Chemotherapy A Treatment for Cancer Essay - 677 Words

There are many different type of cancers, there are also many different types of treatments. One of the most known types of treatments would be chemotherapy. Chemotherapy can be used for a wide range of different types of cancers and diseases, and each of the different types of cancers or diseases require a different group, and sometimes order, of chemicals to properly treat the cancer or disease. These chemicals include: Alkylating agents, Antimetabolites, Anthracyclines, Topoisomerase inhibitors, mitotic inhibitors, corticosteroids, and more. Each of these drugs previously listed have its own cancer type(s) or disease(s) that it can assist in treating. Some of these cancers include: Leukemia, Lymphoma, Hodgkin disease, multiple†¦show more content†¦According to the oral cancer foundation, â€Å"Chemotherapy is the use of chemicals to destroy cancer cells. Chemotherapy works by interfering with the cancer cells ability to grow. It is one of the three main methods utilized to treat cancer.† With cancer being a potentially fatal disease it is important to diagnose it as soon as possible. the oncologist have to study the chemicals used so that they can determine what chemicals will treat the cancer or disease the best and what chemicals can be mixed together without any major side effects. The drugs can be divided into groups based on how they work, their chemical structure, and their relationship to other drugs. Before chemotherapy the survival rate of people with cancer was lower. Cancer cannot be eliminated by natural resources; however, there is a way for someone who has had it to prevent it from coming back. It has been proven that if you get cancer it is likely to come back between 6 to 10 times. You can prevent this by eating healthy. By eating healthy you strengthen your immune system allowing it to be able to fight and destroy the cancer cells living in your body. Chemotherapy has helped society by helping save millions, maybe even bill ions of peoples’ lives. In my opinion I think that scientist, chemist, and oncologistShow MoreRelatedSymptoms And Treatment Of Cancer1432 Words   |  6 PagesThe word chemotherapy means the use of any kind of drug to treat a disease, but today, it is most used in a cancer context. These drugs can also be known as cytotoxic (i.e. cell-killing) drugs or as antineoplastic (i.e. anti-cancer) drugs. But what is this complex disease called cancer? Cancer is a multi-step process mainly characterized by uncontrolled cellular growth and proliferation. Chemotherapy is very different from other cancer treatments, such as surgery or radiotherapy. One of the mainRead MoreApplying Chemistry to Fighting Cancer Essay912 Words   |  4 Pageswas said to have an estimated 1.6 million cancer patients. The majority of cancer patients turn to chemotherapy in hope to kill off all the spreading cancer cells so they can have a chance to live again. Chemotherapy is defined as the use of any drug to treat any disease, however people most commonly associate chemotherapy with drugs used to treat cancer. Although chemotherapy could be very effective, the rate of success solely depends on the type of cancer the patient has and could potentially beRead MoreColorectal Cancer : An End Stage Disease1135 Words   |  5 Pagescolorectal cancer has a poor prognosis; therefore, traditional treatment such as systemic chemotherapy is usually associated with less survival rate. Currently, several innovative individuals globally are seeking to utilise more rapi d and thorough strategies for the management of colorectal cancer. Cytoreductive surgery (CRS) is one of the most popularised methods of managing the disease in some selected patients. Peritoneal carcinomatosis has been established as one of the major causes of treatment failureRead MoreMedical Advancements And Treatment Of Cancer1587 Words   |  7 Pagesmore commonly known as cancer, can arise anywhere in the body in various sizes, shape and form, and can affect anyone. The treatment of cancer depends on the various factors, namely the type of cancer, how far it has grown and spread, and how fast it is growing. Medical advancements are continuing to benefit the treatment of cancer, as they are being detected earlier and patients are living longer. I will be discussing the three most used cancer treatments; surgery, chemotherapy, and radiotherapy; andRead MoreRadiation versus Chemotherapy in the Elderly with Breast Cancer1113 Words   |  5 PagesRadiation versus Chemotherapy in the Elderly with Breast Cancer In clinical practice today the population is increasing in the number of elderly patients, as is the occurrence of breast cancer in women 60 years of age and older. According to Tang et al. (2011) the occurrence of breast cancer in women 65 years old and older is greater than â€Å"400 cases per 100, 000 women† (p. 3). The appropriate treatment options for the elderly are not as standard as those for a younger generation related to theRead MoreThe Many Uses of Radiation in Medicine651 Words   |  3 Pagesautomatically think cancer. There are many uses of radiation in medicine. There are several ways to detect forms of cancer in the body. One form of detection is having a positron emission tomography scan also knows as a PET scan. Radiation is also used as a therapy through the use of a treatment using chemotherapy. There is also a form of treatment called Radiation therapy that is used as a medical use. The journey from using radiation to detect if the body has cancer, t o the treatment types of therapyRead MoreCancer Research1035 Words   |  5 Pagesnew cases of cancer and an estimated of 595,690 people will die from the disease in 2016 (Cancer Statistics†). Cancer is a very common aliment that affects men, women, children, and all races and ethnicities. There are many different types of cancers, and cancer research has been a focal point for many scientists. There are various treatments that a cancer patient to undergo. Surgery, chemotherapy, radiation therapy, and immune therapy are among the most common ones. Each treatment works differentlyRead MoreSymptoms And Treatment Of Patients With Colon Cancer1510 Words   |  7 PagesInterventional Therapy Nearly one-third of patients diagnosed with colon cancer have metastatic disease (disease that has spread to other parts of the body) (Colon Cancer Alliance 2015a). The most common site of spread is the liver (Colon Cancer Alliance 2015a). Patients with rectal cancer may also have metastatic disease that has spread to the liver. Ablation and embolization are interventional therapies directed at the liver to destroy cancer cells. Ablation This technique destroys tumors without removingRead MoreBreast Cancer Treatment1620 Words   |  7 PagesBreast Cancer Treatment Breast cancer is turning to be one of the top killer women in the world. This kind of cancerous tumor is attacking breast tissue of woman. A disease in which abnormal cells in the breast divide and multiply in an uncontrolled fashion. The cells can invade nearby tissue and can spread through the bloodstream and lymphatic system to others part of the body and start to kill the organ one by one. By giving a breast cancer treatment will decrease the number of populationRead MoreSymptoms And Treatment Of Chemotherapy Induced Nausea And Nausea1377 Words   |  6 Pages Abstract Cancer patients frequently experience chemotherapy induced nausea and vomiting which affect their nutritional intake, quality of life, activity of daily living and the course of chemotherapy treatment. Whereas most acute chemotherapy induced nausea and vomiting are treated with anti-emetics during chemotherapy, anticipatory and delayed chemotherapy induced nausea and vomiting can have a detrimental effect on the patients quality

The Broad Adoption Of A Legislative Framework - 1936 Words

Analysis Within EW there is no specific mention of hate crime legislation; however there is the broad adoption of a legislative framework, focusing on a human rights perspective; inclusive of both minority and majority groups (Giannasi, 2008). EW’s legislative approach allows for the following: 1. Enhanced sentencing – courts are obligated to enhance sentences, if proven a crime was motivated by hostility based on race/religious grounds. 2. Incitement legislation – the criminalisation of acts where an offender insinuates hatred on the grounds of race or religion. 3. Specific offences – introduction of specific offences which are hate crimes. (ibid) Social recognition of hate crime has seen rapid movement within law making within the†¦show more content†¦Saucier et al’s (2006) research into the victimisation of hate crime, did however find that victims felt penalty enhancements offered more appropriate punishment. The key legislation against racial hate crime in EW is the Crime and Disorder Act 1998 (Iganski, 2008). The legislation requires courts to enhance sentence penalties of racially aggravated offences, beyond sentences required for non-racial equivalents (ibid). This act for enhanced sentencing requires two tests to be applied in order to prove ‘hostility’ (Mason, 2014, cited in Hall et al, 2014). The first test assesses motivation, whilst the second requires evidence that an offender ‘demonstrated’ racial or religious hostility before, during or after an offence (ibid). This evidence is usually provided within manifestation of verbal or written communication being submitted before a court (ibid). Burney and Rose’s (2002) research for the Home Office raised concerns surrounding what did or didn’t amount to racial motivation, particularly in cases when the racially aggravation was added to the substantive offence, rather than the cause. The research identified the vast majority of prosecutions rely upon proof that the offender demonstrated such hostility rather than proof that the offender was actually motivated by hostility to commit the offence (ibid). Over 10 years

Seldom has a single discovery in chemistry had su Essay Example For Students

Seldom has a single discovery in chemistry had su Essay ch a impact on the thinking of so many fields of human endeavor. Seldom has a single discovery generated such wide public interest.From Taylor, 1987The radiocarbon dating process was developed by physicist Willard F. Libby (please see photo) in 1948 with the help of two scientists, Dr. E.C. Anderson and Dr. James R. Arnold. Libby was born on December 17, 1908 in Grand Valley, Colorado. He taught at the University of California-Berkeley from 1933-1941. In 1941 Libby began working on the Manhattan Project, a top secret project supported by the United States government. The purpose of the Manhattan Project was to develop an atomic bomb. The scientists involved in the project succeeded and their efforts directly correlated to the end of WWII. Libbys discovery of radiocarbon coincidentally took place at the University of Chicago, the same place where the beginnings of the atom bomb occurred. Both the atom bomb and radiocarbon dating influence the field of science even today. In 1960 Libby won the Nobel Prize in Chemistry, for his method to use Carbon-14 for age determinations in archaeology, geology, and other bran!ches of science. Libby died in 1980. Radiocarbon dating is a technique in which scientists can answer many questions about the past in the fields of archaeology, anthropology, atmospheric science, biomedicine, climatology, geology, oceanography, and palaeoclimatology.Scientists, with the help of the radiocarbon dating process, are able to date objects such as skeletons, fossils, and ancient artifacts like pottery and tools. The dates of these objects allow scientists to show how long ago a civilization (i.e. Incans, Sumerians, etc.) lived, how old something is, and ultimately, is the bible correct. A normal carbon atom, Carbon-12, has six protons, six neutrons, and six electrons. A Carbon-14 isotope is extremely unstable, and therefore, radioactive. Carbon-12 accounts for 98.89% of all carbon present. Carbon-13 accounts for 1.11% and C-14, radiocarbon is .0000000010% of all carbon in the world. From these numbers, it can be determined that for every atom of Carbon-14, there are1,000,000,000,000 Carbon-12 atoms out there. Carbon-14 has two extra neutrons, brining its neutron total to eight. Carbon-14 returns to its stable form of Carbon-12 through a process of decay. The radiocarbon process is based on the rate of decay of the unstable Carbon-14 isotope. Carbon-14 is formed in the upper atmosphere of the earth when cosmic rays and Nirogen-14 interact. The reaction is:14N+n=14C+p(where n is a neutron and p is a proton)Scientists believe that these cosmic rays have been bombarding the earths upper atmosphere since the beginning of time, while the amount of nitrogen in the earths u pper atmosphere has remained constant as well. The formation of Carbon-14 is thought to occur at a constant rate. Thus, for Carbon-14 to have occurred at a constant rate since the beginning of time, so must have the amount of cosmic rays and nitrogen in the earths atmosphere. The current ratio of Carbon-14 to other forms of carbon is known, though scientists are not sure whether that ratio has been the same for all of time. The do, however, say that the radiocarbon process is accurate in dating objects back to at least 50,000 years. The Carbon-14 formed in the upper atmosphere of the earth is rapidly oxidized into 14CO2 and then is able to enter the earths plant and animal life through the process of photosynthesis, by way of the food chain, and also enters the earths oceans in an atmospheric exchange and as a dissolved carbonate. This rapid dispersal of Carbon-14 into the earths atmosphere has been demonstrated by measurements of radioactive carbon that has been produced from thermonuclear bomb testing. Plants and animals, which utilize carbon in biological food chains, will at one time or another, take up Carbon-14. When this plant or animal dies, there is no more intake of Carbon-14, or any other substance for that matter. This is when the process of carbon dating begins. Libby and other scientists discovered that the decay of Carbon-14 occurs at a constant rate. The half-life of Carbon-14, they said, was 5,568+/-30 years. This is known as the Libby half-life. If, for example, a brontosaurus died, half of its Carbon-14 would be gone 5,568 years after his death. Leaving him with 50% of its original total. Another 5,568 years after that, half of his previous total would be left, leaving it with a total of 25% of that when it was alive. This process can, and will continue forever, because the brontosaurus will always have some of the carbon left, even if it is a very minute amount.After ten half-lives, however, there is a very small amount of radioactive material left. At about 50,000-60,000 years, the limit of radiocarbon dating has been reached and the results will not be accurate. By measuring the radioactivity of an object whose age is not known, it is possible to find the number of decay events per gram of carbon. By comparing an!object with modern levels of activity and using the half-life method, it becomes possible to calculate a date of death for the object. For example, if one was to measure the amount of Carbon-14 left in a tree that has long since been dead and whose time of de ath was unknown, and compared that measurement with the measurement one would get with the amount of Carbon-14 in a tree that had very recently died, they could date the dead tree. This is how one would go about finding the dates of death for objects. Career Goals EssayThe true beauty of radiocarbon dating though, is that any material composed of carbon can be dated. As one knows, carbon is present in everything that is or has at one time been alive. With that luxury, radiocarbon dating can be uniformly applied throughout the world. Currently there are over 130 radiocarbon dating laboratories around the world. These laboratories produce radiocarbon examinations and determinations for the scientific community. Not only the scientific community, but for anyone as well. If one has enough money and wants to know how old an object is, they need only to take it to a radiocarbon dating laboratory. The United States, Russia, China, and Germany have far more radiocarbon dating laboratories than other countries. A significant amount of these laboratories are at colleges and universities, though some privately owned laboratories are trusted by scientists and people world-wide. The largest radiocarbon dating facility in the world is in Miami, Florida. Beta Analytic is the largest radiocarbon dating laboratory in the world. It dates over 10,000 samples a year. Anyone can send a sample to be dated. All that is required, besides money, is that there be at least .03 grams of measurable carbon in the sample and, if the sample is sent

