Child Labour Essay Example for Free

Child Labour EssayThe two articles A Dollar a day written by Angus McDonald and Workers, non Slaves by Jenny Price both aim at those who are either interested in the treatment of child laborers or are a part of a business whos operations involve the use of child laboring. McDonald voices his arguments with disgust, anger and outrage contending that thousands of child laborers, some as youthfulness as eight are being exploited into working long hours, in some of the worlds worst conditions for as little as a dollar a day. Price, however in response to this Jenny Price states that the images and articles published about such labor is very misleading and purposely uses emotional and provocative language to persuade endorsers to believe it all is horrible, however in actual fact is a very well earning and lifesaving employment fortune for these kids.Starting with his(McDonald) article, A Dollar a Day published on the 29th of July, 2009 immediately grabs readers attention with th e implementation of a pun, coupled with negative connotations in his sub title, Sweatshop kids pay a hefty price for glamour garments this use of the pun hefty price in context suggests that these kids are not provided creating these expensive attires but the damage it does to their young bodies is a large price they pay for the small amount of income earned, the play on words helps to attract readers attention, therefor getting readers to instantly notice the authors viewpoint. Secondly the words sweatshop and kids used together strongly advocates negativity in the auditory modality and their opinions towards them, thinking of children in sweatshops would cause most people to react against it and making readers side with the author.Following this, the author employs an anecdote in combining with emotive language of a young Indian boy who is one of many in what is now a thriving industry of sweatshops, 10-year-old Manu focuses with tired look on the task at hand He will do this f or 12 hours today, as will the dozen or so other boys sharing the cramped, blazingly hot workshop. This story provides a personal and human dimension the article that gives the audience something to relate to, feel more involved and create interest and a sense of sorrow and self blame for this young boy, feeling as though they should do something to stop such things. The emotive language added, constructs an image in readers minds of a small, unhygienic, uncomfortable and unbearable way of working, for shocking hours for kids these age and affect them to react emotionally, in support of the writers standpoint.

Cross Layered Approach for Network Selection

Cross forge attempt for Network SelectionA Cross Layered Approach for Network Selection in Heterogeneous radio receiver NetworksM. Deva Priya, Dr. M. L Valarmathi, D.PrithvirajAbstractService resigny in a entangled receiving set internet environment requires the selection of an optimal access earnings. Selection of a non-optimal web can result in undesirable effects such(prenominal) as spirited costs or poor serve experience. Consequently, interlock selection techniques play a vital role in ensuring quality of service in mixed meshworks. Network selection in such an environment is influenced by several factors, with antithetic relative importance, the access network selection conundrum is usually looked at from the aspect of multi-criteria analysis. The proposed mechanism is based on a modified Multi-Criteria Decision Making (MCDM) steps to assist the Mobile Subscriber Stations (MSSs) in selecting the twitch vista network energetically. The achieveance analysis re veals that this network selection scheme yields a better results in selecting the better network.Keywords MCDM, Analytic hierarchy exhibit (AHP), WiMAXWi-Fi Scenario existenceThe 4th Generation (4G) wireless networks aims at integrating various heterogeneous wireless access networks such as GPRS, 3G, Wi-Fi, WiMAX over an Internet Protocol (IP) backbone. With the desegregation of assorted access networks, wider ranges and melloweder Quality of Service (QoS) can be provided to the customrs. The next generation wireless networks have been designed to provide support for multimedia services with different traffic characteristics, different QoS guarantees and to satisfy different types of service level agreements (SLAs) for an increasing number of mobile users. The integration of different wireless network technologies is required to provide a seamless interoperability, integration and convergence among the heterogeneous technologies. Several heterogeneous wireless networks that co nsist of Worldwide Interoperability for Microwave Access (WiMAX) and Wireless Fidelity (Wi-Fi) networks have started to be operated.IEEE 802.16 WiMAXWiMAX, a broadband wireless technology, developed by the WiMAX Forum IEEE standard is based on the 802.16 standard. The main objective is to provide high speed data transfers over the air. It has a frequency range of about 2-11 gigacycle for Non-Line-of- troop and 10-66 gigacycle per second for Line of Sight. The signal range for Line of Sight and Non Line of Sight are 30 miles and 5 miles respectively.There are two types of WiMAX, say Fixed and Mobile WiMAX. WiMAX supports different types of traffics like Best suit (BE), Unsolicited Grant Service (UGS), nrtPS (Non- Extended Real-Time Polling Service), rtPS (Extended Real-Time Polling Service) and ertPS (Extended Real-Time Polling Service).It is a technology for next generation with potential applications such as cellular backhaul, hotspot, VoIP mobiles and broadband partnership e tc. Itis a standard based wireless technology that provides internet access and multimedia services at very high speed to the end user.IEEE 802.11 Wi-FiWLAN (or WiFi) is an open-standard technology that enables wireless connectivity between equipments and local area networks. Public access WLAN services are designed to deliver LAN services over short distances. Coverage extends over a 50 to 150 meter radius of the access point. Connection speeds range from 1.6 Mbps, which is comparable with(predicate) to fixed DSL transmission speed, to 11 Mbps relegate 11 -1.New standards promise to increase speeds to 54 Mbps. Todays WLANs run in the unlicensed 2.4 GHz and 5 GHz radio spectrums Part 11 2. The 2.4 GHz frequency is already crowdedit has been allocated for several purposes besides WLAN service. The 5 GHz spectrum is a such(prenominal) larger bandwidth, providing higher speeds, greater reliability, and better throughput Part 11 3.Handover ProcessWhen a Mobile Subscriber Station ( MSS) moving in an overlapping area, continuous service must be need so the technique HANDOVER is done. The handover technique is mainly used to redirect the mobile users service network from occurrent network to a new network or one base station (BS) to other BS or one access point (AP) to another AP with same technology or among different technologies to reduce the processing delay in the overlapping area. Handover technique has the two types, Horizontal Handover and Vertical Handover. The homogenous wireless network performs horizontal handover, if there are two BSs utilize the same access technology, in current system called horizontal handover. This type of mechanism use signal strength measurements for surrounding BSs to trigger and to perform the handover finale.In heterogeneous wireless networks, the MSS or BS will be equipped with ternary network interfaces to reach different wireless networks. When an emerging mix of overlapping heterogeneous wireless networks deployed , vertical handover is used among the networks using different access technologies.Handover technique has the quartet signifiers Handover Initiation, System stripping, Handover decision, Handoff execution.Handoff Initiation figure The handover process was modified by some criteria value like signal strength, link quality etc.System discovery phase It is used to decide which mobile user discovers its neighbour network and exchanges information about Quality of Service (QOS) offered by these networks.Handover Decision phase This phase compares the neighbour network QOS and the mobile users QOS with this QOS decision maker makes the decision to which network the mobile user has to direct the connection.Handoff Execution phase This phase is responsible for establishing the connection and release the connections and as well as the invocation of security service.The scope of our work is mainly in handover decision phase, as mentioned in the decision phase decision makers must choose t he beat out network from available networks.Multi Criteria Decision MakingHandover decision problem deals with making selection among limited number of candidate networks from various service providers and technologies with respect to different criteria. Network selection schemes can be categorized in to two kinds Fuzzy Logic based schemes and multiple criteria decision making (MCDM) based schemes. Three different approaches for the decision of the optimal access network selection are as follows the network centric, the user centric and the collaborative approaches Hwang, C. L, Meriem, K. In network centric approach, the decision for the access network selection is made at the network side with goal to hone the network operators benefit. The majority of network centric approaches are using game theory in order to select the network that will optimize the network operators profit. In the user centric approach, the decision is taken at the user terminal based only on the minimiza tion of the users cost without considering the network load balancing or other users. The selection of the access network is determined by using utility-grade or cost or profit functions or by applying MCDM methods. The selection of an access network depends on several parameters with different relative importance such as the network and application characteristics, user preferences, service and cost etc., the access network selection problem can be solved by applying different MCDM algorithmic rules. In the