Thursday, October 31, 2019

How the general Motors Global Manufacturing Systems (GM GMS) are Essay

How the general Motors Global Manufacturing Systems (GM GMS) are implemented in Poland, in Comparison with the UK - Essay Example The objective of this discussion seeks to provide on means of exposing managers to organisational and market developments relevant to their own and their organisations development opportunities. This discussion will analyze and take all of these factors into consideration, provide a comparison and recommendations. This discussion will focus on the international context of strategic issues in business and provide for a means of developing client-consulting skills. An analytical approach will be used to compare the implementation of GM global manufacturing systems in both Poland and the United Kingdom. The international auto industry is significant to economies across the globe. (Aho and Levinson, 1988) The international auto industry is a paramount industry and both Poland and the United Kingdom are significant components of it. The worlds leading vehicle and automotive component companies have long seen the UK as being an important location for manufacturing. Following the setting up of a number of UK-based companies, US-owned Ford first established a plant here in 1911,  since joined by other investors including General Motors, BMW, Honda, Nissan, Peugeot and Toyota.  (Burrough and Helyar, 1990) According to Burrough and Helyar, â€Å"The automotive manufacturing sector contributes around  £8.4bn added value to the economy, and accounts for 1.1% of GDP, 5.8% of manufacturing value-added and 9.5% of total UK exports of goods. Some 237,000 people are employed in the design and manufacture of vehicles and components. The West Midlands remains the heart of the industry in the UK with around 30% of the industry being based in the region. The UK is home to the worlds most successful motorsport industry as well as a range of smaller producers serving specialist markets such as sports and luxury cars, and London taxis. 17 of the top tier one suppliers and around 20 leading independent automotive design firms also have a base in the UK.†

