile, South Koreans have adopted words such as PC for personal computer, handufone for mobile phone, etc. While the northern and southern dialects are still mutually intelligible, they are diverging from one another after 60 years of separation. Religion in North Korea As a communist nation, North Korea is officially non-religious. Prior to the partition of Korea, however, Koreans in the north were Buddhist, Shamanist, Cheondogyo, Christian, and Confucianist. To what extent these belief systems persist today is difficult to judge from outside the country. North Korean Geography North Korea occupies the northern half of the Korean Peninsula. It shares a long north-western border with China, a short border with Russia, and a highly-fortified border with South Korea (the DMZ or demilitarized zone). The country covers an area of 120,538 km sq. North Korea is a mountainous land; about 80% of the country is made up of steep mountains and narrow valleys. The remainder is arable plains, but these are small in size and distributed across the country. The highest point is Baektusan, at 2,744 meters. The lowest point is sea level. The Climate of North Korea North Koreas climate is influenced both by the monsoon cycle and by continental air masses from Siberia. Thus, it was extremely cold with dry winters and hot, rainy summers. North Korea suffers from frequent droughts and massive summer flooding, as well as the occasional typhoon. Economy North Koreas GDP (PPP) for 2014 is estimated at $40 billion US. The GDP (official exchange rate) is $28 billion (2013 estimate). The per capita GDP is $1,800. Official exports include military products, minerals, clothing, wood products, vegetables, and metals. Suspected unofficial exports include missiles, narcotics, and trafficked persons. North Korea imports minerals, petroleum, machinery, food, chemicals, and plastics. History of North Korea When Japan lost World War II in 1945, it also lost Korea, annexed to the Japanese Empire in 1910. The U.N. divided administration of the peninsula between two of the victorious Allied powers. Above the 38th parallel, the USSR took control, while the US moved in to administer the southern half. The USSR fostered a pro-Soviet communist government based in Pyongyang, then withdrew in 1948. North Koreas military leader, Kim Il-sung, wanted to invade South Korea at that point and unite the country under a communist banner, but Joseph Stalin refused to support the idea. By 1950, the regional situation had changed. Chinas civil war had ended with a victory for Mao Zedongs Red Army, and Mao agreed to send military support to North Korea if it invaded the capitalist South. The Soviets gave Kim Il-sung a green light for invasion. The Korean War On June 25, 1950, North Korea launched a ferocious artillery barrage across the border into South Korea, followed hours later by some 230,000 troops. The North Koreans quickly took the southern capital at Seoul and began to push southwards. Two days after the war began, US President Truman ordered American armed forces to come to the aid of the South Korean military. The U.N. Security Council approved member-state assistance to the South over the objection of the Soviet representative; in the end, twelve more nations joined the US and South Korea in the U.N. coalition. Despite this aid to the South, the war went very well for the North at first. In fact, the communist forces captured nearly the entire peninsula within the first two months of fighting; by August, the defenders were hemmed in at the city of Busan, on the southeastern tip of South Korea. The North Korean army was not able to break through the Busan Perimeter, however, even after a solid month of battle. Slowly, the tide began to turn against the North. In September and October of 1950, South Korean and U.N. forces pushed the North Koreans all of the way back across the 38th Parallel, and north to the Chinese border. This was too much for Mao, who ordered his troops into battle on North Koreas side. After three years of bitter fighting, and some 4 million soldiers and civilians killed, the Korean War ended in a stalemate with the July 27, 1953, cease-fire agreement. The two sides have never signed a peace treaty; they remain separated by a 2.5-mile wide demilitarized zone (DMZ). The Post-War North After the war, North Koreas government focused on industrialization as it rebuilt the battle-torn country. As president, Kim Il-sung preached the idea of Juche, or self-reliance. North Korea would become strong by producing all of its own food, technology, and domestic needs, rather than importing goods from abroad. During the 1960s, North Korea was caught in the middle of the Sino-Soviet split. Although Kim Il-sung hoped to remain neutral and play the two larger powers off of one another, the Soviets concluded that he favored the Chinese. They cut off help to North Korea. During the 1970s, North Koreas economy began to fail. It has no oil reserves, and the spiking price of oil left it massively in debt. North Korea defaulted on its debt in 1980. Kim Il-sung died in 1994 and was succeeded by his son Kim Jong-il. Between 1996 and 1999, the country suffered from a famine that killed between 600,000 and 900,000 people. Today, North Korea relied on international food aid through 2009, even as it poured scarce resources into the military. The agricultural output has improved since 2009 but malnutrition and poor living conditions continue. North Korea evidently tested its first nuclear weapon on October 9, 2006. It continues to develop its nuclear arsenal and conducted tests in 2013 and 2016.   On December 17, 2011, Kim Jong-il died and was succeeded by his third son, Kim Jong-un.

Risk management of issues associated with high speed access for Essay

Risk management of issues associated with high speed access for schools and libraries - Essay Example They comprise Trojan horses, viruses, worms, adware, spyware, just to mention but a few. Key-logging is also considered as a malware since it involves using software to record keyboard keys pressed by an in order to monitor their actions of on the computer. All these are considered as criminal activities since they can be used to acquire information from people, as well as invade their privacy without their consent (Vacca 43). Bad work ethics demonstrated by IT workers, librarians, and managers can lead to criminal activities. For instance, if a IT worker gives out access codes that safeguards an organization’s secrets, the secrets may reach the wrong hands. This may have detrimental effects to the organization. On the other hand, a librarian should not give a library’s access codes to a third party who is not registered or is not subscribed to the library. This is because he or she would be breaching the library’s policies as regard to its mode of operation. Lastly, managers, especially bank managers should be careful not reveal their bank’s secret codes. This is because the information may get to the wrong people who may use them to rob the bank. In conclusion, it is essential to note that internet threats affect both individuals and leading organizations. Therefore, it is the responsibility of everyone to be wary of hackers, key-loggers, and malware software. This is because they can be used to acquire vital information that can be detrimental to an individual as well as an

Role of government in East Asian miracle Research Paper

Role of government in East Asian miracle - Research Paper Example This paper discusses the economic boom which we see in East Asian countries. Despite a few ups and downs close to the end of the century, it is an example of regional development beyond anything. The rapid and well paced development that came in the last 40 years started off largely based on development and manufacturing of simple products like toys and apparel but then keeping up the pace of development reached to the development of automobiles and robots. With mass production and integration of technology and the products marketed towards the major European and American markets, the principal factors that have proven to be the major advantages are low cost of labor, growth in production quality and experience, competitive currency exchange rates in the region and compared to other global currencies and integration of latest technology in the production processes. A clear example of such development is clearly evident from the progress of china which became one of the leading produc ers of products that are completing with some of the most popular brands in the world. Japan which was entirely devastated due to the Second World War did not come out of its chaotic situation automatically; instead, the entire fabric of the country was integrated into one agenda that was of massive development. Unlike most of the westerns countries, the major player in the development of most of the East Asian countries remains the government. Each government played a pivotal role in the formulation of policy and national agenda of economic development that resulted in the miracle to happen. The fact cannot be denied that the global economic changes also played their role in the rapid progress of this region but not completely responsible for it. An independent study conducted by the World Bank on the progress of East Asian tigers, the â€Å"The East Asian Miracle† remarks that: Fundamentally sound development policy was a major ingredient in achieving rapid growth: macro ma nagement, saving promotion policies, education, agricultural productivity, . . . But these fundamental policies do not tell the whole story. Government intervened, targeting selected industries, promoting exports, low interest rates, protecting certain industries, . . . rapid growth has at times benefited from careful policy intervention. (1996: 5) The governments have the control and the ability or forming broad based policies that can be applied on a vast scale with a mission of developing standard policies and delivery of the services. With rapidly changing and uncertain global economics, the macroeconomics of the regions is