collaborative approach, the decision for the access network selection is made at the profits of both users and network operator. Multiple criteria decision making deals with the problem of selecting an alternative from a set of alternatives which are categorized in terms of their attributes. Generally there are two processes in MCDM techniques (1) Weighting and (2) Ranking. Most popular classical MADM algorithms are SAW, TOPSIS, AHP, and GRA.In Simple Additive Weighting (SAW) , overall score of a candidate network is determined by exercising weighting total of all the attribute values. In Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), the chosen candidate network is one which is juxtaposed to ideal solution and farthest from the worst case solution. Analytical hierarchical Process (AHP) decomposes the network selection problem in to several sub-problems and assigns a weight value for each sub-problem. Grey Relational Analysis (GRA) is then used to rank the candidate networks and selects the one with highest ranking.Related WorkA novel optimisation utility is presented Pervaiz, Haris, Qiang Ni, and Charilaos C. Zarakovitis to incorporate the quality-of-service (QoS) kinetics of the available networks along with heterogeneous attributes of each user. The joint network and user selection is modelled by an evolutionary game supposed approach and replicator dynamics is solved to seek an optimal stable solution by combining both self-control of users preferences and self-adjustment of networks parameters, our study innovates over related efforts.This make-up Mehbodniya, Abolfazl, Faisal Kaleem, Kang K. Yen, and Fumiyuki Adachi presents a novel approach for the design and implementation of a multi-criteria vertical handoff decision algorithm for heterogeneous wireless networks based on the fuzzy fender of the Techniques for Order Preference by Similarity to Ideal Solution (TOPSIS) which is used to prioritize all the available networks within the coverage of the mobile user and to extend to seamless mobility while maximizing end-users satisfaction.A network selection mechanism based on two multi attribute decision making (MADM) methods namely multiple analytic hierarchy process (M-AHP) and grey relational analysis (GRA) method is proposed Lahby, Mohamed, and Abdellah Adib. The M-AHP is used to weigh each criterion and GRA is used to rank the alternatives.This paper Rao, K. R., Zoran S. Bojkovic, and Bojan M. Bakmaz provides a survey on fundamental aspects of network selection process and deals with network selection concept as a perspective approach to the always best attached and served paradigm in heterogeneous wireless environment.A cross-layer architectural framework for network and channel selection in a Heterogeneous cognitive Wireless Network (HCWN) Haldar, Kuheli Louha, Chittabrata Ghosh, and Dharma P. Agrawal is proposed. A novel probabilistic model for channel classification based on its adjacent channels occupancy within the spectrum of an in operation(p) network is also introduced. Further, a modified Hungarian algorithm is implemented for channel and network selection among secondary users.A two-step vertical handoff decision algorithm Liu, Chao, Yong Sun, Peng Yang, Zhen Liu, Haijun Zhang, and Xiangming Wen based on dynamic weight compensation is proposed. It also adopts the filtering mechanism to reduce the system cost and improves the conventional algorithm by dyna mic weight compensation and consistency adjustment.A speed-adaptive system discovery scheme Yang, Peng, Yong Sun, Chao Liu, Wei Li, and Xiangming Wen before vertical handoff decision, which effectively improves the update rate of the candidate networks set is introduced. thus a vertical handoff decision algorithm based on fuzzy logic with a pre-handoff decision method which reduces unnecessary handoffs, balancing the whole network resources and decreasing the probability of call blocking and dropping.A context-aware service adaptation mechanism Chang, Jie, and Junde Song under ubiquitous network relying on user-to-object, space-time interaction patterns which helps perform service adaptation is presented. Similar Users-based Service Adaptation algorithm (SUSA) is proposed, by combining entropy theory and fuzzy Analytic Hierarchy Process algorithm (FAHP).This approach adopts a suitably defined utility function Pervaiz, Haris, and Qiang Ni, which at the same time takes into account t he users importance for the considered attributes and the quality offered for these attributes by the available networks. The dynamics of network selection in cooperative wireless networks is modeled using an evolutionary game theory where an evolutionary equilibrium is sought as a solution to this game.A bandwidth allocation algorithm is proposed Fei, Wenchao, Hui Tian, and Rongrong Lian for Constant Bit Rate (CBR) and Variable Bit Rate (VBR) services depending on utility fairness among different networks and the fairness between new arrival and ongoing services. A utility function is introduced whose parameters are determined by the modified multi-state Analytic Hierarchy Process (AHP) which adapts to different load levels according to dynamic thresholds.A novel load balancing algorithm based on analytic hierarchy process (AHP) is proposed Song, Qingyang, Jianhua Zhuang, and Rui Wen, which helps the heterogeneous WLAN/UMTS network to provide better service to high-priority users w ithout decreasing system revenue.A novel selection policy Sasaki, Misato, Akira Yamaguchi, Yuichi Imagaki, Kosuke Yamazaki, and Toshinori Suzuki for a communication system in heterogeneous wireless networks, which applies the Analytic Hierarchy Process (AHP) algorithm by taking into account the mobility of the user terminals is proposed.An intelligent context-aware solution based on advanced(a) decision approaches like fuzzy logic and analytic hierarchy processes that considers both users and services requirements is proposed in Zekri, Mariem, Badii Jouaber, and Djamal Zeghlache.REFERENCESIEEE Std 802.16-2009. IEEE standard for local and metropolitan area networks. Part 16 Air interface for broadband wireless access systems 2009.Part 11 Wireless LAN Medium Access Control (MAC) and Physical Layer (PHY) Specification, IEEE 802.11 WG, Aug. 1999.Part 11 Wireless LAN Medium Access Control (MAC) and Physical Layer (PHY) Specification High-Speed Physical Layer Extension in the 2.4 GHz Ban d, IEEE 802.11b WG, Sept. 1999.Part 11 Wireless LAN Medium Access Control (MAC) and Physical Layer (PHY) Specification High-Speed Physical Layer in the 5 GHz Band, IEEE 802.11a WG, Sept. 1999.Hwang, C. L., Yoon, K. (1981). Multiple attribute decision making Methods and applications. In A state of the art survey. New York springer spaniel.Meriem, K., Brigitte, K., Guy, P. (2008). An overview of vertical handover decision strategies in heterogeneous wireless networks. Elsevier, Journal of Computer, Communication, 37(10).Pervaiz, Haris, Qiang Ni, and Charilaos C. Zarakovitis. User adaptive QoS aware selection method for cooperative heterogeneous wireless systems A dynamic contextual approach.Future Generation Computer Systems(2014).Mehbodniya, Abolfazl, Faisal Kaleem, Kang K. Yen, and Fumiyuki Adachi. A novel wireless network access selection scheme for heterogeneous multimedia traffic. InConsumer Communications and Networking assemblage (CCNC), 2013 IEEE, pp. 485-489. IEEE, 2013.L ahby, Mohamed, and Abdellah Adib. Network selection mechanism by using M-AHP/GRA for heterogeneous networks. InWireless and Mobile Networking Conference (WMNC), 2013 6th Joint IFIP, pp. 1-6. IEEE, 2013.Rao, K. R., Zoran S. Bojkovic, and Bojan M. Bakmaz. Network selection in heterogeneous environment A step toward always best connected and served. InTelecommunication in Modern Satellite, Cable and Broadcasting Services (TELSIKS), 2013 11th supranational Conference on, vol. 1, pp. 83-92. IEEE, 2013.Haldar, Kuheli Louha, Chittabrata Ghosh, and Dharma P. Agrawal. Dynamic spectrum access and network selection in heterogeneous cognitive wireless networks.Pervasive and Mobile Computing9, no. 4 (2013) 484-497.Liu, Chao, Yong Sun, Peng Yang, Zhen Liu, Haijun Zhang, and Xiangming Wen. A two-step vertical handoff decision algorithm based on dynamic weight compensation. InCommunications Workshops (ICC), 2013 IEEE International Conference on, pp. 1031-1035. IEEE, 2013.Yang, Peng, Yong Sun, Chao Liu, Wei Li, and Xiangming Wen. A novel fuzzy logic based vertical handoff decision algorithm for heterogeneous wireless networks. InWireless Personal Multimedia Communications (WPMC), 2013 16th International Symposium on, pp. 1-5. IEEE, 2013.Chang, Jie, and Junde Song. Research on Context-Awareness Service Adaptation Mechanism in IMS under Ubiquitous Network. InVehicular Technology Conference (VTC Spring), 2012 IEEE 75th, pp. 1-5. IEEE, 2012.Pervaiz, Haris, and Qiang Ni. User Preferences-Adaptive Dynamic Network Selection Approach in Cooperating Wireless Networks A Game Theoretic Perspective. InTrust, Security and Privacy in Computing and Communications (TrustCom), 2012 IEEE 11th International Conference on, pp. 1609-1616. IEEE, 2012.Fei, Wenchao, Hui Tian, and Rongrong Lian. Utility-Based Dynamic Multi-Service Bandwidth parceling in Heterogeneous Wireless Networks. In Vehicular Technology Conference (VTC Spring), 2012 IEEE 75th, pp. 1-5. IEEE, 2012.Song, Qingyang, Jianhua Zhuang , and Rui Wen. Load Balancing in WLAN/UMTS Integrated Systems Using Analytic Hierarchy Process. InRecent Advances in Computer Science and Information Engineering, pp. 457-464. Springer Berlin Heidelberg, 2012.Sasaki, Misato, Akira Yamaguchi, Yuichi Imagaki, Kosuke Yamazaki, and Toshinori Suzuki. Novel Communication System Selection Applying the AHP Algorithm in Heterogeneous Wireless Networks. InWireless Communications and Applications, pp. 241-249. Springer Berlin Heidelberg, 2012.Zekri, Mariem, Badii Jouaber, and Djamal Zeghlache. Context aware vertical handover decision making in heterogeneous wireless networks. InLocal Computer Networks (LCN), 2010 IEEE 35th Conference on, pp. 764-768. IEEE, 2010.