Tuesday, October 29, 2019

Glacier Inn Essay Example for Free

Glacier Inn Essay Our strategy map for the Glacier Inn focuses on the four main dimensions of a business: a financial perspective, a customer perspective, an internal process perspective, and a learning and growth perspective. Each dimension plays a critical part in establishing a strong unified culture, and documents the primary objectives within the organization. For 2004, Glacier Inn has two main goals: to increase profitability and cash flow. The map outlined in Appendix A demonstrates how we will use these four dimensions to facilitate and implement different measures to achieve the desired strategies. With regards to the financial perspective, Glacier Inn can focus on a growth of revenue strategy and productivity strategy. In order to increase revenue, your main focus is to increase the capacity and quality of the hotel. We also believe there are other possible sources of revenue that could be implemented in order to further your capacity to generate income. Because Glacier Inn has such a short season and window of opportunity to make a profit, it is crucial that you make the most out of those winter months by enhancing your productivity and efficiency. The Glacier Inn is part of the service industry, and customer satisfaction plays an integral role in the success of your organization. Your vision statement is centered on delivering more than just place to spend the night; you are providing an experience, an experience of unmatched value and satisfaction. To achieve this, we believe that centering your organization around the culture of the First Nations people will be creating memories and providing adventures. Providing your customers with an unrivaled experience will include outdoor activities, traditional meals, quality service, native art work, individualized rooms, etc. Not only will these add value to the business and differentiate Glacier Inn from other Ice Hotels, but they can also serve as another source of revenue to aid in our revenue growth strategy. The internal process perspective is another important role in our strategy mapping. One of your main goals is to increase occupancy at the Glacier Inn, and we feel that it is important to focus the marketing efforts on the adventure campaign. Glacier Inn needs to showcase their unique business offerings inspired by nature, art, and culture. Due to the nature of the business, it is difficult for Glacier Inn to attract skilled and competent employees. With the development of an effective hiring and training process that also supports the culture that Glacier Inn is trying to create, they will be able to better serve their target market by attracting and retaining customers. Innovation is a key part of your internal process controls, and Glacier Inn wants to be working with ice experts for the development of different and unique ice themes. The final dimension of the Glacier Inn Strategy Map deals with a learning and growth perspective. In order to expand and advance within the entertainment industry, we want to mentor employee proficiency by working with and training the first nation’s people; by incorporating and encouraging culture both internally and externally; and by advancing with new technology through partnering with local colleges and universities in order to generate new innovations in ice making and preservation. All of these dimensions feedback and tie in with what Glacier Inn is trying to accomplish and what their vision is for the company. Issues Another issue that you have acknowledged is the restraint of hiring skilled and competent staff. The Glacier Inn is only open during the winter months, which makes it difficult to attract qualified and experienced employees. Glacier Inn is providing an experience of culture and excitement for their customers. Why not provide the same atmosphere for its employees. In the end, it’s not just about the money. Employees will be able to enjoy the same lifestyle and adventure that this environment has to offer. Glacier Inn can also invest in effective industry training programs to help and support the success of their hired personnel. We also want to address your concerns over changing the staff bonus plan. Currently, bonuses are being determined by profits alone. We agree that the implementation of the 2004 scorecard will provide a great method of measuring employee achievement. The balanced scorecard will provide feedback on whether the strategy is working to impact organizational performance. By measuring employees based subjectively on their scorecard execution, staff will be motivated and empowered to work in the best interests for themselves as well as the company. With employees being measured based on the strategy and implementation of Glacier Inn’s critical success factors, you can ensure that those goals become fundamental to their success as well. Employees are able to focus their attention on what matters most to the success of the organization. The Glacier Inn Hotel has another concern without the seasonal revenues. There is only a short window of opportunity to make profits, from January 4th to April 15th, and is primarily determined by the warming of the weather which can shorten this window. To off set the decrease in revenues in the summer, the hotel can offer customers a chance to stay in touch with nature. Two innovations will be needed to accomplish this, hiring of experienced outdoor staff and the building of year round facilities on the property. By offering summer outdoor actives such as fishing, hiking, and canoeing on guided tours the Glacier Inn can attract year round revenues. Also having facilities built on the property will allow customers places to stay in the summer as well as a warm place or customers to stay in the winter if they are not interested in sleeping in the cold rooms. Lastly, Glacier Inn hHotel lacks a specific measures, targets, and personal initiatives that are clear to the employes of the company. These need to be clearly defined to enhance the strategy and culture that needs to be wolves into the company. We have recommended a possible strategy map that can facilitate these initiatives. We have also chosen a proposition on how the Glacier Inn can continually add value and increase customer satisfaction. We included below a detailed plan of additional initiatives of adding customers value. Customer Value proposition Glacier Inn has competitors in more than just the hotel industry; it is competing with other forms of entertainment as well. The direct industry competitors of Glacier Inn Hotel are the hotel chains in the area, such as Super 8 Motel that offer a place to sleep and eat at a low price. However they do not offer an individualized customer experience. Glacier Inn also competes with other forms of entertainment in Northern Ontario. Places such as Moose Cree Outdoor Discoveries Adventures, which offers outdoor activities incorporated with the culture of the area. However, this experience is easily replicated. We believe that if Glacier Inn could combine the value of both of these industries into one unique location. The hotel must be unique. We have chosen product leadership as our way of adding value to customer offerings. Our recommendations for implementing this customer value from the hotel would be: Three Main Concepts For Product Leadership 1. Cree culture could be used to attract many customers foreign and domestic that are looking for a Canadian experience or wish to discover more about the first nations of Canada. Through cultural story telling, traditional foods, also traditional artwork and ices museum in the hotel lobby a broad audience can be drawn to the hotel. This will also allow the area to maintain its cultural identity and uniqueness while informing others. 2. The Glacier Inn could also offer outdoor winter activities such as snowshoeing, cross-country skiing, and wilderness sight seeing. Acquiring equipment traditional foods (maple syrup). When guests arrive at the hotel, staff could ask two questions: What do you want to experience? What are you not looking for? So that customers do feel pushed or pressured into experiences that’s are out of their fitness level. 3. Lastly, we believe that the individualized rooms will be an excellent way to attract customers to stay in each room. By pre-planning and designing each rooms theme the hotel can attract more customer to stay in the rooms overnight rather than just visiting the hotel for the day. Also ice sculptures will add a unique finishing touch to each room and can be a way of individualizing each room.