David Malouf Essay Example for Free

David Malouf Essay David George Joseph Malouf (born 1934) is an Australian writer. He was awarded the Neustadt International Prize for Literature in 2000, his 1993 novel Remembering Babylon won the International IMPAC Dublin Literary Award in 1996, he won the inaugural Australia-Asia Literary Award in 2008, and he was shortlisted for the Booker Prize. Malouf was born in Brisbane, Australia, to a Christian Lebanese father and an English- Jewish mother. He was an avid reader as a child, and at 12 years old was reading such books as Bleak House and The Hunchback of Notre-Dame. [2] These books, he says, taught him about sex: They told you there was a life out there that was amazingly passionate. He is a graduated at Queensland University in 1955 where he lecture for a short period of time before moving to London. There he spent some years teaching but in 1968 he decided to return to Australia and lectured at the university of Sydney where he spend most of his time. He became a full-time writer in 1978. Carreer Many people when asked about Malouf first writings think of Johnno what is his first novel wrote in 1975, but the truth is that his first writing was his 1974 collection, Neighbours in a Thicket: Poems that first earned him a reputation as a significant new Australian talent. Winning various prizes, including the Australian Literature Society Gold Medal, the book draws heavily on Maloufs own past. Neighbours in a Thicket: Poems comprises intimate memories of suburban childhood, of domestic interiors, of mother, sister and the War, of travel in Europe. * His first novel, Johnno (1975), is the semi-autobiographical tale of a young man growing up in Brisbane during the Second World War, a period in Maloufs life that he later wrote about in his memoir. * His second novel, An Imaginary Life (1978), is a fictional life of the poet Ovid, exiled from Rome by the Emperor Augustus in 8 A.D. and sent to live in exile among the Scythians on the Black Sea * In 1982, his novella about three acquaintances and their experience of World War I, Fly Away Peter, won The Age Book of the Year fiction prize. This book sees a return to wartime Australia and Queensland. Ashley Crowther has inherited land from his grandfather, but soon begins to realise that the place really belongs to Jim Saddler, the manager of the estate. Like so many of Maloufs narratives, it returns us to his central themes of possession and dispossession and of Europes complex relationship to Australia. * The Great World (1990), which won the Commonwealth Writers Prize (Overall Winner, Best Book) and tells the story of two Australians imprisoned by the Japanese during the Second World War; represents a turning point in the career of Malouf, whose work has become increasingly popular since the 1980s. While the text pursues much the same subject matter as his earlier novels, it does so on a much broader and more compelling canvas. The novel represents one of Maloufs most ambitious works to date. An epic tale, it combines intimate descriptions of Australias varied landscape, from Sydneys teeming Kings Cross to the tranquil backwaters of the Hawkesbury River while managing to imaginatively encompass the whole of Australia, and the world of Europe beyond. Spanning almost a century, The Great World takes The Great War, along with all those other wars in which Australia has fought in order to re-tell the countrys history. * And the acclaimed Remembering Babylon (1993), which was shortlisted for the Booker Prize for Fiction and won the first International IMPAC Dublin Literary Award in 1996, as well as the Commonwealth Writers Prize (South East Asia and South Pacific Region, Best Book). Remembering Babylon (1993), probably Maloufs best known novel is set in 19th-century Australia, and tells the story of a young boy (Gemmy Fairley), a castaway who is rescued and taken in by aborigines. As an adult, Gemmy comes into contact with a group of European settlers and is taken in by the McIvor family. However, he is never completely accepted by the settler community: both insider and outsider, familiar yet foreign, he arouses both the desires and distrust of his people. Most disturbing of all, Gemmy no longer feels at home in his own body. He has become an in-between figure; a hybrid. Since the turn of the century, much of Maloufs major work has adopted and adapted the short story form. His critically acclaimed collection of short stories, Dream Stuff (2000), Malouf brings together a diverse range of narratives dealing with Australia over the past century. Many of these tales approach their subjects obliquely through myths, dreams and hauntings. As with so much of his best work though, they are also firmly grounded in the physical spaces of the Australian landscape.

Television : Candy For The Mind :: essays research papers

A man once said, "Televevision is candy for the mind." He was right. Making an analogy to candy is ideal ; either, if taken in excess can have a negative affect on the human. At one point or another you watched too much TV. And at one point or another you ate too much candy. Maybe it was on Halloween or Christmas...it doesn't matter. The point is that both are a treat if taken in moderation. The problem is , nowadays, too many kids are watching too much tv, and too many people are eating too much fattening items like candy. THere's more fat people waddling around and more kids believe the stereotypes that the media has provided for the ever stable database of memory in their heads. When a child is born in a society so motivated by technology and television, what other choice do they have but to watch television? The babysitters use it as a means to make their job easier (though I could not agree more in that case) parents so they can calm their kids down, and adolecsents because they want to watch something or are bored. Most of the time, people my age will watch TV because they are bored. When in doubt watch TV. The problem with the excessive viewing of TV is that it is decreasing the amount of thinking done by people ; children especially. This scares me seeing as children are easy targets ; vulnerable , impressionable, and naive, they are the ideal targets. Watching mindless shows like Power Rangers and Beavis and Butthead, children are becoming more and more unlikely to really think. Books and complicated plays make people think. Poems make people think. Television, on most occasions, does not. The reason for this being because our society is a lazy one, and a corrupt one at that.