Analysis of Personnel Management and HRM Perspectives

Analysis of military force Management and HRM PerspectivesINTRODUCTIONThe report has two naval divisions the front more or less will focus on critic wholey analysing the principals of violence Management (PM) and gentlemans gentleman imaginativeness Management (HRM) and the similarities and differences amid them. Furthermore, John Storeys (1992), Guests (1987), Beer and Spectors (1985) points of difference will be provided and adapted to a thermionic vacuum tube franchise. Finally, the appropriate recommendations on how the conjunction could improve its HR procedures.The second will focus on context of Subway Franchisor Corporation which is currently the leading debauched victuals company in the US, winning numerous awards since it was founded in 1965 by a 17 year obsolete Fred DeLuca. It provides nutritious menu choices, flexible food options on its gourmet breads, sauces and toppings. The company also specialises in wraps, tortillas and salads as well as a variety of drinks.According to Subways official website (subway.co.uk), their mission is to supply swell quality food and service, and also provide the tools and knowledge to entrepreneurs to gain matched advantage over other fast food companies. It is important to understand Subways part as a franchisor. This report is not establish on an analysis of the Subway Corporation, the franchisor, tho rather on an individual Subway franchisee.1 Personnel ManagementThe history of PM began around the end of the 19th Century a concept closely connected to the contradiction in relations amid companies and their employees. It is believed that PM evolved through phasesWelfarist (until 1920s) Characterised by an emphasis on the provision of welf atomic number 18 facilities and efforts do to create the ideal factory (Cumming, 1993, pp.4-5).Personnel Administration (1930s) In the run low out of recruitment, raw material reproduction and record keeping (Armstrong, 1996, p.32).Development (1950s) Management of employee relations becomes the critical mishap factor of PM due to the rise in TU membership and collective bargaining. A wider range of personnel services were provided (Armstrong, 1996).A broad definition of PM is a function concerned with putting in place, the bear ones and procedures to make sure the administration has the right faculty at the right time so it can operate at a very basic level. Similarly, Cole (2002) describes PM as the function of centering that has to deal with the recruitment, employment, training, redeployment, safety and departure of employees.1.1 Functions of Personnel ManagementPM tries to primary(prenominal)tain fair terms and conditions of employment, whilst expeditiously managing day-to-day, personnel activities at the operational level. Heavily establish on administrative tasks It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM ar identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include-Conducting job analysis, recruiting and selecting and handling promotion internally.Training based on legal requirements of Health and gumshoe procedures, risk assessment.Remuneration making sure the correct wage/salary is paid at the right time (Cole, 2002).Providing benefits and incentives.Appraising per make waterance, resolving disputes in the form of grievance and discipline.Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences).Redundancy administration of and dismissal procedures (Cole, 2002, p.26)1.2 Advantages and Disadvantages of Personnel ManagementIdentifying multitude as the central function of an organisation which need reckonling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously menti geniusd, personnel managers can identify staffing gaps and assign the right number and type of people the organisation needs, (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be do in certain situations implying that there is transparency and consistency in the way individuals are treated.The advantages of PM may only also invite disconfirming implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with to each one employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is make uply and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the abstracted of diff erent things) between workers and management.2 Shift from Personnel to HRMIn the 20th Century there was a broad discussion whether or not HRM represents a fundamental change in people management or it just a phase of PM (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a businesss most important imagery and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a succeeding(a) step in PM information caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a variable asset to the organisation. However, some theorists argued that change in name didnt bring a change in reality, therefore HRM was described as an old wine in new bottles (Armstrong, 1987) and as a wolf in sheeps clothing (Keenoy, 1990).Th eorists tried to answer these questions by identifying similarities and differences between two courtes of people management. Legge (1995) identifies pursuance similarities- some(prenominal) emphasise the importance of integration.Both linked employee development with the achievement of organisational goals.Both sought to ensure that the right people were in the right job.Both gave the responsibility of people management to line managers.2.1 Beardwell and Claydon Model (2007)In contrast, Beer and Spector (1985), Guest (1987) and Storey (1992) compared the models and identified several points of difference which are summarised in a individual model actual by Beardwell and Claydon, (2007, p.13). It examines differences between them in 5 perspectives seen in Appendix 2.2.2 John Storeys Model (1992)Another model, underlying the previous one was made by John Storey, who identified 27 differences between PM and HRM. These points are grouped into four categories beliefs and guesss, st rategic aspects, line management and key levers (Appendix 3).2.2.1 AdvantagesClearly identifies the differences between the two.Shows consideration to organisational culture, strategies, leadership.Identifies a two dimensional map interventionary/non-interventionary and strategic/tactical (Armstrong, 1996, p.62)2.2.2 LimitationsCompanies often combine both commencees and therefore cannot be characterised under just one.Organisations beliefs and assumptions as these are often invisible and non-tangible (Beardwell and Claydon, 2007).3 Human election ManagementHRM presents a variety of different styles and models. Storey (1989) identifies its two types hard and soft. Later, Michigan duty School (MBS) and Harvard University developed two different basic models, which conduct been very influential in the interpretation of HRM (Beardwell and Claydon, 2007) Matching model associated with a hard approach and Harvard model, in connection with soft. These two particular models underline t he two main concepts Matching model became a basis of shell-fit school of Strategic Human choice Management (SHRM), whilst Harvard models ideas contri anded to best-practice approach. These will be discussed further.3.1 Soft/Hard approach to HRMThe hard approach stresses the importance of close integration of HR policies, and activities and systems of business strategy. Also, the emphasis is determined on cost-reduction strategies (Schuler and Jackson, 1987). Furthermore, it detects the strong from the weak i.e. those whose attributes and skills help the company to achieve strong strategic positioning and competitive advantage. The soft approach recognises employees as valued assets to acquire competitive advantage through their commitment, high quality, adaptability, performance and their skill set. Employees are proactive through collaborations and participation. Soft and hard approaches are very contrasting peculiarly when implementing a single approach. Soft and hard approa ches show an obvious gap between what would be characterised as rhetoric and reality.3.2 Matching ModelThe model is developed by MBS (Fombrun et al.,1984). It shows an interconnection between different environmental forces (political, economical, cultural), business structure and strategy and HR policies and practices. It emphasise a close relationship between the snuff it two (Appendix 4). The model is associated with a hard version of HRM that is characterised by using HR in array to meet business objectives. Two basic assumptions form a model (Beardwell and Claydon, 2007)Effective way of people management is not universal it depends on the particular organisation.Employees should acquire the same business views as managers and the owners in order to maximise organisational performance.3.2.1 AdvantagesTakes into account the influence of external factors on an organisation and its HR polices.Emphasises tight fit between HR and business strategy that leads to competitive advantag e (Beardwell and Claydon, 2007, p.7).3.2.2 DisadvantagesBusiness level strategy and HR strategy could not be linear (Bratton and Gold, 2001).Fails to generate employee commitment (Purcell, 1995, cited in Storey).Excessive fit could be a disadvantageous to achieving goals (Boxall, 1996).3.3 The Best-Fit ModelBest-fit model belongs to contingency school of SHRM that explores the link between hive awayys of organisational development, strategy, HRM policies and practices (Boxall and Purcell, 2000). There are several best-fit models life-cycle model (Kochan and Barocci, 1985), competitive advantage models (Schuler and Jackson, 1987 and Miles and Snow, 1984) and configurational perspective (Marchington and Wilkinson, 2002 Delery and Doty, 1996).3.3.1 Life-Cycle ModelThe model matches HR policies and practises with the stage of organisational life-cycle (Appendix 5). In the start-up phase, HR polices should be flexible and attract talented and skilled employees. The growth stage should have more formal HR procedures, efficient management and organisational development. The maturity stage is characterised by cost control, HR strategy and, finally, in the decline stage, the company shifts to systematization with a reduction of workforce and redundancy implications (Kochan and Barocci, 1985).3.3.2 hawkish Advantage ModelThe model cogitate HR systems and organisational strategy. Porter (1980) argued that firms could follow only three generic strategies cost leadership, differentiation or focus strategy. Schuler and Jackson (1987) matches these with a firms HRM polices (Appendix 6). The emphasis shifts from long-term focus, coordination and broad career path under the innovation strategy to improve job descriptions, immediate focus and continuous training under quality enhancement and to short-term focus and minimal level of training under the cost reduction strategy (Schuler and Jackson, 1987). Miles and Snow (1978) classify companies into four distinct strategic groups (defenders, prospectors, analyzers and reactors) and base their response to three major problems entrepreneurial, engineering, and administrative. Their competitive advantage framework (Miles and Snow, 1984) links three of these strategies with firms HR practices (Appendix 7). Application of their model to the organisation increases business performance.3.3.3 Configurational ModelContingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents non-linear synergistic effects and higher order interaction to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchi ngton and Wilkinson, 2002).3.3.4 Advantages of Best-fit modelAnalyses the influence of external environmental factors on organisation and its HR practises.Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996).Matches HR system with strategic management processes (Schuler and Jackson, 1999).3.3.5 Disadvantages of the Best-fit modelIgnores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49).Ignores employee interests.Simplicity of classical approach in describing competitive strategies.Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187).3.4 Harvard ModelThe soft approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components situational factors, stakeholders interest, HRM policy choices, HR outcomes , long term consequences and a feedback loop through which outputs flow instantaneously into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central subprogram in management (Storey and Sisson, 1993).3.4.1 AdvantagesRecognises and incorporates a range of stakeholder interests (Armstrong, 2003)Recognises the importance of trade-offs.Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003).3.4.2 DisadvantagesFails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006).This model does not explain SHRM functions in a particular way (Loosemore, Dainty and Lingard, 2003).3.5 Best Practice High Commitment ModelsThese models are tools which are used to enhance companys overall performance in improving employee spirits, behaviours, large(p) labour turnove r and absenteeism. The aim is to improve carrefourivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve-High job performance,Good problem solving among employees,Flexibility reduce employee turnoverAnother model is Pfeffers (1994) 16 HR practices for competitive advantage through people, later changed to seven practices for building income by putting people first (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, the concern is with how close organisations can get to the ideal of practices, (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company perform s.Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10.Limitations of best practice models are difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate inside highly competitive markets and how they can target in some of the HR practices advocated in the best practice models (Storey, 1995). Other limitations include improved performance through efficiency and its tight financial control could be associated with the hard HR policies as mentioned in Storeys 27 points of differences. According to Boxall and Purcell (2003) high commitment models tend to fudge the question of pluralists goals and interests (Boxall et al, 2003) which has also led to negative comments of how best practice mod els assist with the organisations overall performance.4 Subways Approach to Human Resource Management/Personnel ManagementIn this part we explore and critically evaluate Subways Leicester based franchisees HR practises and procedures and assess their PM and HRM characteristics. Mannys Classic Subs Limited is a typical example of Subway UK based franchisee. HR practises in this company are conducted by the HR manager and Managing Director (MD), which include planning, advertising, interviewing, recruitment and selection, disciplinary procedures, training, payment and wages review, rewards system and retention. Some fundamental HR procedures are communicated from the head office however, the way in which they are implemented depends on the management of individual franchisees. In this particular firm HR procedures are suave being developed.4.1 Role perspectiveThere are several top management roles such as the MD, Restaurant Managers, and Company Secretary. These are however, not cle ar defined. When looking at spurn roles in spite of appearance the stores themselves, there is a high level of specialisation. The specific roles includeSandwich Artist involves customer service, paperwork accuracy, cash register, equipment usage, product preparation and taking phone orders.Shift Leader involves supervision of sandwich artist, deals with customer complaints, delegating work, enforcing policies and dealing with staffing issues.Assistant manager involves hiring, training and supervising procedures, hebdomadally inventory and paperwork, food service certification, service counter marketing(Subway Operations Manual, 2009)According to Storey (1992) and Guest (1987), characteristics of PM can be seen at the lower levels and HRM at the top levels. It can however be said that the level of standardisation is high in general. This is because strict guidelines are passed down from the corporate Franchisor to each Franchisee in relation to its operations. In addition to t his, communication throughout the company is direct in reference to HR approaches. This could be associated with the size of the company and with the stage within its life cycle. This company has 46 employees and therefore classified as a small firm. In addition, Subway is in the growth stage because it was complete two years ago and its market share is still growing.4.2 Training and DevelopmentA two week training program, in the corporate headquarters, in management, book-keeping and personnel procedures, is offered to new franchisees. Plus an additional 34 hours of job training at a nearest subway (Subway Staff Handbook, 2009). In contrast, staff training is provided by the local managers or supervisors however, when training employees in first aid, they are sent in groups to St Johns Ambulance to attend a four day training track in advance first aid. Preliminary courses are also organised before sales training. This way of controlling access to courses when training staff relat es directly to PM.Furthermore, the Subway Staff Handout (2009) states that employees could be sponsored to obtain relevant qualifications that may be beneficial to their development within the company.4.3 Recruitment and SelectionThe recruitment processes within Subway include e-recruitment (company website), job fairs and word-of-mouth from current employees. They clearly identify what they want from candidates especially in relation to punctuality, accuracy, communication, ability to take direction and follow rules and most importantly, customer friendliness.The selection process begins once the company has received candidates applications. The HR manager identifies the key characteristics of a candidate for example, age, availability and previous work experience. On the second stage of selection, the HR manager selects appropriate candidates for a telephone interview to discuss in detail the requirements of the role. The candidates that match the companys criteria are because in vited to a face-to-face interview ultimately leading to the selection of one candidate and the signing of the contract. The company contract is simple and generic as it applies to most employees. All requirements included within this contract are clearly stated implying a personnel approach.4.4 Employment relationsManagers treat employees according to the business needs. The main focus is on company stakeholders especially customers, who they believe is the heart of their business (Kang, 2009).Internal relationships between staff are fundamental to the company. If conflicts occur, they are de-emphasised and the main role for management is to manage climate and culture. This is a reflection of the HR approach.4.5 Monitoring and ControlSubway adopts a personnel approach to monitoring its employees so that all procedures and regulations set by senior management are followed. The monitoring system used is called KADCAM which ensures every transaction is processed accordingly and any err ors within the process line inform the manager that employees are not following the rules.4.6 Pay and RewardsWage starts at 7 per hour for all staff apart from store managers, after a trial period. These are then reviewed annually and depend upon company results and in accordance with the HR approach pay is also based on individual performance. Company policy also includes promotion for suitable candidates with an appropriate level of experience and essential competencies (Subway Staff Handbook, 2009).CONCLUSIONThe first section of the report critically analysed PM and HRM and evaluated the similarities and differences between the two approaches. It was identified that PM sees employees as a cost and the objective is to minimise this. In contrast, HRM approach argues that people are a valuable asset and its practices are aimed to increase the employees commitment. They allow for HR policies to fit company strategy and ensure the company maximises business performance.In the second p art of the report Subways approach to people management is analysed using comparative frameworks by Beer and Spector (1985), Guest (1987) and Storey (1992) and identified features of both personnel and HRM approaches in Subway.RECOMMENDATIONSAccording to the companys life cycle which is at the growth stage, and strategy involving maximising return on investment and providing excellent customer service (Subway Staff Handbook, 2009) they have relatively appropriate HR strategies in place. However, in order for them to adapt to the changing dynamic environment, they could improve and develop some of their procedures.From speaking directly with staff at the franchise, it was identified that the employees are given a high level of empowerment. When management first implemented this, staff members were allowed to give out free upgrades but werent given appropriate instructions on procedures. It is recommended that management provides training and supervision (in the form of instruction bo oklets) before employees are empowered.Subway currently closely controls its staff, but it could shift from PM, monitoring approach to nurturing in order to build trust between the company and its employees.As this franchise in particular is in the development stage, some HR procedures such as rewards and promotions are not clearly identified yet. The company could improve this in order to increase enthusiasm within employees, thus leads to achievement of organisational goals.Subway already emphasises the importance of police squadwork however this can always be improved and develop for example by the use of team building workshops. They could also have an additional rewards set for teamwork as opposed to just individual rewards.Finally, rate of pay is fixed as there is no difference between weekend and week pay. Separate teams are allocated to work weekends and mid-week. With a separate team just working on the busier weekends, dissatisfaction may