Insomnia Essays (1492 words) - Sleep Disorders, Insomnia

Insomnia Lying among tousled sheets, eluded by sleep with thoughts racing, many people wrestle with the nightly demon named insomnia. Insomnia is defined as, the perception or complaint of inadequate or poor-quality sleep because of one or more of the following: difficulty falling asleep, waking up frequently during the night with difficulty returning to sleep, waking up too early in the morning, or unrefreshing sleep (Rajput 1431). Because the definition of poor-quality sleep is not the same for every person, it is not easy to determine the frequency and severity of its occurrence (Holbrook 216). To add to the complexity of this problem, there is not even one universal treatment that can be used effectively in all cases. Many effective treatments have been discovered, but there is no cure-all. The two most popularly used treatment methods are pharmocological treatment and behavioral-cognitive treatment . Each of these treatments has its pros and cons and is recommended for different types of patients. Although taking a pill every day would appear to be the simplest way of overcoming insomnia, it is, at best a temporary solution, and in recent years, use of drugs as a treatment has declined rapidly. Medical records show that the yearly number of prescriptions for sleeping pills peaked in 1972 and were cut in half by 1982. The reason for this decline is that a large amount of cases, insomnia has been proven to be a symptom of an underlying . . . problem (Sweeney 231). Drugs can be a good solution for a short period of time, but their long term use is discouraged, because a tolerance can develop after four weeks of regular use (Espie (?) 115-116). There are three main types of drugs used for treatment--benzodiapine hypnotics, sedating antidepressants, and antihistamines. Benzodiapine hypnotics are the most prescribed drugs for treating insomnia. They are most useful when treating short term problems and have relatively few side effects when used correctly. They reduce the time for sleep onset and increase sleep efficiency. Long-term use can lead to physical and psychological dependence and abruptly discontinuing their use may cause symptoms of withdraw. (Zammit 132-135). Gradually tapering off the drug is recommended to prevent rebound insomnia. The possible side-effects of benzodiapines include inducing anterograde amnesia, excitability, agression, and symptoms of depression. (Longo 2121). Benzodiapines can be especially harmful for the elderly. They can heighten the symptoms of demensia related disorders. Pregnant women are also discouraged from taking benzodiapines because they are considered teratogens (substances that can reach a fetus and cause harm) (Myers 118). A secondary option to benzodiapines is sedating antidepressants. These drugs can promote sleep onset and maintain sleep (Zammit 136), but they have not been scientifically proven to treat insomnia. There is no risk of dependence on antidepressants but it is possible for them to become ineffective after a very short time. The third drug option is antihistamines, which besides helping with allergies, are said to decrease sleep onset and reduce time in REM sleep. Many antihistamines are available without a prescription. They are not recommended for treating insomnia because they are not sedatives and very few studies have been done to show their effectiveness. There are also side effects such as dry mouth and urinary retention associated with antihistamines (Walbroehl 1911). In addition to drugs, there are other sleeping pills available. These natural remedies are not regulated by the FDA and it is difficult to accurately jusdge their effectiveness and safety. One of these remedies, which has gained a lot of attention recently, is melatonin. This hormone, naturally secreted by the pineal gland, helps control the sleep-wake cycle. It is now sold as a dietery supplement which aids in sleep. It is still in the process of being tested as an accepted treatment for insomnia. Many results of these tests are coming back favorably, but there are still many questions about its safety to be answered. (Cupp ?) An alternative to sleeping pills, cognitive-behavior therapy can sometimes be used effectively as a treatment. This therapy focuses on encouraging the patient to eliminate behavior incompatible with sleep (Rajput 1431). This treatment has many components, which include stimulus control, sleep restriction, relaxation techniques, and cognitive therapy (GN 103). According to _____, all

Gypsies essays

Gypsies essays Our history books are full of ethnic and religious groups who have been mistreated. However, these books say very little, if anything at all about the Gypsies. In this paper I am going to discuss a few of the many hardships and prejudices that Gypsies have faced, and continue to face today. Throughout time Gypsies have suffered disproportionately from poverty, unemployment, interethnic violence, discrimination, illiteracy, and disease (Lewy 1). One may wonder exactly who these people are who seem to be the targets of so much violence and hostility. Well, the Gypsies are an inclusive group, they have their own language and they are nomadic, which means that they travel around in clans, usually looking for work and pay. It is extremely difficult to learn the origin of these people, because they have no written or oral history. The number of Gypsies in the United States alone estimates to be between one hundred thousand and one million, however their names still do not Many of the hostilities that Gypsies have faced are due to the prejudices that others have against them, simply because they are different. This is similar to the way that African Americans were treated in America, on the fact that the color of their skin is a different . In fact a 19th century French observer referred to them as Europes negroes ( A Gypsy Awakening 1). Actually, African Americans seem to be more well off, because over time they have established a better way of life for themselves, and overcome many hardships and prejudices; whereas the Gypsies remain as they have always been. These people can also relate to another group, the Jews who were victims of the Holocaust; for they too were victims of this horrible occurrence in history. But unlike many of the Jewish families who were able get their life back on track, after the war, with help from ...

Liquid Nitrogen Ice Cream Recipe and Instructions

Liquid Nitrogen Ice Cream Recipe and Instructions You can use liquid nitrogen to make ice cream pretty much instantly. This makes a nice cryogenics or phase change demonstration. Its also just plain fun. This recipe is for strawberry ice cream. If you omit the strawberries, you can add a bit of vanilla for vanilla ice cream or some chocolate syrup for chocolate ice cream. Feel free to experiment! Difficulty: Average Time Required: Minutes Heres How This recipe makes a half gallon of strawberry ice cream. First, mix the cream, half-and-half, and sugar in the bowl using the wire whisk. Continue mixing until the sugar has dissolved.If you are making vanilla or chocolate ice cream, whisk in vanilla or chocolate syrup now. Add any other liquid flavorings you might want.Put on your gloves and goggles. Pour a   small amount of liquid nitrogen directly into the bowl with the ice cream ingredients. Continue to stir the ice cream, while slowly adding more liquid nitrogen. As soon as the cream base starts to thicken, add the mashed strawberries. Stir vigorously.When the ice cream becomes too thick for the whisk, switch to the wooden spoon. As it hardens more, remove the spoon and just pour the remaining liquid nitrogen onto the ice cream to fully harden it.Allow the excess liquid nitrogen to boil off before serving the ice cream. Tips The mix of whipping cream and half-and-half helps to make a very creamy ice cream with small crystals, that freezes quickly.Dont touch liquid nitrogen or store it in a closed container.If the ice cream begins to melt before everyone is served, simply add more liquid nitrogen.A large plastic mug with a handle is good for pouring the liquid nitrogen. If you use a metal container, be sure to wear gloves.A cordless drill with a mixing attachment is even better than a whisk and wooden spoon. If you have power tools, go for it! What You Need: 5 or more liters of liquid nitrogenGloves and goggles recommendedLarge plastic or stainless steel punch bowl or salad bowl4 cups heavy cream (whipping cream)1-1/2 cups half-and-half1-3/4 cups sugar1 quart mashed fresh strawberries or thawed frozen berriesAdditional half cup of sugar if you are using unsweetened berriesWooden spoonWire whisk

Qatar fencing federation organizational behavior and management Essay

Qatar fencing federation organizational behavior and management - Essay Example The Qatar Fencing Federation’s issue started once it hosted the Asian games in 2006. The games drained the federation’s resources in order to ensure success in these games, and attainment of good results which it achieved. Shortly after the games, the federation lacked agenda and plans on what to do next and with the President being inexperienced in the sports field, he delegated the mandate of seeking a plan to the coaches. The coaches on the other hand, similar to the president, lacked experience in the sports field and hence made weak plans about the future. They were more concerned about keeping their positions and appeasing the president than the welfare of the federation. The managers on the other hand, were simply followers of the coaches’ decisions without questions being asked. They lacked enthusiasm in the federation’s affairs as was indicated by their constant lack of attendance in the teams’ practice sessions. The last and most crucial p arty is the players who had not only become expatriates but wanted more benefits without making any effort in their performance. Their lack of motivation contributed to their poor results. Based on the background provided about the federation, and the issue they have at hand, the problem lies with the lack of effective management, lack of motivation as well as lack of group and team work in the Qatar Fencing Federation as a whole. This can however change if concentration is put on the management, teamwork and motivation of the players who are the key to success. The federation can once again emerge successful in the future. Management and leadership are two different things in any organisation. A leader is supposed to be a motivator and inspire the followers while a manager’s work is to plan and organize. A manager should also be a leader in any organization if success is to be

Asnwer 2 questions need to be answered Essay Example | Topics and Well Written Essays - 1000 words

Asnwer 2 questions need to be answered - Essay Example More so, outdoor media like billboards contain features that attract and captures the needed attention from the pedestrians, and that is why it offers the best business opportunity. This is a fact because irrespective of technological revolution that advanced mass media offers, like efficient means of mass communication, social networking and advertisements, the outdoor media still dominates the mass media industry (Gosselin, 2007). Though the print media through magazines and other printed materials could offer the best business opportunities, online media have challenged it by presenting printed information via the internet; hence, allowing outdoor media to be the major traditional industry to stand out in the digital world and offer the best business opportunities. The media industry that faces the greatest challenge in the digital universe is the print media. The print media use physical objects like newspapers, books and other physical aspects relay its message. The print media existed since the 15th century and gradually grew to a reliable source of information over the centuries until it started diminishing in the 21st century (Fingleton, 2009). The greatest challenge that faces the print industry is the rising generation of consumers who yearn for efficiency and speed in acquiring any form of presented information. This same generation finds it hard attending libraries or visiting the magazine stalls to buy printed pieces of information, and still find it tiresome to peruse over numerous pages in search of the needed content. The other reason that challenges the print media is availability of the internet, which seems to grant the rising generation the right thing by allowing them acquire any needed content from any book or magazine throu gh online. This is a fact because internet sources like Google books and Amazon grants