Sunday, October 27, 2019

Synthesis of Closantel Experiment

Synthesis of Closantel Experiment Abstract:- The paper describes the synthesis of Closeted. It is used as an anthelmintic i.e. an agent that destroys or causes the expulsion of parasitic intestinal worms so it is used as Anti-worm drug. The synthesis of Closantel was carried out using four different hydrotropes. The effect of various hydrotropes on yield, rate constant and activation energy at various temperatures and concentrations are studied. Keywords :- Hydrotropes, Xylene sulfonic acid (XSA), Cumene sulfonic acid (CSA), (n-BBSA): n-Butyl benzene sulfonic acid (n-BBSA), Isobutyl benzene sulfonic acid (I-BBSA), 1H NMR, IR. Introduction:- Almost a Century ago Carl Neuberg1 conceptualized one such area in the form of hydrotropy. After a dormancy period of about eight decades this exciting field sprung back into the chemical limelight and today it is regarded as one of the frontiers in the field of applied organic chemistry. The pioneer Carl Neuberg baptized this phenomenon as Hydrotropy or Hydrotropism.1,2 It is enhancement in the solubility of organic molecules in water, which otherwise are sparingly soluble or totally insoluble.3-6 Hydrotropes or hydrotropic agents are defined as the compounds which possess the property of solubility enhancement of other compounds. Hydrotropes are surface active, highly water soluble organic salts, which when present at high concentration, can solubilise the otherwise insoluble or sparingly soluble organic compounds in water. Hydrotropes can be differentiated from common surfactants in terms of their hydrofobicity i.e. hydrotopes are poorly hydrophobic as compared to surfactants. The performance of hydrotropic solutions is found to be efficient, usually at higher concentration ranging from 0.2M to 1.0M. At concentration above 1.0M ‘salting out effect’ is observed. In the present study, the researchers intend to study the aromatic hydrotropes, especially the aromatic sulphonates which are considered to be superior to the aliphatic counterparts as they are thermally stable and have higher affinity. Hydrotrops are readily biodegradable in water under areobic conditions studies with cummene , tolune and xylene7. This ecofriendly methodology where hydrotropes demonstrate a low level of toxicity on aquat ic life Xylene and cumene sulfonates ( ammonium , calcium and sodium salts) have no acute toxicity towards fish and invertebrates at concentrations tested (> 318 mg/L )7. The scientists around the globe are adopting environment friendly techniques to conserve flora (environment) fauna (animal life), also to manufacture synthesize molecules useful to mankind. Carcinogenicity studies reported for both rats and mice exposed to sodium xylene sulfonate Hydrotropes demonstrated no carcinogenic reponse.7 One of the great advantage of Hydrotropes is the reusability of solvent media without operations such as distillation etc. there by reducing operation cost, Hence it is an alternate media to organic solvents include water, ionic liquids, supercritical solvents ,hydrotropic solutions etc.8 Hydrotropic solution are non toxic shows no hazards of flammability hence consider as safer solvents. The compatibility of aqueous hydrotropic solutions as safer solvents for microwave assisted reactions has been studied.9 So there is now a realization that more benign chemical synthesis is required as an integral part of developing sustainable technologies 10. Efforts have been made to carry out studies on Hydrotropes as effective reaction media for the certain organic reactions. Reaction Scheme:- The reaction of 3, 5-diiodosalicyloyl chloride with 5–Chloro–4–[(4–chlorophenyl) cyanomethyl]–2–methyl aniline was conducted in aqueous hydrotropic solutions to yield the titled product which was tested for purity. Hydrotropes used are: (XSA): Xylene sulfonic acid (CSA): Cumene sulfonic acid (n-BBSA): n-Butyl benzene sulfonic acid (I-BBSA): Isobutyl benzene sulfonic acid Experimental Procedure: In a 500 mls 3-necked flask fitted with a stirrer, thermowell and an addition funnel, were added (0.01 moles) of 5–Chloro–4– [(chlorophenyl)–cyanomethyl]–2–methyl aniline, followed by the addition of (0.01 moles) of 3, 5–diiodosalicyloyl chloride at room temperature dissolved in aqueous solutions of the hydrotrope Xylene sulfonic acid. After the reaction mixture was stirred at 303K and 323K for 8 hours. . The progress of the reaction was monitored by TLC for the completion of reaction. On cooling at room temperature the product precipitated out from the reaction medium and was washed with demineralised water in order to make it free from the traces of the hydrotropic solution adhering to it. The product was then purified and dried in a vacuum drier. The qualitative estimation of the product was done by TLC using the following system. Chloroform: Methanol (9:1).The product was found to be pure without the traces of either of the starting materials. This is because of the selective solubilization of the reactants which helps to maintain them in the hydrotropic medium. The product N [5–Chloro–4–[(4–chlorophenyl) cyan methyl ] –2–methyl phenyl]–2–hydroxyl–3, 5–diiodobenzamide has a melting point/boiling point of 217.8 °C. Similar reactions were carried out using other Hydrotropes such as Cumene Sulfonic Acid, n-Butyl Benzene Sulfonic Acid and Isobutyl Benzene Sulfonic Acid. The concentration range utilized for these hydrotropes was from 0.2 Mol/dm ³ to 1.0 Mol/dm ³. Higher concentration of hydrotropes was avoided due to the salting out of the hydrotropes from the water which is an inherent property of these salts. Experimental : Melting point are uncorrected. 