occur. In compliance with other f ast food companies within the UK, a recommendation would be to increase the hourly pay rate for the members that work on the weekends. savoir-faire LISTArmstrong, M. (1987) Human resource management a case of the emperors new clothes?, Personnel Management, 19(8), pp.30-35Armstrong, M. (1996) A handbook of Personnel Management Practise sixth Edition, Kogan Page Ltd, pp.27-63Armstrong, M. (2003) Human Resource Management Practice 9th ed. Cambrian Printers Ltd, pp.397-496Azashemi, M., (2008) Operational context Human resource management, Prentice HallBach, S. and Sisson, K. (2000) Personnel management a comprehensive guide to theory and practice, 3rd ed, Oxford BlackwellBach. S, Sisson. K (2002), Personnel Management (3rd Ed). Blackwell Publishing. Oxford (UK), p.323Bach. S. (2005), Personnel Management (4th Ed). Blackwell Publishing. Oxford (UK).Beardwell, J and Claydon, T. (2007), Human Resource Management A Contemporary. Approach, fifth ed., London FT Prentice HallBeardwell, I., Ho lden, L. and Claydon, T. (2004) Human Resource Management A Contemporary Approach, 4th ed., Harlow, Financial Times Prentice HallBeer and Spector (1985) collective wide transformations in human resource management In Walton R. E. and Lawrence P. R. (eds) HRM Trends and Challenges. Boston, Mass. Harvard Business School Press.Beer et al. (1984) Managing Human Assets. new-sprung(prenominal) York Free PressBoxall, P. and Purcell, J. (2000) Strategic Human Resource Management Where Have We Come From and Where Should We Be Going, International Journal of Management Reviews, 2 (2), pp. 183-203Boxall, P. and Purcell, J. (2003) Strategy and human resource management. Basingstoke Palgrave MacmillanBoxall, P. (1996), The strategic HRM debate and the resource based view of the firm, Human Resource Management Journal, Vol.6, Issue 3, pp.59-75Boxall, P., (2003) Strategy and Human Resource Management (SHRM), Prentice hall publication pp.59-62Brandler, S, and Roman, C (1999) GROUP build Skills and Strategies for Effective Interventions, New York London Haworth PressBratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. 2nd ed. McMillan.Bratton, J, Gold, J. (2001) Human Resource Management Theory and Practice, 2nd Ed., New Jersey Lawrence Erlbaum AssociatesCapon, C. (2003) Understanding Organisational Context Inside and Outside Organisations, 2nd ed., Harlow FT Prentice HallCole, G. (2002) Personnel and Human Resource Management, 5th Ed. Thomson LearningCully, M et al (1998), The 1998 Workplace Employees Survey. First findings. London DTICumming, M. (1993) The Theory and Practice of Personnel Management, 7th Ed.Butterworth-Heinemann Ltd, pp.4-5Delery J. and Doty D. (1996) Models of theorizing in strategic human resource management test of universalistic, contingency and configurational performance predictions, Academy of Management Journal, Volume 39, Issue 4, pp. 802-835Fombrun et al. (1984) Strategic Human Resource Management. New York John Wile yGerhart, B. et al (1996) Academy Of Management Journal, mass 39 issue 4, pp. 779-801Gill, C. (1999). Use of Hard and Soft Models of HRM to Illustrate the Gap Between Rhetoric And Reality in Workforce Management. School of Management, Rmit University. Australia.Gold, J. et al. (2003) Human Resource Management Theory and practice 3rd edition, Palgrave Macmillan publicationGratton, L. (2003) Strategic Human Resource Management Corporate Rhetoric and Human Reality. Oxford University PressGuest, D. (1987), Human resource management and industrial relations, Journal of Management Studies, 24(5), pp.503-521Guest, D. (1989) Personnel and HRM can you tell the difference? Personnel management journal, volume 21 pp. 48Halawi L, Aronson J and McCarthy R (2005) Resource-Based View of Knowledge Management for Competitive Advantage The Electronic Journal of Knowledge Management, 3(2), pp. 75-86Kang, M. (2009) Mannys Classic Subs LtdKeenoy, T. (1990) HRM A Case of the Wolf in Sheeps Clothing? Per sonnel Review, 19(2)Kochan, T. and Barocci, T. (1985) Human Resource Management and Industrial Relations, Boston, MA Little BrownLegge, K. (1995). Human resource management Rhetorics and realities. London Macmillan BusinessLoosemore, M., Dainty, A.R.J., Lingard, H. (2003), Managing People in twisting Projects Strategic and Operational Approaches, London Taylor FrancisMabey, C., Salaman, G., Storey, J (1998) Human Resource Management A Strategic Introduction, 2nd Edition, Malden Blackwell Publishers, p. 65Mabey,C, Salaman, G., Storey, J. (1999) Human Resource Management A Strategic Introduction. 2nd ed. Blackwell Publishers Ltd.Marchington, M. and Wilkinson, A. (2002) People, Management and Development, 2nd ed., London CIPDMaslow, A. cited in Strage, H. (1992) A Theory of Human Motivation Milestones in Management, Blackwells, pp.187-284Miles, R. and Snow, C (1978) Organisational Strategy, Structure and Process, New York McGrow-HillMiles, R. and Snow, C. (1984) innovation Strategi c Human Resource Systems, Organisational Dynamics, 13 (1), 36-52Paauwe, J. (2004) HRM and performance unique approaches for achieving long term viability, Oxford Oxford University PressPfeffer, J. (1994) Competitive Advantage through people, Harvard business school pp. 14-52Porter, M. 1980. Competitive Strategy, New York Free PressPurcell, J. (1995). cited In Storey, J. Human Resource Management A Critical Text. London RoutledgeSchuler, R. and Jackson, S. (1987) Linking competitive strategy with human resource management practices, Academy of Management Executive, 1 (3), pp. 207-219.Schuler, R. and Jackson, S. (1999) Strategic Human Resource Management, Holbeche Blackwell PublishingStorey, J. (1989) New Perspectives on Human Resource Management, London RoutledgeStorey, J. (1992) Developments in the Management of Human Resources, Blackwell publishersStorey, J. (1994) Human

Waterfall Model Vs Prototyping Model

waterf all told Model Vs Prototyping ModelSoftw atomic number 18 intersections demonstrable in to geezerhood era atomic number 18 for the most part node oriented. It is either drives the market or it driver by market. Customer Satisfaction was the main aim in the 1980s. Customer Delight is todays logo. Market need more than customers oriented and less emphasizes on the technology. Though the technology factor is al right smarts the prime factor behind the deliverables, the product should always satisfy the customer necessarily. The product evolution should start focusing on the customer compulsions in case of both the retail based products and products developed based on pre-defined specifications.The softw ar product organisation products resembling other engineering products surrender various types of development or manufacturing strategies to obtain the final output. The most famous softw ar development strategies are as followsWaterfall ModelEvolutionary Model or Prototyping ModelIncremental ModelSpiral ModelThe most apply models are Waterfall models map for generally small scale projects and single release based software products, whereas the Prototyping Model is used for developing large scale products generally developed in multiple parts rather than single release in addition called version of release.The software developments strategy I prefer is Prototyping Model. The fountain for selecting the Prototyping Model encourages progressive strategical development with course of time.With prototyping model, I am also using non-agile approach and USDP methodological analysis as active part of the development process.The usage of the prototyping non-agile approach and USDP methodology is justified below to be the best choice for my Project.WATERFALL vex vs. PROTOTYPING MODELWaterfall Model is a flow based model which rest of following manikins-1. constitution/Information Engineering and Modeling2. Software Requirements Analysis3. sc hemes Analysis and Design4. Code Generation5. Testing6. MaintenanceA Waterfall method of software development has to pass done both phase once, and non meant to go back to previous phase again. Once the requirements request make freeze, changes groundworkt be done during any phase. That is why, it is used rarely now a days. Due to this If there is any change in requirements, and then it becomes unmanageable as healthful as costly affair. Apart from this each phase takes a lot of time to produce solution for its consecutive next phase as it is irreversible process the solution should be well optimized and satisfactory. If one phase result goes wrong means subsequent phases get effected.Prototyping Model is a technique that uses the technique of replication of few aspects or feature of expected product and it is then developed upon it to obtain the full software. It hindquarters be called intention of software prototypes or temporary versions of software program being develop ed for full edition deliverables.The main theme behind the prototyping is to allow users to evaluate developers marriage offer for the design of expected product based on real time analysis by user rather than interpreting by the developers themselves. So it is also referred as an efficient way of controlling the prototype that act as a key factor in the commercial relationship between lymph nodes and individual solution allowr. The client and the contractor base compare if the software make matches the software specification, according to which the software program is built.In Prototype strategy of development as we create a number of Prototypes of the product, before the release of final one. We release number of Prototypes with some differences between them just as versions, and take client opinion, and modify the final Product, as per client suggestions. Prototype is developed by delaying before long known requirements in the mind. Development of prototype undergoes desig n, coding, testing desire phases which give client an actual purport of the carcass. Prototype is a model which looks exactly like Software development life cycle (SDLC).AGILE MODELvs NON-AGILE MODELAgile software development is mainly based on iterative development in which solutions are generated from the collaboration between the phases and functional teams of development. The agile software development approach has taken the software developing industry by storm. Agile software development has been en vogue in this decade. It started with the popularity of Extreme scheduling (XP) and Kent Becks series of go fors on the topic.Somewhere it creates a misleading impression that agile is not formal and hence maintenance cost is reduced or controlled by spending more on up-front design. Of course, traditional (non-agile) methods shine in other areas. Agile methods are counter indicated, for example, where there are no clay experts, so that only complete study can possibly reveal whats truly needed.Most agile methods are, of course, informal, and so lead not work unaltered in a problem area where formality is one of the requirements hardly enough agile methods ask been formally documented that for any formal project where exhaustive