Collapse of Kingfisher Airlines Essay Example for Free

Collapse of Kingfisher Airlines Essay Kingfisher , Sony and Kodak have one thing in common . i.e. They are finding it difficult to reinvent themselves. They are trying hard to be a phoenix but will they truly rise from the ashes or simply fade away is the real question. Let us take the issue of Kingfisher here. One of Indias most high profile airlines few years back , now in shambles. It is really interesting to ponder that in same market scenario, one of the competitors of Kingfisher is flying high and high. Yes, Indigo Airlines is the most profitable airlines in India. The question is the difference between discipline or grandeur. What makes one company succeed, while another, in the same operating environment, falter? One of the reason is Mr. ( or Dr. in which degree?) Vijay Mallya flamboyant nature. Kingfisher was launched as an all-economy, single-class configuration aircraft with food and entertainment systems. After about a year of operations, the airline suddenly shifted its focus to luxury. When an airline keeps changing its model and takes to random expansion, there is no time for the airline to stabilize. After Kingfisher’s plunge into luxury came its next folly—a merger with Air Deccan, an airline formed by Captain G R Gopinath in 2003. I believe the fall of Kingfisher airlines started the very day when they bought Air Deccan. Capt. Gopinath , the owner of Air Deccan can be termed as shrewd but smart investor who knew when to part with his investment , just at the right time. The all-economy configuration of Air Deccan was rebranded and called Kingfisher Red, which continued to operate as its low-cost wing till recently. Kingfisher ended up spending Rs 550 crore on an airline that had losses of over Rs 550 crore. It is widely believed that Kingfisher merged itself with Air Deccan so that it could classify as an airline with five years of domestic flying in 2008, thus fulfilling requirements to fly international routes. The fact that Jet had meanwhile swallowed Air Sahara didn’t help, fuelling a competitive race to be the biggest airline around. Essentially, jet fuel prices began to sky-rocket and soon touched $150. Then came the 2008 recession that made fundamentals in the airline industry worse, which is when the airline launched its international operations. Some companies just fail to learn—either from the examples that its peers may have set for the industry, or from its own past mistakes. Now, Kingfisher has decided to change its model yet again—discontinuing its Kingfisher Red brand and completely converting its fleet to a dual class, full-service configuration. Kingfisher was gifted to Mr . Sidhartha Mallya by his father on his birthday i.e. a Near Zero experience in running a company and the later CEOs appointed by Mr . Mallya couldn’t bring any significant result too . His over indulgence in petty things like parties and Kingfisher Calendar also lead to inadequacies in his finances. .IPL is also one of the reason for Kingfisher downfall because it is known that many of the money was diverted to IPL from Kingfisher airlines, resulting which they defaulted in Loans and recently became a NPA (non performing asset) to its leading bankers like SBI . The lack of trust was shown recently when Mr Mallya asked the government of India to bail him out. The new minister Mr. Ajit Singh clearly told that the Government will not bail out private airline because Air India is itself in need to bail out. I personally feel that Mr Ajit singh made a good decision because When Kingfisher doesn’t give public anything in return of its profit , then why is it asking for Public hard earned money ( income tax money) to bail him out. The lack of management and top of it the soaring petrol prices, the airport charges added to Kingfishers humiliation. Frequent cancellation of flights , nonpayment to employees, rude staff laid the ground for Kingfishers grave. Kingfisher reputation took a beating when it was known that employees tax were not submitted to government on time since the last three years! Government of India also freezed 40 Kingfisher’s bank account. Latest news is that Kingfisher employees have been not paid three months salary. We all know how we feel when our salary is delayed by a day, imagine what happens to them when they are not getting salary for last three months. How do you expect the employees to keep a smiling face to its customers when they themselves are crying . A company which forgots its employees, is also soon forgotten. A classic example is Kingfisher airlines. Mr Mallya had to sell 49% of his ownership of Force India( F1 car) to Mr Subrato Roy to get kingfisher going ( owner of ailing airline Air Sahara , years back) , but it too failed to save the airlines from tatters. I still have hope from Mr Mallya that he will refrain from over indulgence and concentrate on his fragile business. It’s time he and his son become responsible and start this company from scratch instead of late night parties and IPL and took inspiration from Indigo airlines who proudly claimed themselves as Low cost airline and exceeding the customers delight in every way they can.

networks :: essays research papers

1.  Ã‚  Ã‚  Ã‚  Ã‚  An openwork fabric or structure in which cords, threads, or wires cross at regular intervals. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Something resembling an openwork fabric or structure in form or concept, especially: a.  Ã‚  Ã‚  Ã‚  Ã‚  A system of lines or channels that cross or interconnect: a network of railroads. b.  Ã‚  Ã‚  Ã‚  Ã‚  A complex, interconnected group or system: an espionage network. c.  Ã‚  Ã‚  Ã‚  Ã‚  An extended group of people with similar interests or concerns who interact and remain in informal contact for mutual assistance or support. 3.  Ã‚  Ã‚  Ã‚  Ã‚   a.  Ã‚  Ã‚  Ã‚  Ã‚  A chain of radio or television broadcasting stations linked by wire or microwave relay. b.  Ã‚  Ã‚  Ã‚  Ã‚  A company that produces the programs for these stations. 4.  Ã‚  Ã‚  Ã‚  Ã‚   a.  Ã‚  Ã‚  Ã‚  Ã‚  A group or system of electric components and connecting circuitry designed to function in a specific manner. b.  Ã‚  Ã‚  Ã‚  Ã‚  Computer Science. A system of computers interconnected by telephone wires or other means in order to share information. Also called net1. v. net ·worked, net ·work ·ing, net ·works v. tr. 1.  Ã‚  Ã‚  Ã‚  Ã‚  To cover with or as if with an openwork fabric or structure. 2.  Ã‚  Ã‚  Ã‚  Ã‚  To broadcast over a radio or television network. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Computer Science. To connect (computers) into a network. v. intr. To interact or engage in informal communication with others for mutual assistance or support. sorry, but i forgot the website i got this from. 1.  Ã‚  Ã‚  Ã‚  Ã‚  An openwork fabric or structure in which cords, threads, or wires cross at regular intervals. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Something resembling an openwork fabric or structure in form or concept, especially: a.  Ã‚  Ã‚  Ã‚  Ã‚  A system of lines or channels that cross or interconnect: a network of railroads. b.  Ã‚  Ã‚  Ã‚  Ã‚  A complex, interconnected group or system: an espionage network. c.  Ã‚  Ã‚  Ã‚  Ã‚  An extended group of people with similar interests or concerns who interact and remain in informal contact for mutual assistance or support. 3.  Ã‚  Ã‚  Ã‚  Ã‚   a.  Ã‚  Ã‚  Ã‚  Ã‚  A chain of radio or television broadcasting stations linked by wire or microwave relay. b.  Ã‚  Ã‚  Ã‚  Ã‚  A company that produces the programs for these stations. 4.  Ã‚  Ã‚  Ã‚  Ã‚   a.  Ã‚  Ã‚  Ã‚  Ã‚  A group or system of electric components and connecting circuitry designed to function in a specific manner.

Comparison between Thutmose III and Napoleon I

James Henry Breasted, an American archaeologist and historian, described Thutmose III as â€Å"the Napoleon of Egypt†. [1] Today this association of the Egyptian Pharaoh to Napoleon I, ‘Emperor of the French’, persists among modern archaeologists and historians. The purpose of this essay is to evaluate this comparison, and to conclude to what extent it is accurate. Thutmose III was an Egyptian Pharaoh and the sixth ruler of the Eighteenth Dynasty, whose reign lasted for fifty-four years between 1479 to 1425 BCE. Following his father’s death in 1479 BCE, however, at ten years old Thutmose III was considered too young to succeed to the throne. As a result, his father’s widow, Queen Hatshepsut acted as his co-regent. For the next twenty-two years, though, she effectively ruled Egypt individually, even assuming the formal titulary of kingship. It was only after Queen Hatshepsut’s death in 1457 BCE that Thutmose III was able to rule as Pharaoh. By this time Thutmose III was already an experienced military commander. He had been trained as a soldier since he was a teenager and had apparently flourished in the role, appointed to lead Hatshepsut’s army in the six years previous to her death. During this time Thutmose III fought a major campaign in Nubia, and perhaps another, for which there is only tentative evidence, in addition to liberating Gaza from the rebels. As a result, he developed strong ties to the Egyptian army whilst acquiring experience in military organisation, strategy, tactics and logistics, as well as generalship. These qualities were demonstrated in Thutmose III’s first major campaign as pharaoh, in which the Canaanites, led by Durusha, the king of Kadesh, had decided to revolt in an attempt to free themselves of Egyptian influence after the death of Queen Hatshepsut. The battle commenced near Megiddo, which is now in Israel, as Thutmose III led an army of about ten-thousand men on a rapid march. Executing tactics and strategy which, while dangerous, were superior, he forced the Canaanites to scatter and flee into to the city. The Egyptians then besieged the city, which fell after another seven months. This absolute victory at the Battle of Megiddo is also the first known battle with precisely detailed events, as a part of the Annals, a listing of the seventeen campaigns led by Thutmose III as recorded on the walls of the temple to Amun at Karnak. If we examine and analyse the full text, two-hundred and twenty-three lines long (making it the longest, and possibly the most important, archaeological source in Egyptian history [2]) with an allowance for egotism it is largely reliable, and therefore useful. It illustrates that this first major campaign only marked the beginning of a long period of Egyptian expansion under a determined and relentless Thutmose III, who was obviously a successful military general. In subsequent campaigns he advanced north, steadily up the coast of Lebanon, capturing secure harbours, as well as safe transport and supply routes for Egypt’s army through the sea. By his sixth campaign, Thutmose III had also captured most of the inland cities, including Kadesh. 3] It was not until his eighth campaign, however, that Thutmose III asserted true dominance in the region, as he crossed the Euphrates River and defeated the Mitanni forces in Naharin, who posed a serious threat. Thutmose III’s subsequent campaigns were merely showings of force to ensure the continued loyalty and payment of tribute of almost three-hundred and fifty cities. With his gradual advance along a strategically well-planned route, and his careful, methodical preparation over a numbe r of years, Thutmose III had conquered much of the Near East, from the Euphrates River to Nubia. As a result, he had also created the New Kingdom Egyptian Empire, and established himself as the nation’s greatest warrior Pharaoh. The empire itself, also perhaps the first great empire in the ancient world, [4] then, consisted of cities and states held in positions of tributary allegiance, such as Nubia, but it also included those within its wider influence. This is demonstrated by the tremendous wealth that flowed into Egypt, not only from defeated enemies but also from those who feared Thutmose III’s power even though they had not come into conflict with it, including the Hittites, Cypriots and Babylonians, and even the Minoans of Crete. This ill-defined and loosely knit empire survived intact through the reigns of the next three Eighteenth Dynasty Pharaohs, its existence owed exclusively to Thutmose III. [5] It is due to his remarkable military activity record, filled with more battles over a longer period and more victories than any other general in the ancient world, [6] in addition to his short stature, that archaeologists refer to Thutmose III as â€Å"the Napoleon of Egypt†. However, although Grafton Smith, an Australian anatomist, had stated the height of Thutmose III’s mummy to be 1. 65 metres in his examination of the mummy following its iscovery in 1881, [7] he did not account for its missing feet when taking the measurements. A more recent examination revealed Thutmose III’s height to be 1. 71 metres, which was taller than the average Egyptian of his day and all of the pharaohs of the Eighteenth Dynasty except Amenhotep I. [8] Interestingly, such confusion also exists in Napoleon Bonap arte’s depiction as someone much smaller than average height, due to a miscalculation. According to his French doctor, Francesco Antommarchi, who performed the autopsy, Napoleon Bonaparte was 5 feet and 2 inches tall. However, the French pouce, whilst the equivalent to the British inch, are equal to 2. 71 and 2. 54 cm respectively, which means he was, in fact, 5 feet and 6 inches tall. This miscalculation has seen historians now describe Napoleon Bonaparte as someone of average height of the period, and as a result, he cannot compare to Thutmose III, who is now recognised as someone taller than the average height of his time, in addition to a genius in the operational art of war, and a great military commander. 9] Napoleon I was a military and political leader of France and later Emperor of the French, between 1804 and 1814 CE, and again during the Hundred Days period in 1815 CE. During the Napoleonic Wars, which involved every major European power, he led the French Empire to a streak of victories. As a result, its power rose quickly, and Napoleon I conquered most of Europe. This sphere of influence was maintained through the formation of extensive alliances and the appointment of friends and fam ily members to rule other European countries as French client states. At its most extensive, the French Empire had forty-four million inhabitants, and its subject states thirty-eight million, [10] and not since Charlemagne had a politically united Europe seemed as close as it did under Napoleon I. [11] However, it would prove to be Napoleon I’s attempt to unite the continent by armed might that would lead to his fall. Unlike Thutmose III, who appears to have been a compassionate man despite his military ferocity, with no records of massacres or atrocities among his seventeen listed campaigns in the Annals, Napoleon I is considered by many historians, including Pieter Geyl and David G. Chandler, to be a tyrant. His authorisation of the use of sulphur gas against the rebel slaves in the Haitian Revolution, as well as his decision to reinstate slavery in France’s overseas territories eight years after its abolition in 1794 CE, during the French Revolution, always controversial to his reputation, [12] certainly support the suggestion that when faced with the prospect of war, and therefore, the death of thousands, Napoleon I was not significantly troubled by the idea. (In fact, historians have estimated the death toll from the Napoleonic Wars as a figure between three and seven million. This view was certainly shared between his opponents, who continually formed Coalitions in opposition to the French Empire. The administrative and legal reforms of the Revolution which Napoleon I had carried to the rest of Europe could not be separated from the ideas of Nationalism and Liberalism that had given those reforms substance, [13] and as a result, nations within the Fre nch Empire adopted these ideas, as well as many of the military and administrative reforms that had made France so powerful. This eventually led to the formation of the Seventh Coalition, which defeated Napoleon I after his temporary revival of the French Empire in 1815 CE, which had fallen with his abdication a year earlier. Consequently France, in which the Bourbon monarchy was restored, no longer held the role of the dominant power in Europe, as it had since the times of Louis XIV. In addition, unlike Napoleon I, Thutmose III did not inherit a strong nation or experienced army, but a defeated and insular society. 14] Whilst the ‘Emperor of the French’ received massed forces, weaponry and mobility (which would later be defined as the characteristics of Napoleonic warfare) due to the innovations of the French Revolution, including mass conscription, the Egyptian Pharaoh was forced to completely reform his army. He would establish a conscript base, create a professional officer corps and equip it with modern weapons, as well as integrate chariots into new tactual doctrines. Additionally, he would also create the first combat navy in the ancient world. Perhaps it is fitting, then, that the description of Thutmose III as â€Å"the Napoleon of Egypt† should be reconsidered. Whilst Napoleon I’s First French Empire would a last combined ten years and result in an immediate loss of status France, Thutmose III’s New Kingdom Egyptian Empire was a great nation of imperial dimensions that ruled the entire world that an Egyptian would have considered knowing for more than five hundred years. 15] In addition, Thutmose III managed to architect and establish such an Empire without inheriting the calibre of resources that Napoleon I had access to. Therefore, it is obvious that Thutmose III’s military achievements were, to use the words of English military historian B. H. Liddell Hart, â€Å"greater than Napoleon†. [16] Similarly, in the opinion of another military historian in the Canadian Richard A. Gabriel, Thutmose III was not â⠂¬Å"the Napoleon of Egypt† but â€Å"Egypt’s Alexander the Great†, [17] arguably the most successful military commander in history. Furthermore, whilst both Thutmose III and Napoleon I were believed to be men of short stature by James Henry Breasted, which inclined him to make the comparison as opposed to one with another esteemed military commander, historians have now recognised that these assumptions are incorrect. The Egyptian Pharaoh, after a more recent examination, is now recognised as someone taller than the average height of his time, while the ‘Emperor of the French’ is now described as someone of average height of the period, following the discovery of a miscalculation which had deprived him of four inches. In addition, it seems that to alike the two men in character, let alone build, would be incorrect, due to their apparent differences in temperament. As a result, whilst there is a persisting description of Thutmose III as â€Å"the Napoleon of Egypt† among archaeologists, when he is compared to the ‘Emperor of the French’ it is obvious that such an image should be abandoned. Although a determination to pursue to imperialist ambitions is synonymous, the extent to which each was successful in their attempt to establish and maintain their empires differ. Thutmose III’s remarkable record of military activity, in fact, overshadows that of Napoleon I, whose empire wound only last a combined ten years and result in an immediate loss of status France, as opposed to the New Kingdom Egyptian Empire, which would last five hundred years.