1H NMR spectra were recorded at 300 MHz on a Varian spectrometer and IR spectra on a Shimadzu FT/IR-4200 instrument. Chromatographic System : Column chromatography : For column chromatography 100 – 200 mesh Acme grade silica gel was used. The crude reaction mixture was concentrated under reduced pressure to yield crude mass which was preadsorbed on silica gel and purified by column chromatography with increase in concentration of Ethyl acetate in Petroleum ether. The fractions having similar ‘Rf† values were pooled together, concentrated and subjected for characterization using various spectroscopic techniques. Thin layer chromatography : TLC plates were prepared using silica gel G (ACME, Mumbai). Pet. Ether : EtOAc (85 : 15) was used as the solvent system. Radial chromatography : The circular glass plates of thickness 1 mm, were prepared by using silica gel (PF254, E. MERCK, 50 g) in cold distilled water (105 ml). For elution, gradually increasing concentrations of EtOAc in pet ether were employed. Results: The effect of hydrotrope concentration and temperature on the yield of N [5 – Chloro – 4 – [(4 – chlorophenyl) cyanomethyl] – 2 – methyl phenyl] – 2 – hydroxy – 3, 5 – diiodo It involves the amidation of 3, 5–diiodo salicyloyl chloride. The lone pair of electrons on nitrogen of amine attacks the carbonyl radical there by liberating the chloride radical in the form of HCl giving the desired amide. This amidation reaction is effected with two iodide group in meta position to the reacting species. The phenomenon of hydrotropy was applied to this synthesis and its effect on yield and reaction dynamics was studied. The hydrotrope used are Xylene sulfonic acid (XSA), Cumene sulfonic acid (CSA), n-Butyl benzene sulfonic acid (n-BBSA), and Isobutyl benzene sulfonic acid (I-BBSA). The percentage yield obtained for all the four hydrotropes are tabulated in tables VIII (a) to VIII (d) respectively. It was observed that percentage yield increased from 12.4% to 50.5% at 303K and 17.2% to 56.5% at 323K for XSA. Similarly percentage yield increased from 14.4% to 54% at 303K and from 20.6% to 60.2% at 323K for hydrotrope CSA. For hydrotrope n-BBSA the percentage yield increased from 16% to 70.5% at 303K and from 22.4% to 76% at 323K.For the hydrotrope I-BBSA the percentage yield increased from 20% to 73.7% at 303K and from 26.6% to 80% at 323K. These were in accordance with the fact that the hydrophobicity of I-BBSA was more than that of XSA, CSA and n-BBSA and the reactants are soluble to a greater extent in I-BBSA.The kinetics of this reaction was studied and rate constant K1 and K2 for temperatures 303K and 323K were calculated for all four hydrotropic solutions. The value of K1 and K2 obtained are recorded in the tables VIII (e) to VIII (h). For the hydrotrope XSA the value of K1 and K2 increased from 0.0459 to 0.2442 at 303K and from 0.0655 to 0.2898 at 323K. Similarly for CSA the rate constant value increased from 0.0539 to 0.2696 at 303 and from 0.0801 to 0.3199 at 323K. For the hydrotrope n-BBSA the values of K1 and K2 increased from 0.0605 to 0.4239 at 303K and from 0.0880 to 0.4955 at 323K. For the hydrotrope I-BBSA the values of rate constants K1 and K2 are more than that of XSA, CSA and n-BBSA. It increased from 0.0774 to 0.4638 at 303K and from 0.1073 to 0.5588 at 323K. From above data it is observed that rate constant went on increasing as the concentration of hydrotropes increased. The activation energy for various concentrations of hydrotropes was tabulated in VIII (e) to VIII (h). The activation energy dropped from 1.4432 to 0.6966 for hydrotrope XSA and from 1.6119 to 0.6965 for hydrotrope CSA. Similarly the value of activation energies dropped for the n-BBSA from 1.5245 to 0.6357 and for I-BBSA it decreased from 1.3291 to 0.7589 as the concentration of hydrotrope increased. The decrease in activation energy as hydrotrope concentration increased suggest that these hydrotropes also provide some catalytic assistance in shifting the equilibrium towards the product. Conclusion:- It is evident from the above scheme that at lower hydrotrope concentration, the solubility of organic solutes is less thereby yielding less product. At lower concentration of hydrotrope, the quantity of water is substantially large thereby the reaction are not favorable also resulting in less yields. At higher concentration of hydrotrope, the quantity of water is less and the reaction solubility is more and hence the yields are much better. It is also seen in the above experiment that for lower hydrotrope concentrations the time required for the completion of all reaction is more than that of the time required for a higher hydrotrope concentration.