study is NOT a requirement, there should be precedent for using a (formal) agile method. Non-Agile software development volunteers a traditional simple way to develop software. It reduces the whole cost as well as time consumed in the development. It is less affected from the type of resources. concern learning system (MIS)A management cultivation system (MIS) is a process that deliver the goodss the training which are essential to run an organization professionally. MIS are totally contrary from regular selective information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the theme of informat ion management methods tied to the automation or support of human decision making. MIS are computer-based system that provides managers with the tools for organizing, evaluating and efficiently running their departments. In order to provide past, present and prediction information, an MIS can include software that helps in decision making, info resources much(prenominal) as databases, the hardware resources of a system, decision support systems, mass management and project management diligences, and any computerized processes that enable the department to run efficiently.MIS are intentional for ease of any type of business or organization. straightaway almost e really kind of organization has its own MIS. It is a suite of software coats that together make it manageable for people or businesses to store, modify, and extract information from a database. There are many MIS places in your everyday life like in banks, hospitals, hotels colleges and universities have their own m anagement system.MIS are helpful for organizations and institutes. Universities have their own managements systems. There are many departments in a university like examination, admission, registration, administration, hostel, finance. All these are needed a proper and complete management, so for this reason MIS are knowing to manage these departments. Every department has its own MIS which is specifically designed to handle its operation like data retrieval, retentiveness and modification.Whenever the internet came every organization and institute is try to provide the better facilities through making their MIS online to satisfy their client. Todays every company and organization is moving on internet and structure database in such a way that provided the better facilities and interaction to their clients as compare to past.depository library information system (LIS)LIS are designed to record and avow the information connect books and activities of subroutine library. LIS pla ys unavoidable role in a university library because it provides the information about all types of books in a better organized manner. LIS keeps the all overcome of all the books in a university. It contains records of each and every book and the extremitys who borrowed the book. In other aspects LIS also serves as an accounts manager for library. It tracks and augurs come-at-able fines, takes care for member securities and when required provide monetary calculation related to library to the university accounts office which manages university financial resources. The LIS is always ready to share data with the university central accounting system 1.traditionally manual(a) file based systems serve as LIS in universities. Registers and note books are used to affirm records for available and borrowed books. A university having multiple departments normally has requirement to maintain a separate register for each department and sometimes for each session a department may demand to have a separate register. This fortifys a large register deal which is very difficult to maintain and is highly error prone. In such scenarios to issue book of necessity much driveway whereas at the selfsame(prenominal) time to calculate and report monetary issues, and perform other managerial tasks may sometimes take days or even weeks.The library user pool is mainly the students and the university provide. Library phone card game are issued to each of them. When Students or provide members borrow books from library, the librarian needs to search for the germane(predicate) register and enter the information of borrower and the borrowed book on relevant page. At the same time he needs to assure that the member should be clear from library issues, the book can be borrowed and it is also his responsibility to provide the member with his time to possess the book. Sometimes members are not known to timings or forget to return the book in time even when they want to return it. I n manual management of LIS it is not possible to regulate to process of warnings for library members when their returning dates are near to come. On the very other side where student are staff also feel very difficult to integrate with such system because the most irritating part of this system for them is the time took on any process, either to borrow book or to search book or most irritating when they need their clearance from the library and it take a day to just get a single signature.The only solution to these drawbacks of manual LIS lies in automation of the library information system by computerizing it and integrating with other management systems of a university. By automation of LIS it means to develop a fully computerized system that serves to enable the complete library operations through computers. Automations have some traditional advantages over manual systems like no paper work required and easy to backup, higher consistency of data and it is possible to schedule tho se tasks which are somewhat hopeless in manual systems. Similarly, in context of LIS automation results in ease of library administration, control and tracking processes. The convenience of both librarians and members who use library is change magnitude due to higher decrease of time. It becomes a matter of minutes to perform managerial tasks and estimating monetary matters and many other issues which are never resolved in manual systems.It all becomes wonderful when automation also occurs in making the system online, because through this the system becomes available for 24 hours 7 days a week. It means the student has no need to go through so many book racks to find a book and does not need to go to library to reserve a book. He just needs to go there and get his reserved book. He must not be unhappy to remember the returning date because he knows that he will be sent an alert indicating the return date of the book he has borrowed. So all this becomes more and more convenient wi th the increased automation in the process of LIS.LIS Automation for university means to develop a fully computerized system that enables the complete library functions through computers. The system provides the fundamental set of features to add/update/delete member, add/update/ delete books, search for books, and manage check-in / checkout processes. automatise LIS is designed to meet the needs of libraries both large and small, not only to meet the traditional requirements of a resource centre, but also able to keep track on borrowed books in university. This system is very helpful for university staff, student members and librarians because this system is also interact with the bar code lecturer and magnetic card reader. When the student and staff members are registered in university they are issued library separate from library. Through this card they can borrow books from the library. When they enter in library their cards are identified through the magnetic card reader an d barcode reader is helpful for them in searching the books.The automation of LIS lessens human efforts in university. The maintenance of the records is do efficient, as all the records are stored in the database, through which data can be update, delete and retrieved easily. It also reduced the chance of frauds and errors because all things are computerized. quick solutionEXISTING SYSTEM ARCHITECTUREThe exist LIS in university is completely manual and file based. It contains the records of all books and members of the university so this builds a large register set which is very difficult to maintain. In this situation to issue book, return book, fine management, catalog management and member registration verification need much effort whereas at the same time to perform other managerial tasks may sometimes take days or even weeks.CDocuments and SettingsATIFADesktopuntitled.JPGFigure 1 Manual Library SystemIn this system, it is also very difficult to control the process of warnings for library members (student and staff) when their returning dates are near to come. Student and staff members are also faced the problem of book search and borrow. And when they need their clearance from the library, it also takes a day to just get a single signature. In existing manual system all the library members (librarian, staff and students) are faced a lot of difficulties when they are going to issue book, return book, fine management, book catalog management and member registration verification.Issue BookTo issue a book in an existing system is a big matter because when student and staff members borrow books from library, the librarian needs to search for the relevant register and enter the information of borrower and the borrowed book on relevant page. At the same time the book can be borrowed when librarian is assured that the member should be clear from library issues.Return BookTo return a book process is also very irritating and time consuming as well as the issue bo ok process. Sometimes members are not known to timings or forget to return the book in time even when they want to return it. In this system it is not possible to regulate the process of warnings for library members when their returning dates are near to come because this system is completely manual.Fine ManagementBecause the existing LIS in university is completely manual so the fine management is also a tuff and time consuming task. It is very complicated to tracks and calculates possible fines, takes care for member securities and when required provide monetary calculation related to library to the university accounts office which manages university financial resources.Book Catalog ManagementUniversity central library contains the records of all books related to its every department and its LIS is manual so the book catalog management is not easy. When members returned the borrowed books then there is no proper management to see is the book is placed at right location or not. To add, delete and search the required book is time consuming process because librarian needs to arrange the proper registers for this. member RegistrationFiles and registers are used in university for member registration, so that all the student and staff members records are saved on them. When the members information are added, deleted and updated the entries in associated registers are also updated which required a large amount of time. Student and staff members registration information is also required to LIS to issue the library cards of each of them. Library staff