Ada Lovelace Essay

Ada Lovelace was born in 1815, and died in 1852 from cancer. Ada Lovelace was the daughter of a famous poet Lord Byron and Anabella Millbank, who also enjoyed math. Ada’s parents were divorced right after she was born and was never able to meet her estrange father. However, her father corresponded with her mother on her upbringing. Anabella Millbank, Ada’s mother, did not want her daughter to be a poet like her father and did everything possible, pushed Ada night and day, to learn mathematics. Even though Ada’s fond interests were elsewhere, her mother diminished those interests until Ada grew a fondness of math, by no choice of her own. At an early age Ada met with Charles Babbage in London, and with that Ada first learned of the Difference Engine. This is when Ada Lovelace’s eyes grew with enormous content, interest, and enthusiasm of the invention, which was later known as the Analytical Engine. In her twenties, Ada married her husband (several years her age) Earl William King and soon after, she bore three children. After having her children she became engrossed and focused on the formulation of the Analytical Engine, which took several years of extensive work, which she loved. Ada composed a â€Å"plan for how the engine might calculate Bernoulli numbers. This plan is now regarded as the first â€Å"computer program† (Larry Riddle, p. 1). Ada became ill and was diagnosed with cancer of the uterus and died at an early age, like her father, right after her accomplishments. Ada’s achievement was shown in her â€Å"notes† on Charles Babbage’s Analytical Engine, which was finally acknowledged and â€Å"became reality in the 20th century computers which earned her a place in the history of mathematics and computer science† (Britannica Concise Encyclopedia, p. 6).

Free At Last essays

Free At Last essays African-Americans were enslaved for over 200 years. While enslaved many were beaten to death. Their children were taken from them, and their daughters raped. They finally gained their freedom, at least thats what they thought. They were still being stigmatized for what they were not, white. Why did it surprise them? After all they lived in a nation that believed in social Darwinism, only the fittest will survive. To white America they were only ex-slaves, ignorant and an inferior race. The discrimination against the black men was so out of control that it even created Jim Crow laws. It also caused the Great Migration and created the New Negro. Jim Crow laws were passed in the Southern states. It legalized the segregation between blacks and whites. The name is believed to come from a character in a popular minstrel song. These laws created separate streetcars, public waiting rooms, theaters, and even hospitals. Even soldiers serving in WWI were being discriminated. They were good enough to fight for our country but to not good enough to be considered equal to his white counterpart because of his skin color. World War I ceased European immigration and because of this, businesses where looking to hire southern Africans. The poverty level and racism caused blacks to move up North. This became known as the Great Migration. People were losing jobs not because incompetence but because of their color. I have never been discharged on account of ..., but I have been let out on account of my color (Letters from the Great Migration 1917). They were all looking for a better way of life. everything is gone up but the poor colerd peple wages (Letters from the Great Migration 1917). When they moved up North they didnt see the racism or the segregation that was seen in the South. I havent heard a white ...

Prefixes and How to Use Them

Prefixes and How to Use Them Prefixes and How to Use Them Although we’ve got nothing on German, the English language sometimes involves putting different â€Å"parts† of words or even whole words together to make a new term. And prefixes are a big part of this. But what exactly are prefixes? And how do you use them in your writing? What Are Prefixes? A â€Å"prefix† is a group of letters placed at the start of a word to change its meaning. We can even see how this works using the word â€Å"prefix† itself, which is a combination of â€Å"pre-† and â€Å"fix†: â€Å"Pre-† is a prefix meaning â€Å"before† or â€Å"in front of.† â€Å"Fix† is a verb meaning â€Å"attach.† Combined, then, the word â€Å"prefix† indicates something we â€Å"attach† to the start of a word. There are many different prefixes in English. Some common examples include: Prefix Meaning Example Anti- Against or opposed to Antisocial, antiviral Auto- Related to the self or spontaneous Automatic, autobiography De- Reverse or reduce Devalue, decode Dis- Reverse or negate Disobey, disappear En- Cause to be or put into Enact, encase Ex- Out of or former Extract, ex-girlfriend Il-, Im-, In- or Ir- Not or negate Illegal, immobile, insufficient, irresponsible Mis- Incorrect Misbehave, misspell Post- After, later or behind Postseason, postscript Pre- Before or in front of Prefix, prefrontal Pro- Favoring or promoting Proclaim, pro-democracy Re- Repeat or restore Refresh, rewrite Sub- Below or less than Submarine, substandard Trans- Across or beyond Transatlantic, transgender Un- Reverse or negate Unzip, undo When to Hyphenate In the table above, you may notice that we hyphenate the words â€Å"ex-girlfriend† and â€Å"pro-democracy.† This is because you should use a prefix with a hyphen in certain cases, including: In most cases after â€Å"ex-† and â€Å"self-† (e.g., self-assessment) When combined with a proper noun (e.g., anti-Nazi) To prevent using the same vowel twice in a row (e.g., anti-inflammatory) To clarify meaning (e.g., to â€Å"recover† is to return to strength or regain something, but if we said we had â€Å"re-covered† something we would mean we have covered it again) There are exceptions to these rules (e.g., â€Å"cooperate† is usually spelled without a hyphen despite the double â€Å"o†). But they are useful guidelines when you’re not sure whether to use a hyphen. Tricky Prefixes Finally, a quick warning. The English language has borrowed lots of words from lots of places, so it is common for similar words to have different meanings. And the same applies to prefixes. For example, the â€Å"in-† in â€Å"inaccurate† is a negation, so it is the opposite of â€Å"accurate.† However, the word â€Å"inflammable† means the same as â€Å"flammable,† not the opposite! This is because the â€Å"in-† from â€Å"inflammable† is from the same root as â€Å"en-† in words like â€Å"enrich† or â€Å"entrust.† It therefore means â€Å"cause to be,† which is very different from negating something. As such, be careful when using prefixes, as they may not mean what they seem! And if you’d like help checking your prefix use, just let us know.