Malayan Campaign – the Matador Plan

MALAYAN CAMPAIGN – THE MATADOR PLAN INTRODUCTION â€Å"Unfortunately, it has come to this, that either Japan must stop her expansion, or England must willingly give up some of what she has or hopes to have. Therein lies a cause for war. † Lt Cdr Tota Ishimaru, Imperial Japanese Navy 1. The fall of Malaya and Singapore to the hand of the Japanese is a tremendous sign that showed the failure of Operation Matador. In this battle study, there are chronology of events that will guide us very closely in knowing and understanding the reason why this operation failed to meet its objectives.In doing the research on the background of the battle of Malaya and the relativity to the Operation Matador, our syndicate members came across a reference to a plan of action for the defence of Singapore codenamed â€Å"Matador†. In fact there were two plans, so totally different, that in the end they contributed to the downfall of Singapore. Both had their weaknesses and one of the ma jor ones was the lack of co-ordination and command between the Army, Navy and Air Force. The other and more serious was a clash of ideals.The drawn-up plan was Land based Matador and Sea Based Matador. 2. From the research done, Operation Matador is not the sole reason for the fall of Malaya or even Singapore, besides there is some other reasons that had been identified as a contributing factor as well. This has been discussed in detail under the column of Battle Analysis. An examine on the lesson learned from this battle study would benefit the most as it focuses more on principles of war that will teaches us how, why, when and where it is applicable for an action plan taken at one time.AIM 3. This paper will examine two main part of the whole study on Matador Plan. The first part is to analyze the incidents that occur prior and upon the operation called The Matador Plan. Secondly, it is fundamentals to determine the lessons learnt and the effects on both forces. OBJECTIVE 4. The m ain objective of this battle study is to meet the requirement of the EOBC serial 28/2006 and secondly is to learn and adapt the knowledge of the war history generally on the Malayan Campaign and specifically the Matador Plan.In this way the young officers would be able to use battle study as a comparison between previous and present state of battle warfare in order to meet any circumstances and decision makings in the near future. SCOPE 5. Scope of discussions are as follow: a. Background. 1)Pre-war examination. 2)Forces involved. 3)The Attack. b. Matador Plan. 1)Land Based Matador 2)Sea Based Matador c. Chronology of events. d. Analysis on factors and effects. e. Tactical aspects applied. g. Lesson Learnt. h.Conclusion. BATTLE BACKGROUND PRE-WAR EXAMINATION 6. Before we look further into the Matador Plan, the fundamental or the main causes that inflict the war in Malaya should be given a consideration as it may be very useful in understanding the battle study. The battle in Malaya was a conflict between British Commonwealth forces, comprised of British, Indian, Australian and Malayan units, and the Imperial Japanese Army from December 8, 1941 until January 31, 1942 during the Second World War.Prior the attack by th Japanese forces, the British government's plans relied primarily on the stationing of a strong fleet at the Singapore Naval Base in the event of any enemy hostility, both to defend Britain's Far Eastern possessions and the route to Australia. At this time tension mounted in the region folowing the outbreak of the European war and the French in Indo-China clashed with the Thais. The Japanese make use of this as an oppurtunity with the increase on aggression over the region as well. 7.Upon the completion of the Singapore Naval Base and airfields on Singapore Island with other constructions on the Malayan Peninsula was underway, it was decided by the Air Ministry in London that was a right time to provide a fighter force for the area, even though few could be spared from the defence of Britain and her offensive in the Middle East. However, a threat to British and American possessions in the area was not considered to be imminent, as revealed in a letter from Prime Minister Churchill to US President Roosevelt, dated 15 February 1941: I do not myself think that the Japanese would likely to send the large military expedition necessary to lay seige to Singapore. The Japanese would no doubt occupy whatever strategic points and oilfields in the Dutch East Indies and thereabouts that they covet, and thus get a far better position for a full-scale attack on Singapore later on. They would also raid Australian and New Zealand ports and coasts, causing deep anxiety in those Dominions, which had already sent all their best trained fighting men to the Far East†. 8.In October 1940, Air Chief Marshal Sir Robert Brooke-Popham was appointed Commander-in-Chief Far East, and the G. H. Q. Far East opened at Singapore on the 18th November, 194 0. The Commander-in-Chief was responsible for the operational control and direction of training of British land and air forces in Malaya, Burma and Hong Kong, and for the co-ordination of plans for the defence of these territories. It also includes the control and training of British air forces in Ceylon and of reconnaissance squadrons in the Indian Ocean and Bay of Bengal.His headquarters was an operational one, not administrative, and had no control over any naval forces. So Brook-Popham the man in charge on the spot had little control over the immediate military situation. Also just as important, he had no authority over the Civilian population in case of an impending war. This came under the direct control of Shenton–Thomas the Governor of Singapore, and to all intents and purposes he had absolute control. The only recourse Brook-Popham had to any control of the forces was directly to the Chiefs of Staff in London. FORCES INVOLVED 9.In November 1940, the army strength in Malaya was 17 battalions, with 1 mountain regiment of artillery. Reliance for the defence of the Far East was to be placed on air power until the fleet was available but it was the Governments policy to avoid war with Japan. The strength of the air forces in Malaya in November 1940, however, was only 88 first-line aircraft, of which only 48 could be counted as modern. The previous month, the Singapore Conference had recommended a strength of 582 aircraft for the Far East but it was admitted that this was an ideal, and far beyond the bounds of practical possibility.In May 1941, Lieutenant-General A. E. Percival had been appointed General Officer Commanding, Malaya Command, and with it a motley collection of 85 000 British, Australian, Indian and Malayan troops. 10. When in July 1941, the Japanese spread into southern Indo-China, the potential danger to Malaya and Burma increased, as the move gave them a naval base within 750 miles of Singapore and airfields only 300 miles from Kota B haru, the nearest point in Malaya. By the latter part of November, 1941, information accumulated which showed that an early Japanese attack was likely, despite the negotiations in progress in Washington.Both land and air reinforcements had been reaching Malaya, and by 7th December, the eve of the Japanese attack, there were 158 first-line aircraft available, with 88 in reserve; the land forces counted 31 infantry battalions, plus the equivalent of 10 volunteer battalions with some artillery, engineers, and a small armoured car unit, and 5 battalions of Indian States forces, with 7 field regiments 1 mountain regiment, 2 anti-tank regiments, 4 coast defence regiments and five anti-aircraft regiments of artillery and 10 field and 3 fortress companies of engineers – a total strength of close on 85,000 men.Almost one quarter of them were British, about one-sixth Australians, nearly one-half Indian Army, and the remainder local forces. 