adds all these information in registers to keep the track of members of LIS so this is also required enough time.The complete functions of existing system are shown in figure. It represents the overall functionality of library in university.Proposed System ArchitectureScope of Proposed SystemLibrary System is a library information and cognition management system. This application is used to support a librarian in managi ng a book library in university. The system is designed to provide the basic set of to add, delete or update members, add, delete or update books, and search for books processes. The main focus of this system is to reduce human efforts. The maintenance of the records is made efficient, as all the records are stored in the database, through which data can be retrieved easily. Some of the other specific objectives of the Library System are as followingMinimum amount of work should be required.Special hardware such as bar code reader and magnetic card reader should be used with this system for security and efficiency.Permanent storage of data should be done easily by using the database instead of the registers.It provides the interface for librarians to interact with the backend library database.It provides the interface to add, delete or update new student and staff member in the database.It also provides the interface to add, delete or update book information in the book database.GUI to search for a book based on user inputs.It provides the interface to check out of books which are issued by student and staff member.It also checks in the books which are returned by student and staff member.Calculate and manage the record for fine.Provide a instalment to automatically send reminders to university members when required.Product PerspectiveThe Library System is developed for the library to help the staff members, students and Librarians to search and borrow books. The system provides information related to books to the members of the library. The Librarian can keep the tracks of books updated all the time so that the student and the staff members get the up to date information all the time.This system is developed to interact with its users like librarian students and staff members of the university. The system has to interact with other systems like Library System, Member Registration System, Catalog Management System, Accounting System, electronic mail System, Fine and Reminder Bot System, Purchase Management System, and Online Client System of university.Software Requirment specificationsIntroductionThe library system provides the information about the books available in the Library. It provides different type of service for its users, such as reserve book, renew book, check items, and check fines and view hold requests in the account. The following requirements specifications and required functions of the Library System are given belowLibrary membersThe Library has university staff and students as its members. All members must be registered with the library and issued with Username and Password for accessing their account in Library System.Book issue and returnWhen a library member login via his account he can issue books. The system restricts the borrow limits as this a staff member can borrow up to 4 books up to 4 weeks and a student can borrow up to 2 books for up to 2 weeks. When a book is borrowed or returned by the library member, the information should be captured in the system and the account of the member should be updated. Only book items can be issued in library, currently journals and magazines should only be read in the library.Fine calculation and send late book remindersThe system is able to calculate fines and send reminders to members automatically. When a return date is overdue, information about overdue items, overdue days and accumulated fines is sent to the user via email.Adding and deleting booksLibrarian is responsible to maintain the information about catalogues and library members. He can add, update and delete books in database.Querying to find booksThe system provides search functions to library members they can search a book through online catalogue. All book items in library are searched either by ISBN No or Author.Report generationLibrary system generates reports for the system administration automatically.User characteristicsThe main users of the system are student and staff members, librarian of the university who maintain the system. It is assumed that the members and librarian have the basic friendship of internet and computers. This system ensures that the system administrator have enough knowledge of the internals of the system such as he is able to correct the small problems like disk crashes and power failure. The proper GUI, users manual, online help and the guide to install and maintain the system must be provided with the system to educate the users.System ConstraintsAll the users information must be stored in a database that is accessible by the library system.The library system is connected to the university server and that is available 24 hours.The library system is accessible for the users who have internet connection with their computers in university.The Member Registration System, Catalog Management System, Accounting System, Email System, Fine and Reminder Bot System, Purchase Management System, and Online Client System are connected to the L ibrary System and the database used by these systems must be compatible with the interface of the System.The users login into Library System through their username and password which they are assigned.System Assumptions and DependenciesEnough knowledge of computers should be required.To access the system online in university internet connection should be required.Library system can access the university student database.Microsoft SQL Management studio 2005 to store the database.To developed the product by using ASP.Net and C .Net.RequirementsFor the Online Table Booking system following features will be provided to the customers related to table reservation.Students/Staff RequirementsSearch BooksSearch Issue Book by Student/Staff IDSearch Reserve Book by Student/Staff IDGet Fine by Student/StaffGet Total Fine for Student/StaffAnalysis ModelsDesign ModelsThe physiological design of the system is developed from logical design, which is completely based on logical design 9. It is comp letely based upon the relationship among the data rather than the storage structures. The systematic organization of data which is used in automated system makes a database different form of record keeping 10. While designing the database for the system, theses facts such as data integration, data sharing, no redundancy and data consistency have been taken care. Physical design consists of Table Design and Specifications.Database Physical abstractTools and TechnologiesTools and technologies refer to the text which describes the used and required technical specifications of the designed system. The system is a kind of information system which is targeted to be an n-tier application without losing desktop application style. The requirement to be n-tier and also to have a desktop application demands for a technology combination where following areas can be integrated to build up the system.Centralized data sourceInteroperabilityEase of useIntegrityAvailabilityIntegrating with the exis ting systemRapid developmentAll these areas have their own constraints, some of which make it difficult to introduce them in a single system. While our technology study our team was working to find a solution that can help us in such a situation. In earlier stages we had an idea to provide a client server application where the data source will be centralized server and clients will call that for data serve. This idea could have worked if the available time was not very short, so we left this option. Later we found a better solution to design a weave application that provides the required services and we started working upon that but soon our team found a complete solution that had solved our problems. Creating a weathervane application has some constraints which are number 2 and 3 in the above list. These constraints were removed by the new solution where we shifted to service oriented architecture and used a protocol based approach to provide data to our client application this architecture is named as SOAP Service Oriented Architecture Protocol.Deciding finally on our system architecture we discrete to use the same database management system, which is used by the university website. This decision was to support to integration of the new product with the old system and for the same reason we had used the web technology used by the website. One of the targets of the system design was to lower the cost for the deployment of the developed system, because it will only add up with the existing system and no changed will be required. On the other side no need to buy or manage or maintain any new server. It will just require simple system with required software packages installed and the system will start providing its services. Normally there will be no need to configure the client side application.The coming text will describe the software technologies which were used to design the software with their justification to use them.Server SideServer side was build with following technologiesASP.NETThe reason to use this web technology is already described above. The website for University of Sargodha is designed using ASP.NET and is currently active and working. So to support integration with the existing web application our team decided that we must use the same technology there are using. It is very famous Microsoft technology and is used to build any kind of web solutions from simple personal websites to n-tire enterprise level web application. In comparing with other similar technologies like PHP and Java Server Pages it focuses on development of quality products rapidly.MSSQL Server 2005MSSQL server is a database management system which is a product of Microsoft. It is very famous with medium scaled data driven business solutions. It supports client server architecture and at the same time it also provides replicate user access to the databases. Such kind of DBMS also sounds good for web technologies. In normal practice MYSQL another DBMS is used more frequent on web due to the compatibility of MYSQL with LINUX / UNIX based operating systems. MSSQL is only compatible with Windows based operating systems. Similar is the case with ASP.NET, from the introduction of MSSQL 2005 and ASP.NET both are known to be the best for each other for web technologies.The university website is also using the same combination and that is why we also are using the same technology.Web ServicesWeb Services are a technology which is derived to provide a central source not only to provide data but also to receive data. There are many pros when we talk about this technology.Its expandability is inherited from web. Similar to a website a web service can also have unlimited