George Simmel and Fashion Essay Example | Topics and Well Written Essays - 3000 words

George Simmel and Fashion - Essay Example The paper "Georg Simmel and Fashion" concerns the Georg Simmel and Fashion. While there are many writings on fashion, hel was the first one to make an in-depth analytical study on the subject. While his contemporaries viewed fashion as highly irrational in nature, Simmel suggested that the upper classes used fashion to set themselves apart from rest of the society. His theory revolved round concepts of individualism and collectivism, where it was conceptualised that fashion spreads from upper classes to the masses through remodelling. When a certain object or activity reaches the middle classes, the upper class must invent a new fashion to maintain distinction, which according to Simmel, illustrates the notion of recurring changes within fashion. 1904 essay â€Å"Fashion† examines sociological aspects of fashion and its role in conciliating the tension/conflict evident within modern social dynamics, related to gender and class. According to Simmel, fashion, which is a non-summ ative transformation in cultural attributes, evolves from a tension that is distinctive to an individual’s social conditions. While each individual tends to imitate or emulate others, at the same time there is also a tendency to remain separate from others. Undoubtedly, while some adopt imitation (conformism), others prefer to remain distinct (dissidence), and for fashion to be effective, it is necessary to allow functioning of both the opposing tendencies. Reviewing Simmel’s article is significant from current sociological perspectives., as it stands out as the only real attempt towards deriving basic theories on fashion. This essay reviews theories suggested by Simmel, and examines how the underlying tension (desire for conformation and distinction, at the same time) operates at group and individual levels, and how it reflects and influences wider social conditions. This essay also derives from Simmel’s writing that fashion is a kind of social relationship, wh ich makes it an important tool in understanding modern urban society. Introduction Since the beginning of 20th century, there has been a great deal of discussion on fashion. However, a closer look reveals that is a dearth of analytical and generic theories on this topic. Amongst the various available literatures, the best analysis on fashion is the essay written  by Georg Simmel in 1904.  This remains to this day, probably the only real attempt towards framing a basic theory on fashion; consequently, while the paper is now more than a hundred years old, theories and concepts suggested in it remain relevant, even in post-modern twenty-first century social structure (Coser,

Review #4 Essay Example | Topics and Well Written Essays - 250 words

Review #4 - Essay Example The differences in the years B.C and the years A.D are documented in this chapter too. There is a further understanding that the domestication did not happen overnight, but it occurred over a long period with each year bringing something different from the previous years. The topics discussed in the study are of great significance because they document various instances of outstanding stages in the development of Agriculture. There are many comparisons of the differences recorded between the old and the new worlds. The different patterns in prehistory have been documented in this topic with direct reflection on different hypotheses that explain several situations of origins of agriculture, sedimentary communities, as well as domestications of different crops and animals. The topics cover differences in regards to these advancements with specific backgrounds to the measures that have been made in regards to developing more sophisticated tools for agricultural use, as well as the steps in the developments of certain crops like maize, wheat and beans. The studies incorporate the differences in terms of locations with the likes of Southwest Asia, Central America, Mesoamerica and South America. The critique of this text appears to be of a positive review because the text plays the intended role of documenting the various important scenarios in the platform of agricultural development. The text is educative and quite informative especially to an individual with deep interest on the journey that agriculture has travelled to reach what it is

Old Guard and Avant-garde Essay Example | Topics and Well Written Essays - 1750 words

Old Guard and Avant-garde - Essay Example This essay discusses that John Cage professed radicalism in his compositions through his early years. John Cage had several interests in his pursuit of artistic life. For instance, it is worthy to note that Cage enrolled in a creative writing institution. He later drops out of the same while explaining that the institution utilized few texts in writing. The incident of the creative writing institution was a manifestation of someone who easily got dissatisfied with repeating others’ ideas. At the same time, he respected their creations. In addition, Cage began piano lessons in his childhood days while never declaring that he possessed an interest in the same. Such an early disinterest might have expressed later as an exceptional creativity in his works. Cage even tried his brains on Greek architecture until he got bored of the same. Despite Cage’s new concepts, he had earlier influences that triggered his interest in composition. During his stay in Europe, he had an infl uence from John Sebastian and Igor Stravinsky. Cage’s universal appeal in his compositions might have been derived from his traveling experiences. His other interests included painting and theater. His most relevant moments of his genius are explicit in his study period with Schoenberg. Schoenberg later described Cage as an inventor rather than a composer. Cage’s life is evident of adventure that goes beyond music. In this article, it is vital to highlight his musical experiments. Cage defined everything as music. This illustrates the use of silence. (Bernstein & Hatch, 2001). This illustrates by the use of silence to create the 4.33 composition. In this composition, he requires the listener to listen to sound of the background. Cage commenced experiments by employing different equipments as musical instruments. He used domestic items such as spoons, plates and sheets (Nicholls, 2002). He later taught and continued exploring, on non-musical objects, to enhance composit ions. The flow is a piano sound. It is void of the pressure of earlier compositions as it oozes out. John Cage displays his experimentation skills by utilizing single instruments for whole compositions. The composition of sonatas and interludes provides a unique articulation. It entails four sonatas that precede one interlude. The pattern repeats itself with four sonatas and one interlude. This follows a pattern of mirroring effect. It composes of a ten-unit structure that exists in the proportion of 3-2-2-2. An example is sonata-four that gives a measurement of one hundred. Cage employs the instruments to fit in the overall structure rather than the microstructure (Nicholls, 2002). This displays a new structure that Cage tries to infuse into a composition. Previous compositions entailed the same that strived to engage musical

Examining The Various Procurement Methods Available Construction Essay

Examining The Various Procurement Methods Available Construction Essay A review is being formed to clearly state and show the trends of construction procurement in the period 2008-2010. The review will mainly be based on industrial journals and other resources such as books, magazines and internet websites. Procurement describes the mixture of actions undertaken by clients to obtain a building. There are many types of methods in construction procurement however the common types of methods are traditional, design and build and management contracting. Procurement methods are vital in the construction industry which helps cutting costs of waste and its environmental impacts by clearly defining your requirements and how you expect your chain response. To profit fully from waste reduction and recovery on a project, enough practice must be adopted at the beginning stage by following the selected procurement process. Few major points would need to be communicated among the clients and contractors such as planned actions, metrics and targeted outcomes. After this is then passed down right through to the design team, subcontractors, waste management contractors and material suppliers. The nature of many project increases the risk which includes, finishing a project which does not meet needs, and also when its delivered late or costs more than the clients core business. This is where the procurement strategy should balance risks against project objectives at an early stage. Below is a list of points that can be affected: Cost (cost certainty) Time (Certainty of completion date) Quality (Performance) Importance on only one of the key points could have a negative result upon others. In this case when the correct procurement method is used considering the type of project the following will be achieved: Certainty of cost and time which is developed by a architect, however this a slow process also known as the traditional method or design bid build. Certainty of speed and cost, however this is mainly controlled by the contractor, method known as design and build. Relative speed for a design developed by the architect employed by the client, cost is uncertain until the end of the project, method known as management procurement systems. One of many common method of construction procurement which is well recognised in the industry is traditional method. The method consists of architects and the engineers acting as the project coordinators. His or her responsibility is to design the project, and propose the specifications and produce drawings, administrate the contracts, tender the work and manage the project from start to finish. There are direct contractual links connecting the architects client and the main contractor. Any subcontractors will have a direct contractual link with the main contractor. The design and build method has become popular over the years which consists of an entire package which is made up of, fixtures, fittings and equipment to create a refined and fully completed functional building. In some cases the design and build method may also include finding of a site, adapting and applying for all required statutory consents. The owner creates a list of things needed for a project, providing an overall insight of the projects purpose. Many design and build contractors shows ideas on how to complete these aims. The owner picks the ideas which are best and hires the right contractor who is suitable for the job. Usually it is not just a contractor but a number of them working collectively. Once a contractor has been hired, they start building the first phase of the project. As they build phase one they design phase two. This is in contrast to a design and bid build contract, where the project is completely designed by the owner. The third method, management procure ment systems works as the client performs and active role in the procurement system by entering into separate contracts with the designer, architect, engineer, the construction manager, and individual trade contractors. The client then takes on the contractual role, while the construction or project manager provides the active position of managing the separate trade contracts, and ensuring that they all work efficiently and successfully together. A management procurement system is often used to speed up the procurement processe and allows the client greater flexibility in design variation throughout the contract. The ability to appoint individual work contractors, separate contractual responsibility on each individual throughout the contract this overall provides a greater client control. Over the past ten to fifteen years much work has been done on attempting to define procurement paths and master man (1992) provides a good background to some of this work. As the traditional procurement method route came under closer scrutiny other procurement routes developed and as a result means for selection were considered. It is known that procurement methods play a key role in defining and shaping contractual and work relationships between parties involved in the construction process. Therefore a better understanding of those methods and criteria that practitioners use in their selection is a very vital step in outlining our understanding of the issue. A review of current practices in the UK shows different approaches to the procurement of building projects. A classification of these approaches is extremely complex because there are not clear and generally accepted definitions of what a particular procurement method is. The public sectors obsessive tick box approach towards letting new work threatens to drive long-established regional firms out of business. That is the stark warning from Neil Edwards, chief executive of contracts information specialist The Builders Conference, after research showed local firms with proven track-records are missing out on work across the country. Edwards said: The present method of procurement by public bodies is restricting recovery and growth in the construction market. The value of tenders bid in August leaped from  £1.8bn in 2008 to  £4.8bn this year, with education accounting for half the sum recorded by the Builders Conference. Previously, a roofing contractor could have happily tendered for  £200,000 contract to replace the roof of a local school. But now that would be in a big multi-million pound framework agreement. A proven experienced local firm wouldnt even make it on to the tender list now. Edwards said that today the whole process is prescribed by a checklist and scoring system, which procurement chiefs cannot use firms that have faultlessly worked for them for many years. He added: There was a time when procurement professionals were allowed the freedom to innovate and eek out the best way yo get a job done. My fear is that the sector has shifted so far in favour of the major players that, in future, SMEs and even  £20m-plus contractors will have no choice but to work as subcontractors. http://www.contractjournal.com/Articles/2009/09/18/71780/clients-tickbox-mentality-to bidding-threatens-future-of-local-firms.html Sustainability is becoming more and more common therefore in the low carbon construction report it was issued by the UK government that 40per cent of new builds are bought by the public sector. For that reason the government are trying their very best to introduce sustainability in the construction industry. It is alleged that putting procurement into place can help reduce the carbon which helps cut the greenhouse gas emission. It is suggested that using the correct method of procurement and contractual agreements can help cut down to zero carbon building as the same value as a normal building. Estimated to be in excess of  £40 billion a year, local government expenditure on goods, works and services clearly has significant economic, social and environmental impacts. Local authorities have long been at the forefront of sustainable development and have gained valuable experience of green procurement http://www.idea.gov.uk/idk/aio/1701515 The government are trying to prioritise the change in public sector procurement. New chief czar industry have quoted The adviser, who is set to be appointed in November, will be responsible for securing better value for money, as well as promoting innovation and sustainability. Rudi Klein, CEO of the Specialist Engineering Contractors Group, said the czar should focus on procurement change and not be a mediator between government and industry.   We want to move towards procuring construction using a more collaborative, team-working approach, he told SM. This will help reduce industry waste and promote sustainability. http://www.supplymanagement.com/news/2009/calls-for-czar-to-go-public/ Private Finance Initiative/Public Private Partnership (PFI/PPP) projects signifies different traditions of financing and procuring public sector facilities. The theory behind PPP/PFI is fairly straightforward, if key capital expenditure is not to be funded by direct taxation therefore PFI provides a way forward by enabling assets to be procured off-balance sheet instead of municipality or government body through investment by the private sector. The private and public partnership began in the UK and its being undertaken in many countries across the world, and its been used to offer a wide range of facilities, such as bridges, roads, tunnels, schools and hospitals. PPP/PFI creates a number of legal challenges to accomplish the quality of the assets constructed, to provide security for the investors contributing finance and to allocate responsibilities between participants. The Dudley Hospitals PFI project led to a  £34 million dispute between main contractor and mechanical and electrical sub-contractor inEmcor Drake HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspxHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx Scull v Sir Robert McAlpineHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx  HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx[2005] 98 Con LR 1, and the case was argued in the Court of Appeal by a Keating Chambers team on the issue of the  scope of a letter of intent. Another leading reported case,  Midland Expressway Ltd v Carillion ConstructionHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2006/CILL_2317_TCC.aspx  HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2006/CILL_2317_TCC.aspx(No. 2) [2006] CILL 2317, was heard in the Technology and Construction Court and has created widespread interest and, indeed, concern, amongst those engaged in PFI projects.   The case concerned the construction of the tie-ins between the M6 and the new M6 toll road.   The Court held that provisions in a building contract that restricted a contractors right to interim  payments to a proportion of the employers entitlement (Equivalent  Project Relief) would be  unenforceable as  when pay-when-paid provisions contrary to the HGCRA 1996.  Ã‚  Since such clauses have been widely used in PFI projects, the implications are considerable. http://www.keatingchambers.co.uk/expertise/contractual/pfi_contracts/default.aspx Sustainability is acknowledged by the government as a key section of good procurement, in 2008 major steps were followed by the OGC to improve their management and governance on the issue. Some departments are on course to be practising sustainable procurement across their business by the end of 2009, the governments target year. Progress has been made and there are initiatives which have reduced environmental impact and saved money. However, scope for improvement on various categories. Most departments are not routinely complying with minimum environmental standards, and have made limited progress in building environmental considerations consistently into procurement processes, engaging suppliers, and giving their staff appropriate skills andà £Ã¢â€š ¬Ã¢â€š ¬incentives. To accomplish value for money, procurement decisions need to be based on a thorough understanding of costs and benefits and environmental impacts. Departments are not routinely identifying and quantifying environmen tal impacts, and opportunities for reducing them. There are other concepts that still need attention like direct economic benefit to the authority from the development.