11. Even then, the R. A. F. Far East Command w as not in a position to fulfill its responsibility of being the primary means of resisting Japanese aggression, while the Army strength was far short of what was required to compensate for the deficiency in aircraft. There were only two-thirds the number of infantry required, no tanks and few armoured cars, and the lack of mobile anti-aircraft guns was serious.The Japanese Order of Battle remains unchanged throughout the course of the Champaign. The Japanese 25th Army consisted of 36,000 men plus air power, naval support and artillery support from the mainland, plus 100 tanks. Even though the Japanese soldiers were not as many compared the British forces they were significantly superior in close air support, armour, co-ordination, tactics and experience, with the Japanese units having fought in China.The Japanese had slightly fewer aircraft, their fighter aircraft were generally superior and achieved air superiority. THE ATTACK 12. Earlier the British had plans in place to forestall Japanese landings in Southern Thailand but Air Chief Marshal Sir Robert Brooke-Popham, the Commander-in-Chief of the British Far East Command refused permission to launch Operation Matador and Operation Krohcol in advance of the Japanese attack, not wishing to run any risk of provoking the coming war. 13.Incredibly, as late as 29 September 1941, it was still believed by British military and civilian leaders in the Far East that Japan was committed to concentrating forces against the Soviet Union, and it was therefore improbable, so it was argued, that she would at the same time take on Britain, the United States and the Netherlands. By mid-November 1941 the official assessment was that war would not come until March 1942. The Japanese decided otherwise. Now the Japanese has really been on an invasion plan to attack the Malayan Peninsula and take over Singapore with a well planned tactics and operation. 4. On 7 December 1941, a British Hudson reconnaissance aircraft spotted Japanese naval vessels 100 miles/160 Km north-east of Singora with others steaming towards Patani. Despite this clear act of war by Japan, ‘Operation Matador' was not fully launched. Even so, the advance to The Ledge could, and should, have been immediately ordered. This was not done. As a result, an invaluable twenty four hours was lost during which time the Japanese forces landed and the British lost a most valuable opportunity.If they had held The Ledge, the invasion could have been delayed even though the landings could not have been prevented. 15. On the next day it was reported that Japanese troops were attempting to land at Kota Bharu and at the same time Singapore suffered its first air raid. War had come to Malaya. On 8 December the Japanese attacked the British air bases in Malaya with the devastating result that by the end of the day a mere 50 British aircraft were operational, the rest being destroyed. Those still operational were immediately ordered back to Singapore.Thus , on the first day of the attack Japan obtained total air supremacy over Nothern Malaya. The naval Force Z, consisting of the battleships HMS Prince of Wales and HMS Repulse, together with four destroyers, and commanded by Admiral Tom Phillips had arrived right before the outbreak of hostilities. Later the Japanese came to realised the presence of the battleships and its marching to the Northern Malaya. Two days later, on 10 December, the battleship Prince of Wales and the battle cruiser Repulse, the only Royal Navy capital ships in the Far East, were sunk by Japanese torpedo-bombers off Kuantan. 16.The negative effect of the sinking of the Prince of Wales on British morale throughout the world was serious, with a concomitant boost to Japanese morale. By this single stroke Japan gained complete naval command of the South China and Java Seas and a large part of the Indian Ocean by leaving the east coast of Malaya exposed and allowing the Japanese to continue their landings. The drift to war by the Japanese met its objectives by the invasion of the Malayan Peninsula subsequently the Singapore Island. MATADOR PLAN 17. What is Matador Plan? What is the relativity of the drawn up plan is all about to this study?Matador Plan is a plan of action for the defence of Singapore. The two plans were totally different, that in the end they contributed to the downfall of Singapore. Both had their weaknesses. One of the major ones was the lack of co-ordination and command between the Army, Navy and Air Force. The other and more serious is the clash of ideals. The first one a Naval plan by Churchill, the other a Land based plan by Brook-Popham. Now I will outline both plans for a thorough understanding. The Land Based Matador 18. History of Malaya War shows that Brook-Popham was the man on the spot who could evaluate a more accurate assessment of the needs.His plan was a land based Matador. This was a plan of action that envisaged an attack by the Japanese from the North of Ma laya via Thailand and the Kara Isthmus. It was drawn up by Brook-Popham, in August 1941 and he submitted his plan to London for approval. It is believed that if the plan was implemented at the right time, it possibly could have delayed the Japanese long enough to allow the British forces stationed in Malaya and Singapore to mount a delaying action until reinforcements arrived. 19. Land Based Matador relied on assumption that the Japanese would land on the east coast of Thailand at two points that of Songkhla and Pattani.The next would be advancing south to Jitra and lower down to Kroh. It was envisaged in Matador that two forces could intercept them just over the boarder in Thailand, thus allowing long enough for the main force to assemble and attack. There was only one problem, if the British were to implement this without the Japanese being at war with Thailand first, it would be seen as an attack by the British on a neutral country. To complicate matters further Sir Josiah Cosby the British Ambassador in Siam the previous year 1940 had signed a non-aggression pact with Pibul the President of Thailand.Requests by Brook-Popham to London for additional resources to cover this Plan were made around January 1941, but remained unfulfilled. This plan was considered a good plan and consequently it also had its problem due to unavoidable consequences. The main obstacle was one of them being Churchill. It is known that  Churchill had distrust of it lay in the political aspects and at the same time he also favoured being a naval man with a naval solution wherein the plan was mainly a Land Based Matador. The Sea Based Matador 20.The Sea Based Matador referred on the need of resources especially the battle ships to defend the Singapore Island. In Duff Coopers report of the Defence of Singapore in 1939 it was stated that no less than 8 war ships would be needed to defend Fortress Singapore. Churchill was not in the business of land forces at the time, he was First Lord of the Admiralty  as such was fighting for his part in any forthcoming action. Churchill had been told of the situation of what he later proclaimed in Parliament as, â€Å"Fortress Singapore† and its armaments.He proclaimed that â€Å"It had several big guns and there were a lot of troops on a island that he had never seen, but not enough in the way of Navy†. 21. At Duff Coopers conference of the 29th September 1941 in Singapore, it was stated that at the least Two Battleships would be needed as a minimum. Those attended the meeting were Sir Robert Brook-Popham, Sir Earl Page, Sir Archibald Clark-Kerr, Sir Shenton Thomas, Governor of Singapore and Vice-Admiral Sir Geoffrey Layton. Once Churchill became the Prime Minister he held the final decision. But what Churchill sent and eventually happened, was a cobbled result. The Prince of Wales' and ‘Repulse' that turned up with escorts called â€Å"Force Z†. It was a disaster for the British upon the sinking of the two main battle ships. CHRONOLOGY OF EVENTS 22. The chronology of events that involved along the path of Matador Plan implementation are as follows. a. In year 1937. Major-General William Dobbie Officer Commanding Malaya (1935 – 1939), looked at Malaya's defences, he reported that during the monsoon season from October to March landings could be made by an enemy on the east coast and bases could be established in Siam.He predicted that landings could be made at Songkhla and Pattani in Siam, Thailand and Kota Bharu in Malaya. He recommended large reinforcements to be sent immediately. His predictions turned out to be correct but his recommendations were ignored. b. In January 1941. A request for additional resources remained unfulfilled which the plan intended to use and the previous year in 1940 Sir Josiah Cosby the British Ambassador in Siam, had signed a non-aggression pact with Prime Minister Pibul of Siam. c. In August 1941.The Commander-in-Chief (Cin C) of British Far East Command Air Chief Marshal Robert Brooke-Popham submitted a plan code named Matador to London for approval. The plan relied on assumption that the Japanese