number of clients, only constrained by the hosting server of the web service. This was the biggest reason to use web services in the designed solution.It does not cause change in the existing architecture of the system, but just add to the existing system. This kind of integration ability was very efficacious for the designed system.Web service use a protocol named SOAP which uses xml to transfer data to/from the clients of the web service. The global nature of xml enables another option in web services, that they do not restrict their clients to be the one kind of system. Any system, which can generate the kind of xml schema required for a web service and can receive and interpret the returned xml document from the web service, can call it.Another reason that made us to use the web services was the ease to call them, we called them from our desktop application where they worked just like normal routine calls, and it made it easier to proceed with the same system.Crystal ReportsThis technology refers to generating reports from vast data to support business decision in our system we used crystal reports to generate several reports which are help full in providing the results regarding the library information to higher management. The reason to use this technology was to make it easier to generate reports. We concluded the ease with crystal reports from there automatic database interpretation and retrieving objects from the database schema to design reports. Reports designed in crystal reports are also not very specific to IT their design can be modified by any designer so university is not constrained to us for required change after the deployment.Client Side.NETThe name Dot Net refers to a Microsoft technology framework which is intend to design managed and secure applications. The reason we used this framework was the ease and speed of development which is supported by .NET. The application, build on .NET assemblies needs .NET to be installed on the system where the application has to run. Our client application requires pre installation of .NET on the hosting system to run on it. The application was built using .NET 2.0 so at least(prenominal) .NET 2.0 or any newer version can support the application.Visual CIt is a prog ramming language with is supported by .NET development environments. The reason to contain this language was to focus on the functionality of the system rather than bug fixing.Communication MethodThe server side of the system has to be deployed on a web server with the existing website. So considering this the system uses Ethernet as the communication medium to send and receive data from web services. To call/discover the web services the system uses HTTP protocol to send and receive requests to web services.Browser TechnologyWhile developing the web based interface, we have tried to make it well formed on most famous web browsers which are IE6, Firefox 3.0 and Chrome 1.0. In all of these browsers it has almost similar and well formed look and feel. Another browser is targeted theoretically, which is safari. But this browser is not tested. Regarding to studied problems most of the layout is static which has a complete compatibility in all browsers. No layout uses absolute or relati ve positioning.System EvaluationintroductionThe library information management system is designed and developed using the client server architecture and is implemented

Frederic Chopin Essays -- Musicians

Chopin pioneered the idea of creating a true artistic form from adept exercises, making his etudes historically important. Each etude has its own musical story to tell even though they adhere to a basic principle as a means to train and refine the performers technique. They are not simply dry and repetitive exercises like etudes prior to Chopin. Theres perception behind his etudes that transcends from technicality and mere note playing to a true virtuosic artistry that is executed with delicate finery. This new development of technical exercises is a hold of a persistent musical aspect in Romantic period repertoire. Not only were these exercises used to improve the performer, they influenced other composers and became substantial material. The Revolutionary Etude is a great example of this technique, for in this work of art, one kind find complete aesthetic materials centered on real historical events. Frederic Chopin was a electric shaver prodigy. He was a virtuoso pianist and a talented Polish composer. He was born the year 1810 and died 1849. He spent his early years in Warsaw where he received his music education. His compositions reached a mature stage in Warsaw before he left in 1830. Chopin mostly collected for solo piano, however he wrote two piano concertos, a few chamber pieces, and a couple of Polish texts that he set to music. Chopin made some(prenominal) major innovations to the piano sonata, mazurka, waltz, nocturne, polonaise, etude, impromptu, scherzo, and prelude, all of which are important pieces of work that highlight Chopin as a virtuosic composer. Frederic Chopin composed three sets of solo studies specifically for the piano. Overall these sets consisted of cardinal seven total compositions known as etudes. Within these... ...ldinger, Jean-Jacques, ed. Chopin Pianist and Teacher As Seen by His PupilsCambridge University Press, 1989.Israel Studies in Musicology Vol. IV (Volume 4). issuance place Jerusalem Israel musicological Soc iety 1987. Kornel Michaowski and Jim Samson. Chopin, Fryderyk Franciszek. In Grove Music Online. Oxford Music Online, http//ezproxy.twu.edu2186/subscriber/article/grove/music/51099(accessed April 12, 2012)Yun, Fred. Analysis of Etudes Op. 10 and Op 25. Our Chopin.http//www.ourchopin.com/analysis/etude.html (accessed May 3, 2012)Huneker, James. 2007. Chopin The Man and His Music. publication place Echo Library.Alan, Walker. 1973. The Chopin companion profiles of the man and the musician. New York W. W. Norton and Company, Inc.Jonson, George Charles Ashton. 2010. A Handbook to Chopins Works. publication place Nabu Press.

Use of Biblical Imagery in Cather’s Sapphira and the Slave Girl :: Cather Sapphira Slave Girl Essays

Use of scriptural Imagery in Cathers Sapphira and the Slave GirlThrough emerge Sapphira and the Slave Girl, Cather uses Biblical imagery to depict critical events. Specifically, Nancys flight to freedom, and Marys overcoming a potentially fatal illness. Cather continually uses Biblical imagery when describing Nancys journey out of slavery and into freedom. For example, Mr. Colbert sees Nancy as going up out of Egypt to a better land, clearly connecting her with flight of Hebrew slaves out of Egypt in the Bible. Connecting Nancys escape to the Biblical pilgrimage of Moses to the promised land serves to reinforce the underlying righteousness of her actions-- as well as the inherent evil of slavery. In depicting her actual journey, the reader once again encounters Biblical allusions. This occurs in Cathers description of the dour preacher who will protect Nancy on her way to Canada. Cather portrays this man almost as a disciple, his voice world described as solemn thus far comforti ng sounding like the voice of prophecy (239). Ascribing such a sage-like persona to this man solidifies the righteousness of both Nancys, and Mrs. Blakes, efforts to defy slaverys bonds. Marys communion strikes me as some other important event whereby Cather uses Biblical imagery. In this particular incident-- which invariably saves Marys life-- she walking in her sleep drinks the bowl of broth intended for Mr. Fairhead (259). Cather depicts Mary as preternatual, being a white figure which drifted--rather than walked-- across the indoor duskiness of the room (259). Mary, seemingly in an altered state, in guided by what one put up interpret as instinct, or divine forces, which lead her to the soup. Similar to the black preachers voice, Mr. Fairhead sees Marys actions as something solemn. . . like a communion service (259). From a Catholic perspective, the aspire of communion is receiving the body and blood of Christ, thereby receiving new life. One can see, in this instance, why C ather would deliberately paint this scene in Biblical terms, because Mary-- wuote literally-- receives a new chance at life from the soup she drinks. Similar to Nancys flight from slavery, Marys drinking of the soup is an instance of an individual defying detrimental societal conventions. piece of music taken as correct, the remedy for Mary and Bettys illness is not only wrong, but fatal. Cather thereby uses Biblical imagery to reinforce the righteousness of Marys actions, even though they go against what society--specifically medicine-- sees as the correct course of treatment.

The Scarlet Letter 9 :: essays research papers

The Scarlet LetterThe novel The Scarlet Letter, written by Nathaniel Hawthorne, had umteen various turning points. The most interesting to me were the scaffold scenes. Each had its own exciting moments. It kept the story moving. Nathaniel Hawthorne uses the scenes as major turning points. In chronological order, the first scaffold scene was what started the novel. The book opened right where Hester and Pearl were on the scaffold. In this scene, Hester and her baby are standing on the scaffold in front of the entire village. Everyone one is staring and whispering. She is bearing a strange symbol on her bosom. This symbol is a large letter A. It is quite fancy. exclusively the letter is not something to be proud of. As Hester is standing there holding her baby, Pearl, she spots a very strange homo moving by dint of the crowd of people. The man stares at her. Hester acts like she has some connection with this strange man. Hester and the man look at each other as if they have know e ach other before. They are more than acquaintances. This scene is a turning point because it introduces you to the scarlet letter. The letter is what the entire book revolves around. All of the events are found on the letter and what it symbolizes in the story. Hester is bearing it for the first time. The letter means adultery. The scene is also a turning point because it shows the connection with the strange man (Roger Chillingworth.) Roger Chillingworth is a new character being introduced. The hidden relationship between Hester and Chillingworth will lead to many events and turn the story in a various direction that is not just about the scarlet letter, but about Hesters past.The second scaffold scene is also a very bouffant turning point. This is where Hester, Pearl (who has matured over the amount of time), and Dimmesdale (the villages minister) are holding each others hands on the towns scaffold at night with no one seeing them. Dimmesdale is the man who has had the affair with Hester. No one in the story knows this yet. As the leash stand there on the scaffold, Pearl asks Dimmesdale to stand with them on the scaffold the next day in front of the village. Dimmesdale refuses to do so. He does not necessity anyone to know about his affair with Hester. He is trying to keep his reputation intact.