Bennets The Executioner :: Bennet Executioner

Bennet's The Executioner   Ã‚  Ã‚   "I am the executioner. When the crime is committed and the Lord God does not take vengeance nor does the exalted State move to declare and then to punish, I say when these bitter events happen, then comes the time for the executioner to declare himself or herself as the case may be. I have waited long enough. So the time has come, and I declare myself the executioner.   Ã‚  Ã‚  Ã‚  The three criminals are hereby sentenced to death. By fire. By earth. By water."   Ã‚  Ã‚   This is the direct and powerful quote taken from the novel, The Executioner. It explains the basic plot of the story of the one word that every man fears: Revenge. The Executioner was written by the Canadian born author, Jay Bennett. The strengths and weaknesses of this report will be discussed in detail, and the plot of this murder, suspense, and horror story are revealed. The plot will be discussed, for easier comprehension of the story.   Ã‚  Ã‚   This plot begins when Bruce , an 18 year old high school boy was at a bar with his best friend Raymond, and a few other friends named Ed, and Elaine. Unfortunately, Bruce got intoxicated, but still decided to drive the others home from the bar. On the way home, Bruce began arguing with Ray, (the only sober one), and the car was steered of the road into a tree. Raymond was killed by the accident. However, everyone thought that Bruce was not intoxcated at the time, and the car just accidentally swerved off to the side.   Ã‚  Ã‚   Throughout the next chapters, Bruce keeps facing the guilt of killing Ray, and tries to admit to everyone that he did. No one believes him though, and think's he's just making up the story to cover the guilt up. This carrries on for a while, and Bruce feels even more depressed. A few days later, a mysterious man, (the executioner) comes into the bank, and takes out a letter (The one at the introduction of the review) and says, "The first shall die by fire."   Ã‚  Ã‚   The next thing the story shows is a scene in a building, where Ed and Bruce are walking. All of a sudden, Ed is trapped in a room, which is set