Friday, October 25, 2019

managerial accounting :: essays research papers

Management accounting is concerned with the provision and use of accounting information to managers within organizations, to facilitate the managers in their decision making and management control functions. Unlike financial accounting information (which, for the most part, is made publicly available), management accounting information is used within an organization and is usually confidential. (Jiambalvo) The distinction between traditional and innovative management accounting practices can be illustrated by reference to cost control techniques. Traditionally, management accountants’ principal cost control technique was variance analysis, which is a systematic approach to the comparison of the actual and budgeted costs of the raw materials and labor used during a production period. While some form of variance analysis is still used by most manufacturing firms, it nowadays tends to be used in conjunction with innovative techniques such as lifecycle costing and activity-based costing, which are designed with specific aspects of the modern business environment in mind. Lifecycle costing recognizes that managers’ ability to influence the cost of manufacturing a product is at its greatest when the product is still at the design stage of its product lifecycle (i.e., before the design has been finalised and production commenced), since small changes to the product design may le ad to significant savings in the cost of manufacturing the product. Activity-based costing recognizes that, in modern factories, most manufacturing costs are determined by the amount of ‘activities’ (e.g., the number of production runs per month, and the amount of production equipment idle time) and that the key to effective cost control is therefore optimizing the efficiency of these activities. Both lifecycle costing and activity-based costing recognize that, in the typical modern factory, the avoidance of disruptive events (such as machine breakdowns and quality control failures) is of far greater importance than (for example) reducing the costs of raw materials.