would land on the east coast of Siam at Songkhla and Pattani, then advancing south to Jitra and lower down to Kroh. It was envisaged that two forces could intercept them just over the border in Thailand, long enough for the main force to assemble and attack. d. On November 29, 1941. Air Headquarters at Singapore is warned to be ready to support Operation Matador at 12 hours notice. e. On November 30, 1941.The Commanding Officer of the Japanese 25th Division, Lieutenant-General Tomoyuki Yamashita, receives orders to proceed with the invasion of Singapore. At the same time 21 Squadron RAAF is based at Sungei Patani. f. On December 2, 1941. HMS Prince of Wales and HMS Repulse arrive at Singapore Harbour escorted by a number of ships including HMAS Vampire. g. On December 4, 1941. The Japanese fleet leaves Samah Harbour at d awn. h. On December 5, 1941. When the threat of Japanese invasion became more likely, the plan was modified to use the forces available, it was to be put into action as soon as an attack was imminent.The plan was that if an enemy attacked, or were invited into, Siam, troops under British command would rush to Songkhla and defend it against a sea borne attack. This job was allocated to Major-General Murray-Lyon's Indian 11th Infantry Division who also had to defend Jitra, this over stretched his resources and made it a difficult task to do. i. On December 5, 1941. London gave permission for Cin C Far East Command to decide if Operation Matador should be activated. The chief strategic decision to be decided was whether Siam should be invaded in a pre-emptive move before the Japanese landings took place.Sir Robert Brooke-Popham was ordered to launch Operation Matador. The Malaya Command was responsible for the detailed planning of Operation Matador. j. On December 6, 1941. It had rewor ked the plan and allocated forces for immediate deployment. Which is what General Officer Commanding Malaya Arthur Percival recommended that evening in meeting with the Governor Sir Shenton Thomas and Cin C Brooke-Popham decided it is premature to launch the operation which included the pre-emptive move into Siam. With hind sight this was the wrong decision. 23.However, if Matador had been implemented the Japanese had a counter worked out. They would use the Bangkok airport and the airfields of Southern Siam to enable air cover to be established, and then invade from the Kra Isthmus. TACTICAL ASPECTS APPLIED 24. There were a lot of differences between British prediction and actual location of the Japanese landings in Malaya Peninsula. For detail, refer to figure 1 and figure 2 in appendix. The ‘Red' dot on the map is where the last sighting of the approaching Japanese armada was on the 6th December at approx 12. 30am by British RAF spotter planes.And the ‘Orange' dot on the map the â€Å"presumed British† and â€Å"actual Japanese† meeting place of the Japanese fleet on the 7th December 1941. The real Japanese meeting place was just 200 miles from Songkhla, Pattani and Kota Bharu, the assumed meeting place by Brook-Popham was some 400 miles, double the distance and of course double the time. In the event the Japanese landed at, Prachoup 1 craft, Chumphon 2 craft, Bandon 2 craft, Nakhon 3 craft, Songkla and Pattani 18 craft and  Kota Bharu 3 craft. 25. The Japanese had forestalled the effect of Matador by having a secondary plan.In the event if Matador was implemented, the Japanese were under the orders to occupy the airfield of Bangkok and the airfields of Southern Thailand to enable air cover to be established, thus paving the way for the invasion from the Kara Isthmus and the inevitable fall of Singapore. It shows the invader is truly tactical enough to apply the secondary plan if the primary met with failure. It was the combinati on of confused action and wildly differing approaches to what was perceived as the enemies’ tactics that eventually lead to the fiasco of Malaya and Fortress Singapore.Beside, the Japanese also use ‘blitzkrieg’ tactics that was used by the Germans during Europe Campaign. BATTLE ANALYSIS ANALYSIS ON FACTORS AND EFFECTS 26. The Matador plan can be analyzed from several factors which concluded to its failure. The factors identified are as follows: a. Lack of Resources. The Matador plan relied on assumption that the Japanese would land on the east coast of Siam at Songkhla and Pattani, then advancing south to Jitra and lower down to Kroh.British forces could intercept them just over the border in Thailand, long enough for the main force to assemble and attack. But the plan was modified to use the forces available and it was to be put into action as soon as an attack was imminent. If an enemy attacked, or were invited into Siam, troops under British command would rush to Songkhla and defend it against a sea borne attack. This job was allocated to Major-General Murray-Lyon's of Indian 11th Infantry Division who also had to defend Jitra, this has over stretched his resources and made it a difficult task to do.Beside, in the absence of the main fleets, RAF was fully responsible to carry out its task effectively in defence, it was estimated that it required a minimum of 336 modern aircraft including a long range striking force. At the outbreak of hostilities it had a mere 158, most of which were obsolescent. The lack of resources and the assign of multiple tasks at one time by the British made them facing more difficulties in defending its position against the Japanese. b. Non-strategic defence position.The decision to defend the Singapore base by holding the whole of Malaya meant that in the absence of the fleet the task fell primarily on the RAF. Because of the key role allotted to the air force it was decided that the primary task of the army was to defend the airfields from which the RAF operated. These airfields had been built without reference to the military but rather to suit civilian requirements. From a military viewpoint they were located too close to the coast and too close to the border of Siam to be effectively defended. c. Time Window.Matador was approved late for the plan to succeed. For Operation Matador to succeed, time was of the absolute essence. British forces had to be in Singora before the Japanese landed. However, as Britain attempted to the very end to avoid war with Japan, the military were forbidden to violate Siamese territory until an actual outbreak of war. With such a constraint, and time being of the essence, Operation Matador should have been abandoned. d. Command and Control. Earlier on December 5, 1941, London gave permission for Cin C the Far East Command to decide if Operation Matador should be activated.The strategic decision to be decided was whether Siam should be invaded in a pre-emptiv e move before the Japanese landings took place. The Malaya Command was responsible for the detailed planning of Operation Matador and on December 6, 1941 it had reworked the plan and allocated forces for immediate deployment. General Officer Commanding Malaya Arthur Percival recommended in meeting with the Governor of Singapore Sir Shenton Thomas and Cin C Brooke-Popham decided it is premature to launch the operation which included the pre-emptive move into Siam. e. Political Aspects.British do not want to be the first nation to trespass the non alliance of Thailand in the war and will not approved matador planned until there is solid evidence that shows that the Japanese is up to move to Thailand territory. To forestall the anticipated Japanese invasion the British High Command evolved a plan to seize the Siamese port of Singora which is ‘Operation Matador' and to delay the anticipated Japanese advance from Patani by holding a position called ‘The Ledge'. This plan requ ired crossing the international frontier into Siam thus making Britain guilty of violating official Siamese neutrality.In the year 1940 Sir Josiah Cosby the British Ambassador in Siam, had signed a non-aggression pact with Prime Minister Pibul of Siam. f. Lack of Importance. Under the command of Jen AE Percival, there were some 85000 British, Australian, Indian and Malayan troops. However some of the problems associated with this force included poor quality officers, poor training, especially in jungle warfare, lack of civilian labour to construct defences and lack of homogeny. g. The Blame. The blame of Matador Plan failure cannot only be pointed to General Percival because the launch of the plan must be approved from Churchill in London.He must have disliked it