The Riz-Carlton Applicaiton Summary

1999 Application Summary THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. at a Glance Products and Services: The Ritz-Carlton Hotel Company, L. L. C. develops and operates luxury hotels for others. The hotels are designed and identified to appeal to and suit the requirements of its principal customers who consist of: (1) Meeting Event Planners and (2) Independent Business and Leisure Travelers. President & COO: Horst Schulze Headquarters: 3414 Peachtree Road, N. E. Suite 300 Atlanta, Georgia 30326Operations: One Central Reservations Office Seven International Sales Offices (ISO’s) 24 Hotels and Resorts in North America Two Hotels in Europe Eight Hotels and Resorts in Asia Two Hotels in Australia 30 Hotels under Development Customer Base: Over 800,000 Customers World-wide 1999 Revenue: $1. 5 Billion. A 40% increase over the previous five year s. Employees: 17,000 World-wide, known as The Ladies and Gentlemen of The Ritz-Carlton History: Established in 1983, the former owner, W. B. Johnson Properties, acquired the exclusive North American rights to the Ritz-Carlton trademark, the foremost ame in luxury hotels. This status was largely due to the legendary Caesar Ritz who developed and operated two of the world’s best hotels in Paris and London. The hotels achieved such fame in the marketplace that they attained what is often referred to as â€Å"The Ritz Mystique†. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry; the takeover/merger occurred in 1997. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Overview A History of Managing for Performance Excellence in the Hotel Industry Most hotels re mained profitable despite these quality deficiencies because competitors had similar problems. Previously, in tiny hotels and inns, the innkeeper directed activities in the organization personally, including â€Å"managing for quality†. As hotels grew in size, the volume of activity outgrew the capacity of the innkeeper to manage by personal direction – it became necessary to delegate. Ritz-Carlton Returns to the Fundamentals: Upper Management Participation Then came 1983 and Horst Schulze. More Summary of Devil at My HeelsThe pace quickened with a lengthy procession of new Ritz-Carlton Hotels under development. Faced with this challenge, Horst Schulze and his team decided to personally take charge of managing for quality because they realized managing for quality could not be delegated! Apprentices were trained in the craft and qualified by examination to become craftsmen. The innkeeper – the master – then delegated much of the managing for quality to the craftsmen, subject to inspection and audit by the master. Many of our standards go back 100 years to this era of Caesar Ritz and the legendary Chef August Escoffier.The upper management participation of Horst Schulze and his team ranged across a broad spectrum, but most significant activities consisted of: As we entered the 20th century, the size of a hotel and its organization sharply increased. The resulting large hotels required functional departments. The innkeeper – now a general manager â₠¬â€œ delegated to each functional department head the responsibility for quality, for performing the function correctly. †¢ Defining the traits of all company products which are set out in The Credo. For a full explanation of The Credo, see Figure 1 on page 2. With the emergence and growth of technology, hotel roducts and processes became increasingly complex. To deal with these new complexities the hotel industry adopted the principle of separating planning from doing. Planning of the various departments was delegated to division and department heads (e. g. Food & Beverage managers, Rooms Executives, Purchasing Directors, etc. ). This left the job of executing the plans to the first-line supervisors and the workforce. The separation of planning from execution had four major consequences. †¢ Translating The Credo into basic standards to clarify the quality responsibilities for our Ladies and Gentlemen; the ost important of which include: (1) anticipating the wishes and nee ds of the guests (2) resolving their problems and (3) genuinely caring conduct towards guests and each other. 1. A factory concept emerged in which people were assigned one task rather than a single craftsman performing the entire sequence of tasks. In this factory approach, if task #11 was causing a problem for task #24, it wasn’t identified until it reached the customer, and even then the problem likely continued. 2. A dramatic rise in productivity. 3. The segregation of divisions and departments. 4. A further distancing of upper managers from the job of anaging for quality. †¢ Aggressively instilling a passion for excellence. †¢ Personally training the Ladies and Gentlemen of a new Ritz-Carlton on The Credo and Basic Standards, commonly referred to as The Gold Standards, which are shown on page 2 as Figure 1. Another Major Change, A Comprehensive Structure By 1989 Horst Schulze realized that a more comprehensive structure was necessary for the Ritz-Carlton to opt imize its performance. He selected the Malcolm Baldrige National Quality Award Criteria. Through the use of this assessment tool and the resulting feedback reports,The Ritz-Carlton developed a â€Å"Roadmap† to business excellence (see pages 3-4) which has attained significantly higher performance levels. A major ingredient of this approach was involving people in the planning of the work that affects them. The progressive removal of upper management from managing for quality produced negative effects on quality. Typically, performance either fell short of customer need or the cost to meet the need became excessive. In addition, the hotels accumulated huge chronic costs as a result of poor quality. 1 THREE STEPS OF SERVICE 1 A warm and sincere greeting. Use the guest name, if nd when possible. 2 Anticipation and compliance with guest needs. â€Å"We Are At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests. Ladi es and By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company. Gentlemen Serving Ladies and The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and The Ritz-Carlton mystique is strengthened. Gentlemen† THE RITZ-CARLTON ® CREDOThe Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved 2 The Ritz-Carlton ® Basics 1. The Credo is the principal belief of our Company. It must be known, owned and energ ized by all. 2. Our Motto is: â€Å"We are Ladies andGentlemen serving Ladies and Gentlemen. † As service professionals, we treat our guests and each other with respect and dignity. 3. The Three Steps of Service are the foundation of Ritz-Carlton hospitality. These steps must be used in every interaction to ensure satisfaction, retention and loyalty. 4. The Employee Promise is the basis for our Ritz-Carlton work environment. It will be honored by all employees. 5. All employees will successfully complete annual training certification for their position. 6. Company Objectives are communicated to all employees. It is everyone’s responsibility to support them. 7.To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them. 8. Each employee will continuously identify defects (M. R. B. I. V. ) throughout the Hotel. 9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. 10. Each employee is empowered. For example, when a guest has a problem or needs something special, you should break away from your regular duties to address and resolve the issue. 11. Uncompromising levels of cleanliness are the responsibility of every employee. 2. To provide the finest personal service for our guests, each employee is responsible for identifying and recording individual guest preferences. 13. Never lose a guest. Instant guest pacif ication is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guest’s satisfaction and record it. 14. â€Å"Smile – We are on stage. † Always maintain positive eye contact. Use the proper vocabulary with our guests and each other. (Use words like – â€Å"Good Morning,† â€Å"Certainly,† â€Å"I’ll be happy to† and â€Å"My pleasure. †) 15. Be an ambassador of your Hotel in a n d o u t s i d e o f t h e wo r k p l a c e .Always speak positively. Communicate any concerns to the appropriate person. 16. Escort guests rather than pointing out directions to another area of the Hotel. 17. Use Ritz-Carlton telephone etiquette. Answer within three rings with a â€Å"smile. † Use the guest’s name when possible. When necessary, ask the caller â€Å"May I place you on hold? † Do not screen calls. Eliminate call transfers whenever possible. Adhere to voice mail standards. 18. Take pride in and care of your pers o n a l a p p e a r a n c e . E v e r yo n e i s responsible for conveying a professional image by adhering to RitzCarlton clothing and grooming standards. 19.Think safety first. Each employee is responsible for creating a safe, secure and accident free environment for all guests and each other. Be aware of all fire and safety emergency procedures and report any security risks immediately. 20. P r o t e c t i n g t h e a s s e t s o f a R i t z Carlton hotel is the responsibility of every employee. Conserve energy, properly maintain our Hotels and protect the environment.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved Figure 1 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary 3 Fond farewell. Give them a warm good-bye and use their names, if and when possible.THE EMPLOYEE PROMISE The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary The Ritz-Carlton Chronology of Performance Excellence Genesis 1890’s Caesar Ritz defines Standards for a Luxury Hotel Apprentice Programs, Inspection/Audit by the Master 1900 General Manager Concept Delegation of Quality to Functional Managers Managers Plan / Workers Do 1980 1983 Extensive Participation of Horst Schulze in the Management of Quality †¢ The Credo †¢ Basic Standards for The Ladies and Gentlemen †¢ A Passion for Excellence 1988 1989 MBNQA Audits and Feedback Business Excellence Roadma p (Figure 3) Involving People in the Planning f the Work that Affects Them 1999 100% Employee Pride & Joy Zero Customer Difficulties 100% Customer Loyalty Figure 2 2003 3 The Ritz-Carlton Business Excellence Roadmap Deployment â€Å"Do† Results â€Å"Check† Improvement â€Å"Act† A Passion for Excellence Senior Leaders â€Å"Start-Up† new hotels Performance Evaluations Development / Training Plans Distribution of â€Å"The Pyramid† Leadership Center Daily Reinforcement of The Gold Standards 1. Leadership Approach â€Å"Plan† The Seven Pyramid Decisions MBNQA Developmental Job Assignments Basic Empowerment Process Divide/Subdivide Objectives Select Process Owners Actual versus Planned performance comparedQuarterly by Upper Managers at the corporate and hotel level Act on the Differences Evaluate / Improve Planning Process Develop Processes Provide Necessary Resources Daily Operations review by the workforce 4 3. Customer and Market Focus Mark et Research that concentrates on the quality of the hotel facility and operations 6P’s Concept Operation of the â€Å"CLASS† Database Daily Hotel Measurement †¢ SQI †¢ RevPAR by Market Segment Evaluate / Improve Annually Standard Performance Measurement Monthly Measurement †¢ Advance Bookings †¢ Customer Satisfaction †¢ RevPAR †¢ P&L 4. Information and Analysis Selecting Performance Measurements for: Upper Managers †¢ Daily Operations Individual Process Owners select Performance Measurements for: †¢ Upper Managers †¢ Daily Operations Comparative Benchmarking Share/Replicate Best Practice Performance, On-Going Figure 3 Statistically Trained Employees, Consulting Specialists Continuous Improvement The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Fact-based Strategic Objectives Fact-based Key Process Identification 2. Strategic Planning The Ritz-Carlton Business Excellence Roadmap MBNQA 5. Human Resources Devel opment and Management Approach â€Å"Plan† Results â€Å"Check† Improvement â€Å"Act† Employee Education, Training andDevelopment Q. S. P. Site Visits by Senior H. R. Leaders Day 21/365 Training Certification Review Performance Appraisal Evaluations Analysis of Employee Surveys Analysis of Employee Surveys 6. Process Management Manage Key Production and Support Processes Incorporate changing Customer requirements P. Q. I. 5 S. Q. I. Major changes that require project management The GreenBook Process Audits Incremental Day-to-Day Improvements Actual versus Planned Performance compared quarterly by Senior Leaders at the corporate and hotel level Continuously and Forever Improve Process Owners Modify Processes for each new hotel 7. BusinessResults Strategic Objectives define long-term targets Lead People Manage Processes Tactical Processes set annual targets Standard Performance Measures Daily Operations Review by the workforce Figure 3 (continued) The Ritz-Carlto n Hotel Company, L. L. C. 1999 Application Summary Jobs are designed so our people: †¢ Know what to do †¢ Know how well they are doing †¢ Can regulate the process or their own personal conduct Deployment â€Å"Do† The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Leadership as The Gold Standards, Figure 1, page 2. These standards consist of: (1) The Credo (2) The Basics (3) Three Steps ofService (4) Motto and most recently, (5) The Employee Promise. These standards have had a long life with only The Basics changing with business conditions. Our Senior Leaders continue the strong excellencedriven leadership that began in 1983 and resulted in us becoming a recipient of the 1992 Malcolm Baldrige National Quality Award. In the years following the award they actually increased their involvement in both the improvement and operation of our structured approach to business excellence. A summary of this business excellence roadmap is shown in Figure 3, p age 4. Collectively, these standards have an incredible empowering effect on TheRitz-Carlton Ladies and Gentlemen to think and act independently with innovation for both the benefit of the customer and our organization. Approach â€Å"Plan† Since The Credo stresses â€Å"providing the f inest and anticipating the unfulf illed wishes of our guests,† The Ritz-Carlton Ladies and Gentlemen continually learn and innovate. The Three Steps of Service, combined with our basic empowerment process shown below in Figure 1. 2 promotes innovative, quick personal service. Our Senior Leaders have a passion for excellence, largely because of: (1) the performance expectations of Horst Schulze (2) our Gold Standards and (3) the Pride and Joy of chieving excellence. The seven specific decisions made by our Senior Leaders, collectively, to set direction for business excellence are shown below: 1. 2. 3. 4. 5. 6. 7. Deployment â€Å"DO† The specific actions taken by our Senior Leader s to deploy our leadership approach consist of three major processes: 10 Year Vision 5 Year Mission 3 Year Objectives 1 Year Tactics Strategy Methods Foundation 1. Since 1984, all members of Senior Leadership have personally ensured that each new hotel’s goods and services are characteristic of The Ritz-Carlton on opening day. Since six to seven hotels open each year, our leaders pend at least six to seven weeks working with our Ladies and Gentlemen (using a combination of hands-on behavior modeling and reinforcement) during the seven day countdown to opening. This includes the President and COO who personally demonstrates the guest/employee interface image and facilitates the first vision statement The process for providing our Senior Leaders with the necessary data and analysis to make these key decisions is explained fully in the Strategic Planning section. It is worth mentioning that our Senior Leaders personally established our foundation, which is now referred toThe Bas ic Empowerment Process Three Steps of Service 1 Warm Welcome 2 Anticipation and Compliance with Guest Needs Employee Senses Guest Wish or Need Employee Breaks Away from Routine Duties Employee Applies Immediate Positive Action Determine Guest Reaction If Satisfied If Dissatisfied 3 Fond Farewell Document the Incident Employee Returns to Routine Duties Figure 1. 2 6 Guest Memory System Escalate the Complaint The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Results â€Å"Check† session for each newly formed department. During these formative sessions which all employees must attend, thePresident and COO personally interacts with every new employee both individually and in a group setting. His in-depth knowledge of hotel operations and enthusiasm for The Gold Standards are an inspiration for all concerned. Leadership effectiveness is evaluated (1) On key questions of our semi-annual employee satisfaction results (these questions reveal if the respective leader h as gained the full support of the Ladies and Gentlemen regarding our Gold Standards). (2) Through audits on public responsibility (i. e. Life Safety Systems, Security Systems, Food Preparation and Alcoholic Beverage Service, Environmental Stewardship). . The results of the seven specific decisions from the annual strategic planning process are arranged in a â€Å"Pyramid Concept† and distributed throughout the organization. The 2000 Pyramid is shown in Figure 1. 3. Improvement â€Å"Act† Gaps in leadership effectiveness are ad3. The Gold Standards are reinforced daily dressed with development/training plans. For in a variety of forums which include: (1) widespread deficiencies, the corporate human lectures at new employee orientation (2) resource function develops/improves courses, developmental training (3) daily line-up processes or facilities.As a result, we have 10 YEAR VISION meeting (4) administration of both posdeveloped a leadership center at Corporate To be Th e itive and negative reinforcement (5) Headquarters. In addition, we make exPremier Worldwide mission statements displayed (6) distensive use of developmental job assignProvider of Luxury tribution of Credo Cards (7) The ments. Credo as first topic of internal Travel and Hospitality Prodmeetings and (8) peer pressure. ucts and Services 5 YEAR MISSION Product and Profit Dominance OBJECTIVES T h e V i t a l – Fe w O b j e c t i v e s TACTICS Key Production and Business ProcessesSTRATEGY C u s t o m e r a n d M a r k e t Fo c u s S t r a t e g y w i t h Action Plans METHOD TQM – Application of Quality Sciences  · M a l c o l m B a l d r i g e N a t i o n a l Q u a l i t y Aw a r d C r i t e r i a  · T h e G r e e n B o o k – 2 nd E d i t i o n FOUNDATION Va l u e s a n d P h i l o s o p h y – T h e G o l d S t a n d a r d s Credo  · Motto Three Steps of Service  · Basics  · Employee Promise Copyright  © 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. – All Rights Reserved Figure 1. 3 7 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Strategic Planning Planning ProcessAt The Ritz-Carlton, Strategic Development is the process that enables Senior Leaders to make specific decisions that set direction for Business Excellence. 1 Macro Environment Analysis Confirm/Modify Vision, Mission, Strategy, Methods, Foundation Approach â€Å"Plan† A description of the three major components of our planning process, including the pre-work known as the Macro Environment Analysis, is show in Figure 2. 1. Macro-Environment Analysis This extensive analysis is done to understand the current state (and expected future state) of the Macro Environment in which we operate our company.The key result of the analysis is a projection of the future state of The Ritz-Carlton relative to competitors and the expectations of hotel owners in primary performance areas. Subsequently, gaps are identified. 2 Select RITZ-CARLTON Str ategic Mandates 3 Develop RITZ-CARLTON â€Å"VitalFew† Objectives and Targets March—June Figure 2. 