Thursday, October 24, 2019

Five Phases of Project Management

Assignment – Five Phases Project Management Strategy November 5, 2012 Five Phases of Project Management Life cycle management is a business management approach that can be used by all types of businesses (and other organizations) to improve their products and thus the sustainability, employing the principles of project life cycle – the five phases of project management, which consists of, initiation, planning, execution, monitoring, and closure. Iniation PhaseThe first phase of a project is the initiation phase. During this phase, a business problem or opportunity is identified and a business case providing various solution options is defined. Once the recommended solution is approved, a project is initiated to deliver the approved solution. Terms of reference are completed outlining the objectives, scope and structure of the new project and a project manager is appointed. The project manager begins recruiting a project team and establishes a project office environment. Within the initiation phase, the business problem or opportunity is identified, a solution is defined, a project is formed and a project team is appointed to build and deliver the solution to the customer (Barkley, 2005). Planning Phase Often the most time-consuming of the phases of project management, the Planning phase is where you lay your project groundwork and is critical for a successful implementation of the subsequent Execution phase (Reynolds, 2009).Additionally, in this phase Project Planning builds on the work done in Project Initiation, refining and augmenting Cost, Scope, Schedule and Quality (CSSQ) and Project Plan deliverables. Usually, additional members join the Project Team, and they assist the Project Manager in further elaborating the details of the Cost, Scope, Schedule and Quality (Macek, 2010). The planning phase produces a project plan, project charter and/or project scope outlining the work to be performed. During this phase, a team should prioritize the pro ject, calculate a budget and schedule, and determine what resources are needed0 (LaBrosse, 2008).This phase is the basis for the successful execution of the subsequent Executing phase. The planning phase is also the phase where, definition of work packages, detailed planning, clarification of responsibilities, risk analysis, and interfaces are defined. Project Planning marks the completion of the Project Plan –i. e. , no work is left uncovered. Execution Phase Execution. This is where the project team does the work to crate the final deliverables of the project. It is the largest part of most projects and it goes far better if adequate time was taken to properly plan the work of the project (Reynolds, 2009).Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information (Project Plan Execution, 2009). During the Execution phase, the project manager spends a considerable amount of time in commun ication making sure the resources (people, equipment and materials) are available to do their work and know what work needs to be completed. There is a significant amount of work in this phase, as a project manager works to juggle many aspects of the project.During this phase, you'll use all of your management skills to implement and manage cost and quality, risks and change, and several other factors (Reynolds, 2009). Monitoring The next phase of the Project management life cycle is monitoring. Successful Project Management Principles & Controls are summarized as three main methods; continual focus on the Project Plan, constant update of the Project Plan (especially the triple restraints, and most importantly, measure status and project progress against the Project Plan -making adjustments to get back on track, if necessary (Project Plan Execution, 2009) .Closure In Project Closeout, the Project Team assesses the outcome of the project, as well as the performance of the Project Team and the Performing Organization. This is accomplished primarily through soliciting and evaluating feedback from Customers, Project Team members, Consumers and other stakeholders. The primary purpose of this assessment is to document best practices and lessons learned for use on future projects. In addition, key project metrics are also captured to enable the Performing Organization to compare and evaluate erformance measurements across projects. Project completion is signified by accomplishments such as (1) all tasks finished, (2) agreed deliverables completed, (3) testing completed, and (4) training materials prepared. The project benefits should be measured and compared with the final business case. Not all the benefits of the project are immediately apparent. The results must be compared with the cost-benefit analysis along with all the other forecast benefits that the project was planned to provide the organisation.Analyzes how each phase could support the organizationâ₠¬â„¢s business strategy. There is a dramatic rise in the use of project management as organizations shift to provide customer driven results and systems solutions. Some implementations of project management have been successful, while others are incredible failures. A common occurrence in many organizations is too many projects being attempted by too few people with no apparent link to strategy or organizational goals.Unfortunately, this is why the organization I currently work in is struggling to successfully complete the EMR, too few resources and too many projects being implemented simultaneously and most not align with the strategic plan. Experience indicates that the support of upper management is critical to project success, upper management was absent as participants of the project until the decision was made to delay the go-live. In our case, Upper management did not take action to create an environment for more successful projects in their organizations.Project management m ust be regarded as a company-wide project management competency designed to benefit the entire company (Kerzner, 2005). It also includes developing a corporate culture that is based upon effective organizational behavior and creating a well-developed project management methodology, accompanied by the proper supporting tools, which is vital to achieving organizational goals. Once the organization recognizes that project management is a core competency, the organization can convert this competency into a sustainable competitive advantage.The ultimate purpose is for the sustainable competitive advantage to become the pathway for a strategic competency that becomes a primary drive during strategic planning activities (Kerzner, 2005. As the project management strategy matures, the business value derived from each phase increases. Increased value subsequent to increase project portfolio leads to the alignment of project management and organizational strategy across the organization/enterp rise. Keeping each phase of the project on track yields a successful project, which means managing the triple constraints and strict management of metrics (monitoring phase).The project goals then extend throughout the team to the suppliers, contractors, and stakeholders. The five phases of project management assists the organization in creating a strategic value chain that gives companies a competitive edge. References Kerzner, H. (2005). Using the Project Management Maturity Model: Strategic planning for project management (2nd ed. ). Hoboken, NJ: John Wiley and Sons, Inc. LaBrosse, M. (2008). Key principles of project management. Food Management, 43(5), 27-27. Retrieved from http://search. proquest. com/docview/215900222? ccountid=32521 Macek, W. (2010). Methodologies of project management. Wspolczesna Ekonomia, 4(4), 267. Retrieved from http://search. proquest. com/docview/1115291842? accountid=32521 Project Plan Execution – where you â€Å"walk the walk† as the Pr oject Manager. (2009). Retrieved from URL Managerhttp://www. mastering-project-management. com/project-plan-execution. html Reynolds, D. (2009, May 13). Phases of project management: Initiation. Bright Hub weblog. Retrieved from www. brighthub. com/office/project-management/articles/1672. aspx Reynolds, D. (2009, May 13).Phases of project management: Planning. Bright Hub weblog. Retrieved from www. brighthub. com/office/project-management/articles/1673. aspx Reynolds, D. (2009, July 28). Phases of project management: Execution. Bright Hub weblog. Retrieved from www. brighthub. com/office/project-management/articles/1674. aspx Reynolds, D. (2009, May 13). Phases of project management: Monitoring. Bright Hub weblog. Retrieved from www. brighthub. com/office/project-management/articles/1675. aspx Reynolds, D. (2009, May 13). Phases of project management: Closing. Bright Hub weblog.