so much and there weren’t any reference to it in Churchill's memoirs as well. He seems to have conveniently forgotten all about it. Churchill’s distrust of it lay in the political aspects, he also favoured bei ng First Lord of the Admiralty   a naval man, a naval solution thus the sea based matador were developed. h. Operation Theatre Priorities. The Matador Plan was stalled repeatedly by Churchill, who wanted the scarce resources of aeroplanes, troops and other equipment diverted to his other priority areas, such as the Middle East and Russia.Britain's defence, the Middle East and the Soviet Union had all received higher priorities in the allocation of men and material, so the desired air force strength of 300 to 500 aircraft was never reached whereas the Japanese invaded with over two hundred tanks, the British Army in Malaya did not have a single one. i. The Wrong Assessment. Other than that, the war in the Middle East, the world's oil pipeline and gateway to India, was not going well. At the same time, Russian vulnerability added to the complexities of the situation.In 1941, Churchill delivered 440 aircraft to Russia. He also diverted an entire division, which was bound for Singapor e, the 7th Australian Division, to the Middle East and one brigade of the 9th Indian Division to Iraq. Churchill estimate, Japan will not enter the war unless the Germans had invaded Britain successfully. j. Lack of Intelligence. British intelligence had failed in providing the real assessment of Japanese assault lan on Malaya. As a result the British had failed to provide an adequate force and resources to meet the Japanese thrust.LESSON LEARNT 27. In the final analysis, it was a British failure to adhere to the principles of war in the implementation of the Matador Plan and the Japanese vision and motivation that led to the defeat of the British in the Malayan Campaign. a. Selection and The Maintenance Of The Aim. British has made the wrong decision making on the aspects of strategic defence plan of Malaya rather than knowing and understanding the Japanese strategic plan to conquer Malaya and Singapore. Japanese intentions are as follows: )Japan maybe to conquer Singora and Patani as habour to seize the important air field at Kedah and then move to North West of Malaya. 2)Landed at Kota Bharu to take over the air field. 3)Landed at Kuantan and move to west over the Kuantan-Raub road or Mersing road for Singapore assault through North of Malaya. Percival was unaware of these intentions and put the little sources to defence the other different area. On the other hand, the British thought that Japan will assault Malaya through Singapore. b. Maintenance Of Morale. The Japan inner strength was very high.All the Japan soldiers had their ideology which is â€Å"east for east† where in their psychology they had to rise with the morale in order to face war difficulties. Japan had all the factors that guaranteed the success with having good war equipment, efficiency and encouragement. c. Concentration of Force. The British didn’t forestalled a large number of forces at the planned or strategic location in order to resist any Japanese landing from the Nor th wherein this was an advantages to the Japanese forces. d. Economy of Effort. The highest Japan Royal Company gave 100 days to conquer Malaya and Singapore.Thinking about the mission, Jen Yamashita gave their order to throw the unnecessary equipment from their soldier and planning to remain a smooth movement from combination of expensive British roads and cheap Japan bicycle. He ordered his soldier that didn’t have any vehicle to ride bicycle. This is not just gave the smooth movement but also reduce man power from jungle tracking and walk. e. Surprise. Japan has attack Malayan from North where the British defence was very weak at the enemy aimed position. They attack Malaya in raining season when British not expected the Japan will attack on that time.That situation was entirely a surprise and a piece of well planned action. f. Offensive Action. Japan launched amphibious assault in north beach Malaya at Kota Bahru to move down into East beach of Malaya. This movement is do ne by landed at Patani and Singora in Thailand, whereas they move to South through road land to cross Malayan-Thailand borders to attack from west of Malaya. g. Cooperation. Cooperation can be analysed by comparing the both forces and there are: 1)Original defence planning on Malaya and Singapore depend on two factors, and it was British Far East Armada and American Pacific Armada.Far East Armada was supposed to have 1 carrier, 7 battleship, 11 cruiser and 24 destroyer was not to send because the strategic situation at Europe and Mediterranean and the effect from France failure. The British had no option rather than to deliver 2 battleships that are Repulse and Prince of Wales, while America Pacific Armada was destroyed at Pearl Habour. It was a fail of cooperation that British had no choices to support while Japan easily landed at Malaya. 2)While the Japanese had successfully integrated their entire asset including land, sea and air in giving the maximum fire power and maneuver.The cooperation between 3rd div (Air) Commander, Southern Sqn (Sea) Commander with all (Land) Army Chief’s a success to destroyed the British defence position. 25th Army Commander Lt Jen Yamashita had given his authority to coordinate the sea and air asset in order to achieve ‘mui’ in conquering Malaya and Singapore. h. Security. Beach defence built at Malaya in order to face the Japanese landings, including concertina wire, under water obstacles and machine gun placement were not good enough to give a supreme security and protection for the British.The implication from this, the British suffered a lot of casualties. Japanese also suffered a lot of casualties and this has shown that the British weakness in order to make sure the safety of their soldier itself. i. Flexilibity. To launch the Matador Plan Percival needed permission from British government in London. British government refused to launch this plan until they have proofs that the Japanese has landed in Th ailand. That situation shows that matador plan does not have the flexibility for an execution purposes. CONCLUSION 28.The Matador plan can be analyzed from several factors which conclude to its failure. The factor involves all aspects from the column of battle analysis. Matador was approved late for the plan to succeed. For Operation Matador to succeed, time was of the absolute essence. The delays in mobilization meant that the troops did not receive the order to launch ‘Operation Matador' effect, and morale suffered. An attempt by British troops to advance to The Ledge fell six miles 9. 6 km short of its objective when on 10 December 1941 Japanese troops overran the leading battalions.Another disaster, and with it any real chance for British troops to delay the Japanese advance until relief came, occurred on 12 December 1941 when the strategically-located and well-prepared Jitra position was abandoned within twenty four hours of being attacked. 29. The intention of the Britis h had been to hold it for approximately three months. Thus, after the twenty years of preparation to avoid such an eventuality, the fate of Malaya, and with it Singapore, was sealed in the first four days of the campaign.In the words of Major General Woodburn Kirby, ‘One can sum up by saying that those responsible for the conduct of the land campaign in Malaya committed every conceivable blunder. They underrated the enemy, paid insufficient attention to the training of their troops and delayed taking urgent decisions even after the Japanese had landed on Malayan soil. Singapore and the naval base were lost between 8 and 12 December'. Prime Minister of Britain, Churchill and all his decision made during the Malayan Campaign was also considered as a worst decision making in the war campaign ever in the history.Appendix 1 [pic] Figure 1: This shows what Brook-Popham had assumed happened from the intelligence he had received. [pic] Figure 2: This is what actually happened from the records of the Japanese BIBLIOGRAPHY 1. Cull Brian, Buffaloes Over Singapore, Grub Street, London 2003. 2. Lt Gen AE Percival, The War in Malaya. 3. Sir John Smyth V. C, Percival and The Tragedy of Singapore, 1987. 4. Wikipedia, Battle of Malaya, HTML. 5. Chye Kooi Loong, The British Battalion In The Malayan Campaign 1941-1942, 2002. [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic]

Outsourcing and Company

What is Outsourcing? Outsourcing  is the  contracting  out of an internal  business process  to a third party organization. The practice of contracting a business process out to a third party rather than staffing it internally is common in the modern economy. The term â€Å"outsourcing† became popular in the  United States  near the turn of the 21st century. Outsourcing sometimes involves transferring employees and assets from one firm to another but not always. The definition of outsourcing includes both foreign and domestic contracting,  and sometimes includes  offshoring, which means relocating a business function to another country.Financial savings from lower international labor rates is a big motivation for outsourcing/offshoring. The opposite of outsourcing is called  insourcing, which entails bringing processes handled by third party firms in-house, and is sometimes accomplished via  vertical integration. However, a business can provide a contract service to another business without necessarily insourcing that business process. Advantages of Outsourcing : Outsourcing creates opportunities for a company to focus on lowering costs and improving the efficient allocation of resources within a company.Outsourcing allows a company to redirect its attention to its own competencies and hire outside resources to handle other tasks. For example, Jobs in the mid-west can often consist of phone tech support. However since it is even cheaper to pay people in India then support this community with jobs, it will send its jobs to India, another country which is an example of outsourcing. So outsourcing allows a firm to reduce costs and concentrate its resources on the things It does best while gaining access to expertise it may not have.Companies outsource primarily to cut costs. But today, it is not only about cutting cost but also about reaping the advantages of strategic outsourcing such as accessing skilled expertise, saving time, cutti ng cost, concentrating on networking, business growth and core competencies ,reducing overhead, flexible staffing, and increasing efficiency, reducing turnaround time and eventually generating more profit. 1. Accessing Skilled Expertise : One of the primary advantages of outsourcing is to get access to skilled expertise.This skill set may not be a core competency of a company’s business, but to allow on focusing on the core mission in providing a high quality product and service to its customer what makes sense is handing over the task to people who can perform it better. Moreover, as a double whammy, a company not only spends less on employee trainings and saves precious man-hours but cuts costs as well. 2. Saving time : When running a business, companies soon discover which skills they possess are strong, weak and non-existent.Rather than using their time and money to learn several new skills, they can simply outsource to someone who is already proficient. Perhaps they have other things in life besides business to focus on. Companies may want to spend the extra time outsourcing because it gives companies to learn a new skill such as public speaking, a new language, accounting, or some other subject. 3. Cutting Costs and Saving BIG! : Maintaining an infrastructure can be an extra burden for some businesses, which outsourcing can remove.Outsourcing business requirements to a trusted vendor can help companies to save on the capital expenditure, time, and extra efforts of their personnel. Additionally, companies are no longer committed to invest on employee training, or purchasing expensive software, or investing in latest technologies. All these help the companies to get higher returns in the longer run. For example, A small doctor's office that wants to accept a variety of insurance plans. One part-time person could not keep up with all the different providers and rules. Outsource to a firm specializing in medical billing. . Concentrating on Business Gr owth, Networking and Core Competencies : Workload increases with additional non-core functions and the quality of any company’s core activities suffers as the business grows. Outsourcing in such scenario to a third party plays an important role by allowing company’s key resources to focus on primary business tasks. Because of saving time and energy with outsourcing, companies can focus on growing their business. They can meet with important clients, attend seminars, find potential partners and network as well as tend to the management of the business.Companies can outsource their weakest areas to those who are already strong in them. 5. Reducing overhead : Overhead costs of performing a particular back-office function are extremely high. Paying wages to full-time employees can severely eat into your profits. It’s common for new start-ups to maximize savings by outsourcing to developing countries. People there, who are highly skilled, often work for only a few do llars per hour. It may seem low , but it’s often good money for them. Lower overheads from not having full-time employees may give the company competitive edge and mean the difference between success and failure. . Increasing in-house efficiency : After companies allocate tasks to their outsourcing partner, they share the workload of the companies’ employees. This allows the companies to develop their internal task force and use them more efficiently. 7. Staffing Flexibility : Outsourcing certain independent tasks, allows any company’s business to maintain a financial flexibility when there is an uncertainty in demand. The company can scale up or down comfortably. At a much lower cost, outsourcing provides additional benefit of running business in full throttle even during off season and holiday months.Example: An accounting department that is short-handed during tax season and auditing periods. Outsourcing these functions can provide the additional resources fo r a fixed period of time at a consistent cost. 8. Continuity & Risk Management : Periods of high employee turnover will add uncertainty and inconsistency to the operations. Outsourcing will provided a level of continuity to the company while reducing the risk that a substandard level of operation would bring to the company. Example: The human resource manager is on an extended medical leave and the two administrative assistants leave for new jobs in a very short period of time.Outsourcing the human resource function would reduce the risk and allow the company to keep operating. 9. Giving A Company’s Business A Competitive Edge : The ultimate benefit of outsourcing is that it helps the companies gain a competitive edge in the market. Through strategic outsourcing to an outsourcing partner, the companies are not only providing their customers with best-of breed services, but increasing their productivity while managing their in-house resources intelligently. Outsourcing can hel p them surpass competitors who have not yet realized the benefits of outsourcing. 10.Seeing An Overall Increase In The Company’s Business : Outsourcing shows an increase in company’s productivity, customer loyalty, level of quality, business value, profits, and much more. How will the changing face of education impact the supply chain? As you evaluate your choices and decisions in  outsourcing  different components of your operations, you will need to consider the advantages of outsourcing. When done for the right reasons, outsourcing will actually help your company grow and save money. There are other advantages of outsourcing that go beyond money. Here are the top seven advantages of outsourcing. . Focus On Core Activities In rapid growth periods, the back-office operations of a company will expand also. This expansion may start to consume resources (human and financial) at the expense of the core activities that have made your company successful. Outsourcing tho se activities will allow refocusing on those business activities that are important without sacrificing quality or service in the back-office. Example: A company lands a large contract that will significantly increase the volume of purchasing in a very short period of time; Outsource purchasing. 2. Cost And Efficiency SavingsBack-office functions that are complicated in nature, but the size of your company is preventing you from performing it at a consistent and reasonable cost, is another advantage of outsourcing. Example: A small doctor's office that wants to accept a variety of insurance plans. One part-time person could not keep up with all the different providers and rules. Outsource to a firm specializing in medical billing. 3. Reduced Overhead Overhead costs of performing a particular back-office function are extremely high. Consider outsourcing those functions which can be moved easily.Example: Growth has resulted in an increased need for office space. The current location i s very expensive and there is no room to expand. Outsource some simple operations in order to reduce the need for office space. For example, outbound telemarketing or data entry. 4. Operational Control Operations whose costs are running out of control must be considered for outsourcing. Departments that may have evolved over time into uncontrolled and poorly managed areas are prime motivators for outsourcing. In addition, an outsourcing company can bring better management skills to your company than what would otherwise be available.Example: An information technology department that has too many projects, not enough people and a budget that far exceeds their contribution to the organization. A contracted outsourcing agreement will force management to prioritize their requests and bring control back to that area. 5. Staffing Flexibility Outsourcing will allow operations that have seasonal or cyclical demands to bring in additional resources when you need them and release them when yo u're done. Example: An accounting department that is short-handed during tax season and auditing periods.Outsourcing these functions can provide the additional resources for a fixed period of time at a consistent cost. 6. Continuity & Risk Management Periods of high employee turnover will add uncertainty and inconsistency to the operations. Outsourcing will provided a level of continuity to the company while reducing the risk that a substandard level of operation would bring to the company. Example: The human resource manager is on an extended medical leave and the two administrative assistants leave for new jobs in a very short period of time. Outsourcing the human resource function would reduce the risk and allow the company to keep operating. . Develop Internal Staff A large project needs to be undertaken that requires skills that your staff does not possess. On-site outsourcing of the project will bring people with the skills you need into your company. Your people can work alon gside of them to acquire the new skill set. Example: A company needs to embark on a replacement/upgrade project on a variety of custom built equipment. Your engineers do not have the skills required to design new and upgraded equipment. Outsourcing this project and requiring the outsourced engineers to work on-site will allow your engineers to acquire a new skill set.