Tuesday, October 22, 2019

Queen Elizabeth I1 essays

Queen Elizabeth I1 essays Princess Elizabeth, a slender, athletic, extremely intelligent young woman, recieved an ideal Rennaissance education in Latin, Greek and modern languages, in history and Scripture. As Henry VIIIs second eldest child, shunted back to third in line for the throne by the complex politics of the period, she also had a very practical education in political intrigue - and the fine art of political survival. She came in 1558 to the royal throne shaken by a decade of misgovernment, religious fanaticism, and economic problems. She proceeded to give England 45 years of strong government, moderate religious policies, and unexplained prosperity. Elizabeth was a prudent ruler. She avoided costly wars, however, supported the war with Ireland. The creation of this English colony (Ireland) led to the expansion of markets for English goods and the growth in imports of desirable commodities. Elizabeth sought for religious compromise rather than religious crusades, worked through her appointed ministers, and dealt firmly with an increasingly vocal Parliament. She was well served by lifelong royal counselors such as Lord Treasurer Burghley and veteran warriors such as Francis Drake. She was less well supported by dashing younger cavaliers such as the Queen Elizabeth supported colonization ventures only if they did not detract from what she believed was the primary purpose of her government: to defend the nation and its territory and to consolidate royal authority within the realm. She was much more concerned with with preventing invasions of Scotland and Ireland and protecting the English Channel against the Armada, the Spanish Fleet that threatened English ships on the high seas. But her governments hesitance ebbed after the English gained access to the seas with their seemingly miraculous victory over the Spanish in 1...