Free Essays on Transition From Synchronous To Asynchronous Chips

In 1965, Gordon Moore, the co-founder of Intel made the observation that the number of transistors per square inch on integrated circuits had doubled every year since the integrated circuit was invented. He predicted that this development would continue in the future and it has. Although the initial observation of transistors doubling every year has slowed down, it does still exists; only now they double every eighteen months. There is, however, a problem with this rate. By the year 2012 Intel plans to have the ability to integrate one billion transistors into a chip which will run at a speed of ten gigahertz. However, shortly after in the year 2017, the physical limitation of wafer fabrication technology will have been met. This means that either consumers of these microprocessors will have to be content with a speed of ten gigahertz, or a new method for making chips will have to be developed. Traditionally, computer microprocessors have used the method of silicon integrated circuits which was invented by Robert Noyce in 1958 and has been used ever since. This method allowed many transistors to be put on a single chip, and this allowed the creation of computers that were smaller, faster, and cheaper than ever before. Since these microchips were being created faster, a method of measuring performance had to be created, so a clock was placed inside the microprocessor. The processor clock is a circuit that emits a series of pulses with a precise pulse width and precise interval between consecutive pulses.[1] The time interval between the corresponding edges of two consecutive pulses is know as the clock cycle time. This method of measuring performance is quickly approaching its limits, and because of this the makers of these chips are looking into moving towards a â€Å"clockless† logic.[2] In order to move from the clock type processors existing today to the â€Å"clockless† processors of the future, chip developers are working on a i... Free Essays on Transition From Synchronous To Asynchronous Chips Free Essays on Transition From Synchronous To Asynchronous Chips In 1965, Gordon Moore, the co-founder of Intel made the observation that the number of transistors per square inch on integrated circuits had doubled every year since the integrated circuit was invented. He predicted that this development would continue in the future and it has. Although the initial observation of transistors doubling every year has slowed down, it does still exists; only now they double every eighteen months. There is, however, a problem with this rate. By the year 2012 Intel plans to have the ability to integrate one billion transistors into a chip which will run at a speed of ten gigahertz. However, shortly after in the year 2017, the physical limitation of wafer fabrication technology will have been met. This means that either consumers of these microprocessors will have to be content with a speed of ten gigahertz, or a new method for making chips will have to be developed. Traditionally, computer microprocessors have used the method of silicon integrated circuits which was invented by Robert Noyce in 1958 and has been used ever since. This method allowed many transistors to be put on a single chip, and this allowed the creation of computers that were smaller, faster, and cheaper than ever before. Since these microchips were being created faster, a method of measuring performance had to be created, so a clock was placed inside the microprocessor. The processor clock is a circuit that emits a series of pulses with a precise pulse width and precise interval between consecutive pulses.[1] The time interval between the corresponding edges of two consecutive pulses is know as the clock cycle time. This method of measuring performance is quickly approaching its limits, and because of this the makers of these chips are looking into moving towards a â€Å"clockless† logic.[2] In order to move from the clock type processors existing today to the â€Å"clockless† processors of the future, chip developers are working on a i...

Business Communication Essay Example

Business Communication Essay Example Business Communication Essay Example It is essential that every country during its development has identified the main sources usage of which can give it competitive advantage in the world market. Thus, it is essential to understand why some product are being principal for one country and do not have such principal status among others, why these products are making the country being the competitive. Thus, the main statement of the current project is to understand what the country’s principal products are. Such research will bring the full understanding of the significance and strategic meaning of the products that are being principal for the particular country. The main limitation of the research is connected with the today’s extensive development of the technologies and particular sphere of business is being the principal for every country around the world. There are also the set of the business that are important for every country and in this basis most of them starting to affect the potential competitor using different strategies, for example, export or import barriers. In order to answer the stated question it is necessary to research the economics of the particular country, analyze its exports and imports, through the data analysis understand what products are being principal for the country. First of all, it is necessary to identify the set of products or services that are being the most valuable through the data analysis. Then, it is necessary to assess the GDP and the part of the GDP that the particular range of products set. Also it is necessary to pay attention why these products are being principal and not others: I. The analysis of the GDP A. The analysis of the GDP exports in 3 year B. The identification and analysis of the principal products of the particular country II. The principal products analysis A. The analysis of the fact why these products are principal for the particular country B. The analysis of the potential products that can become principal for the particular country III. The opportunities country has A. The analysis of significance of these products for other countries B. The analysis of the market trends for the potential products that particular country can offer Visit our custom essay writing service to get professional writing help from experts hired to help students with academic paper writing.

Strategic Role of Human Resource Management Assignment

Strategic Role of Human Resource Management - Assignment Example A good place to start this was in the business of home textiles, as the firm successfully established its first renowned brand in the home textiles market in Turkey. Earlier in 1990s, the firm managed to engage itself in the business of electronics after acquiring Vestel Electronics. Zorlu aimed further to expand by taking the plunge into the energy sector in 1996. After ten years, the firm started to initiate another business in the real estate. Today, in Vestel Electronics alone, Zorlu is employing more than 15,000 people, and having 1,050 sales points and 400 after-sales service centres. Having almost 50 companies, Zorlu has now become home to around 30,000 employees who manage to work with the company for the future of providing highly improved quality of life for all. Prior to the actual recognition of potential applicants who would make it through the entire recruitment process, the Zorlu Group is adhering to its policy to select the human resource having a heart to live in its core values. On its website for its Human Resource Policy, the firm states, â€Å"We expect every employee to commit to our group’s shared values† (Zorlu Holding, 2013). This shows that Zorlu would want to become effective in employing its corporate culture and strategy by making sure that the human resource has the adherence to its core values. After passing the tests, the successful applicants would proceed to series of at least 2 or 3 interviews with the HR or the executives in relevant departments who would initiate at some point a competency-based interview (Zorlu, 2009). Those who would make it all the way from the general tests to interviews proceed to offer stage. This is the final part of the recruitment process where the applicants would receive employment contracts if they accept the offer (Zorlu, 2009). This process is a clear indication of optimising the human resource’s potential contribution for organisational benefit (Compton et al., 2009). This also paves the

Differences between bourbon, scotch, and whiskey Research Paper

Differences between bourbon, scotch, and whiskey - Research Paper Example With the increased popularity, there was major attention from the Scottish parliament which led to major taxes on malt and the end products by the 17th century. These taxes led to the distillers to go underground for their operations. Even so, the business was high. The name ‘Whisky’ has been derived from the word gaelic uisge (usky, which went on to be mispronounced as whisky) – meaning ‘water of life’ (Heart of Scotland). Scotch Whisky is renowned for the fact that they are made only in Scotland. Whisky that is made in Scotland alone have the patented right to be referred to as ‘Scotch’. Also, the Scotch Whiskies are single malt and these are known for the smoothness and the style of distillation. The development process of Scotch Whisky is labor oriented and generally involves a high level of craftsmanship for the development of the end product (Whiskey.com). Whiskey links back to the migration of Moors in Western Europe however Bourbon Whiskey is relatively a much more recent version of Whiskey. This originates from Pennsylvania and the key ingredient here is ‘rye’. The drink started using corn as the primary ingredient once the brewery was moved to Kentucky. This was the birth of bourbon. It is important to realize that all bourbons are whiskeys however not all whiskeys are bourbons (Denison). There are a number of different variations that are used for the production of Bourbon. Of these the most commonly sold in United States includes sixty to seventy percent corn mash. However in most of the processes a little rye is added as well, as it provides the distinct flavor and spice. One of the most well known brands across the world, i.e. Jack Daniels has always been confused with bourbon; however there is a vast difference in the ingredients and the development process . The main differences is owing to the fact that Jack D aniels is charcoal filtered and goes through sugar – maple charcoal prior to the barreling process