1 Step 1 March – June Using the Macro Environment Analysis, Senior Leaders confirm the 10 Year Vision, 5 Year Mission, Strategy, Methods and Foundation or make changes. Step 2 March – June Deployment Process 5 1 Reinforce Pyramid Concept/ Plans/Budget Develop Production Processes 6Using the Macro Environment Analysis, strategic mandates are identified along with gaps in performance. Step 3 March – June The strategic mandates and the gaps identified in the Macro Environment Analysis are used to create the Vital-Few Objectives for the next three years. The Objectives are designed to address the projected gaps identified in the Macro Environment Analysis and to maintain or enlarge The Ritz-Carlton advantage over competitors where these advantages exist. VitalFew Objectives are separated into multiple categories for two purposes: (1) respond to the Strate gic Mandates and (2) represent all who are ffected by The Ritz-Carlton. The output of this step becomes our Pyramid (Figure 1. 3, page 7). Communicate Pyramid Concept to the Ladies and Gentlemen 2 Deploy Support Processes 7 Execute Plans 8 3 Develop Preliminary Plans / Budgets for L. L. C. and Hotels Daily Line-Up Reinforcement on-going throughout the year 9 Evaluate/Improve Planning Process 4 Finalize RITZ-CARLTON Pyramid Plan, Budgets for L. L. C. and Hotels Conduct Monthly Reviews of Plan at all levels. Collect information for the next cycle. October—February July—September Figure 2. 2 8 The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Deployment â€Å"DO† Activities that have been agreed upon are then tied into our financial planning and budget process. The specific actions by Senior Leaders to deploy the Vital-Few Objectives are shown in Figure 2. 2. Steps 5 – 7 October – February Step 5 occurs during our semi-annual General Ma nagers meeting which sets in motion steps 6 and 7. Step 1 July – September Key Production processes are identified by three criteria: (1) work that ranks very important to customers (2) work that is rising in importance to customers and (3) work that is poor in comparison to competitors.These processes must then be developed and deployed. This is done by process owners at the corporate level. For a discussion of these processes and how they are developed see Section 6, Process Management. Step 8 On-Going Throughout the Year Every day, in every work area, on every shift, a brief line-up meeting is held. During these formative sessions, the Pyramid Concept is deployed, The Gold Standards are reinforced and good ideas are shared. Step 9 Annually Step 2 July – September Each year the Vice-President of Quality is responsible for evaluating and improving the Strategic Planning Process.Benchmarking other Baldrige recipients is used extensively for continuous improvement. Supp ort processes are deployed to the support functions of the organization. These processes indirectly affect our products and enable us to reach our Vital-Few Objectives. These processes are also developed/deployed by corporate process owners at the corporate office. Results â€Å"Checks† Monthly performance reviews of the the Strategic Plan are conducted by the upper managers at the corporate and hotel level. The framework of a typical review is shown in Figure 2. , which focuses on the pre-established performance indicators of the Vital-Few Objectives as well as key processes. This information allows us to easily make improvements and benchmarking comparisons which are discussed in Category 4. Steps 3 – 4 July – September To bring out into the open the resources required to reach our Vital-Few Objectives, we involve the Ladies and Gentlemen of The Ritz-Carlton. First, we communicate the measures and targets of our Vital-Few Objectives to lower levels of the orga nization. The lower levels then identify the deeds, that if done, will collectively meet the objectives.The lower levels also â€Å"submit the bill† to perform these deeds. Focus Indicators What’s Reviewed Employee Pride & Joy †¢ Key Survey Questions †¢ Turnover Actual versus Plan / Trends Customer Loyalty †¢ Overall Customer Satisfaction †¢ Customer Difficulties Revpar / P&L †¢ Advance Bookings †¢ Market / Business Performance Actual versus Plan / Foremost Competitor, Trends Actual versus Plan / Industry Trends Key Processes †¢ Key Production and Actual versus Support Processes Plan / Trends Figure 2. 3 Process Owner †¢ Human Resource Director †¢ Operations Director †¢ Quality Director †¢ Marketing Director †¢ Finance Director Functional Leaders 9 The quarterly performance reviews are translated into opportunities for improvement and innovation. These decisions are determined by process owners with assistance from the special organization of Directors of Quality. Widespread understanding and involvement of findings and actions are deployed to lower levels through: (1) the traditional hierarchy (2) process owners and teams and (3) Commitment to Quality newsletters. Another form of improvement is the evaluation of the Strategic Planning Process. The Vice-President of Quality is responsible for developing, benchmarking and improving his process. The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Customer and Market Focus A particularly noteworthy tool that we use is CLASS (an automated â€Å"memory system† that links returning guests to their preferences). The practice of remembering regular guests creates lasting relationships, which is a major competitive advantage for us. The types of information stored in the CLASS database are given in Figure 3. 2 . At The Ritz-Carlton, customer and market focus concentrates on the information needed for hotel development and ope ration explained in Section 6, Process Management.Approach â€Å"Plan† In addition, we utilize other information technology: (1) DFS (2) Product Quality Indicators (PQI) and (3) Service Quality Indicators (SQI), explained in the next Section, Information and Analysis. The many needs and sources of this information (i. e. market research) are summarized in Figure 3. 1. Needs and Sources of Market Research at The Ritz-Carlton Needs for Market / Customer Information Brought to our Attention Readily Available but Requires Analysis Determination of Market Segments †¢ Sales and Marketing function ranks potential and current customers by volume, geography and profit Analysis of â€Å"CLASS† database Identifying Potential Customers Relative Priorities of Customers †¢ â€Å"Automated Memory System† that links returning guests to their preferences Widespread Customer Dissatisfaction Competitive Quality Status Opportunities for Improving RevPAR through Quality â € ¢ Alliances with Travel Partners (Airlines, Credit Card Companies, Convention Bureaus, etc. ) †¢ Same as above †¢ Focus Groups †¢ Customer Satisfaction results †¢ Use of Information Technology †¢ DFS Demand Forecast Individual Dissatisfaction of Customers Must be created by a Special Study †¢ Complaints, Claims, ClientAlerts, Feedback from the Salesforce, Summarized in the SQI/PQI †¢ Pareto analysis of the SQI and PQI †¢ Ratings from Customers, Star Report, Salesforce reports †¢ Summary of above analysis †¢ Summary of above †¢ Criteria, Rating and Awards from Travel Industry publications †¢ Pareto analysis to identify major causes of customer dissatisfaction Figure 3. 1 10 †¢ Interviews with customers †¢ World-Class customer and employee satisfaction data †¢ Special psychological studies to understand: 1. What Customers mean, not what they say 2. How to appeal to the customer in the language they most und erstandThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Deployment â€Å"DO† to remember returning guests and generate essential preference and schedule information to all concerned. In this way, the Ladies and Gentlemen of The Ritz-Carlton and our suppliers understand what is â€Å"new or different† about each individual customer or event. The specific actions taken by our Sales and Marketing Leaders to deploy our Market Research conclusions consist of four major processes: (1) The 6 P’s Concept (2) Operation of the CLASS database (3) Complaint Resolution Process and (4) Standard Performance Measurements.Standard Measurements The Six P’s Concept The major components of our Sales and Marketing Performance Management System are shown in Figure 3. 3. Since these measures both precede and lag the operation they are both forward-looking and reaction based. After we gain a full understanding of our market segments, customers and their relative priorities, we develop and distribute, internally, a 6P’s Concept. The concept consists of: (1) Problem or need of the Customer (2) Product (what is it) (3) Promises (what it can do for the customer) (4) Personal Advantage (what can the customer do because of it) 5) Positioning (the benefit of it versus the competition) and (6) Price/Value (what customers must give up in time or money to get it). These concepts lay the groundwork for process design. Subject Advance Bookings The 6P’s concept typically creates a vision of wellbeing, which results from the purchase of Ritz-Carlton products – genuine care, comfort and prestige. By disseminating this information into the marketplace, we reinforce an aura of competence. Service Quality Indicators (SQI) measure The Gold Standards Revenue Per Available Room (RevPAR) Customer Satisfaction Determination The P&L StatementFigure 3. 3 Operation of the CLASS Database Precede / Lag Operations Precedes up to several years Lags by One Day Results â€Å"Check† A major challenge faced by The Ritz-Carlton is to remember each of its 800,000 plus customers. In response, a special organization exists in each of our hotels called Guest Recognition. This special function uses the CLASS database Lags by One Day Lags by 45 Days Lags by 40 Days The effectiveness of our Customer and Market Focus is evaluated through reviews of our standard performance measures daily, monthly and annually. Daily reviews at hotels consist of SQI and RevPAR y market segment and performance. †¢ †¢ †¢ †¢ †¢ Likes/Dislikes Previous Difficulties Family Interests Personal Interests Preferred Credit Cards Recency/ Frequency of Use †¢ By Hotel †¢ All Hotels Lifetime †¢ Usage †¢ Amount of Purchase Monthly reviews at all levels consist of Advance Books, Customer Satisfaction, RevPAR by Market Segment and the P&L Statement. Knowledge of Individual Customers, Stored in CLASS Database Annual revie ws at the corporate level are contained in our Strategic Planning Pre-Work, Macro Environment Analysis. Improvement â€Å"Act† The daily and monthly reviews identify performance gaps to be corrected.The extensive analysis of the Macro Environment Analysis drives confirmation or changes in marketing strategy, objectives and plans. Figure 3. 2 11 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Information and Analysis The PQI are our Product Quality Indicators, which consist of the 10 most serious defects that can occur in the development phase of a new Ritz-Carlton Hotel, listed in Figure 4. 4. Approach â€Å"Plan† Two basic types of measurements are used at The Ritz-Carlton: (1) organizational measurements for upper managers at both the corporate and hotel levels and (2) operational (i. . process) measurements for planning, assessing and improving daily operations. A further distinction in our measurement is whether it provides information before, dur ing or after operations (Figure 4. 1–4. 3). PQI Defects 1. Sub-Standard Management Contract 2. Missing / Wrong Concepts 3. Late Feasibility Study 4. Wrong / Late Schematic Design 5. Detailed Design Changes 6. High-Risk Facility Suppliers 7. Late Construction Days 8. Missing / Inadequate Key Production and Support Processes 9. Inadequate Pre-Sales Results 10. Inadequate Caring Mindset of Employees Figure 4. 4Before Operations Measures Subject MacroEnvironment Analysis Unit of Measure Summaries of Performance, Money, Ratios, Indexes New Hotel Development Defect Points (i. e. PQI) Daily Variable Demand Production/Hours worked ratio Use Annual Input for Senior Leaders to reset organizational and operational measures Measures for Senior Leaders to plan, assess and improve each new hotel development Plan daily operations and pricing Since our customer requirements extend beyond the functional to the sensory (which are difficult to measure), we rely on The Gold Standards to measure quality during operations.Most of these measures are used by line level employees. We can do this effectively since the workforce is selected, trained, certified, reinforced and rewarded through our Gold Standards, This qualifies them to design the appropriate sensory measurements that allow them to assess their work and take appropriate actions. Figure 4. 1 The SQI are our Service Quality Indicators, which consist of the 10 most serious defects that can occur during the regular operation of a Ritz-Carlton hotel. The seriousness of each defect is weighted by a point value listed in Figure 4. 5. During Operations Measures SubjectThe Gold Standards Unit of Measure Taste, Sight, Smell, Sound, Touch Use Operational measures for the individual Employee to Plan, Assess and Improve their Work SQI Defects 1. Missing Guest Preferences 2. Unresolved Difficulties 3. Inadequate Guestroom Housekeeping 4. Abandoned Reservation Calls 5. Guestroom Changes 6. Inoperable Guestroom Equipment 7. Unread y Guestroom 8. Inappropriate Hotel Appearance 9. Meeting Event Difficulties 10. Inadequate Food/Beverage 11. Missing/Damaged Guest Property / Accidents 12. Invoice Adjustment Figure 4. 5 Figure 4. 2 After Operations Measures Unit of Measure OrganizationalPerformance Indicators, Money, 1–5 Scale, Percentages Key Production Weighted Defect Points (SQI) and Support Production/Hours Processes worked ratio Revenue per Available Room Figure 4. 3 Subject Vital-Few Objectives Use Improve Organizational Performance Improve Daily Operations Points 10 50 1 5 5 5 10 5 5 1 50 3 The total number of occurrences is multiplied by the weight, totaled and divided by the number of working days applicable to obtain an average daily point value. The average daily point value is disseminated to the workforce daily. Improve Pricing Policies 12 The Ritz-Carlton Hotel Company, L. L.C. 1999 Application Summary Comparative Benchmarking process owners to each metric associated with key production and sup port processes. There are three types of comparative data at The Ritz-Carlton: (1) comparisons to industry and our foremost competitor (2) benchmarks outside our industry and (3) benchmarks inside our company. Since we began formal benchmarking in the 1980’s, we have found this highly useful as it has pushed us over the years to even higher target levels of performance and roadmaps to get there. Figure 4. 6 details the sources of this data and the types of information that are analyzed.Since these process owners are heavily involved in designing the architecture of the data and information that they review, rarely do they see a fact or figure presented in a way they don’t understand. Results â€Å"Check† Since we place such a strong emphasis on fact-based decision making, reliability of the data is critical. We rely on our highly trained Ladies and Gentlemen (including statistically trained at all levels) to insure data and information reliability. At the corpor ate level, we assign individual process owners to assure data can withstand scrutiny and provide background information.We also retain third-party specialists to provide independent reviews of information analysis and processes. Deployment â€Å"DO† The specific actions taken by Senior Leaders to deploy the information and analysis approach is based on the concept of individual process owners. Individual Process Owners Improvement â€Å"Act† Our Senior Leaders and Hotel Guidance Teams have the high level organizational performance data they need because we assign individual owners to each metric associated with the Vital-Few Objectives. In addition, our Vice-President of Quality keeps our performance measurements current with business needs.Whenever our process owners and consulting specialists indicate a change of plan is needed, the plans are rewritten, rebudgeted and reapproved. Our Ladies and Gentlemen, on a daily basis, identify and implement improvements in perfo rmance measurement as expected in our culture and facilitated through the training and performance management programs outlined in Category 5. Our Ladies and Gentlemen have the operational performance data they need daily because we assign individual Sources of Comparative Data Internal Source External Information Source Each Hotel’s measurements in the areas RCHC of employee satisfaction, customerInformation, Analysis System satisfaction, RevPAR and operational performance are compared Information Ritz-Carlton Marketing and Finance RCHC functions compare us against our Information, Analysis System competitors in the area of market and business performance Process Champions Operations, Human Resources, Baldrige Award Marketing and Finance leaders drive Winners best practices and processes both up and down the organization Annually, the VP of Quality studies comparative data and best practices Regional VP Meeting These periodic meetings focus on review Kaznova of performance t o plan ConsultantsWorld-class benchmarks New Hotel Start-Up When Ritz-Carlton managers are assigned as trainers in a new hotel, they learn and share best practices Travel Publications, AAA, Mobil Criteria to identify industry trends and performance Best Practice Sharing Any â€Å"new idea† implemented is shared Mayflower company-wide via E-mail. Results and Group Improvements are communicated in the daily Commitment to Quality newsletter Travel Industry Criteria and Publications Figure 4. 6 13 The VP of Human Resources compares us to America’s most-admired companies (i. e. Fortune 500 and Baldrige winners) in the area of Employee SatisfactionThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Human Resource Approach Human Resource Focus Skilled and Empowered Work Force Operating with Pride and Joy Our human resource approach is summarized in Figure 5. 1, which is the well-established model that underpins and aligns our various human resource philosophies and programs. Ritz-Carlton Work Environment Approach â€Å"Plan† Ritz-Carlton Human Resources Fundamentals Our Senior Leaders decided to increase both the meaning and satisfaction our people derive from their work. This approach consists of three basic components: (1) ourLadies and Gentlemen know what they are supposed to do (2) they know how well they are doing and (3) they have the authority to make changes in the process under their authority or their own personal conduct. †¢ Quality Selection Process †¢ Orientation †¢ Training Certification †¢ Line-up and daily training †¢ Communication †¢ Personal and professional development †¢ Work/life issue management †¢ Job Enlargement †¢ Career progression †¢ Performance measurement †¢ Legal compliance †¢ Employee Rights †¢ Issue Resolution Process †¢ Reward and Recognition Know What They are Supposed To Do At Ritz-Carlton our Ladies and Gentlemen know hat they are supposed to: (1) learn and use The Gold Standards (2) master the procedures of their job (i. e. Training Certification) and (3) generate ideas to improve products, services and processes. Know How Well They Are Doing Figure 5. 1 We keep our Ladies and Gentlemen informed on how well they are doing in many forms. They receive coaching from managers and peers on individual tasks throughout the day. Our education and training is designed to keep individuals up to date with business needs. The Corporate Director of Training and Development and the Hotel Directors of Training and Development have the responsibility to make ure that training stays current with business needs. To do this, they work with Human Resource and Quality Executives who input organization and job performance training requirements or revise existing ones. The flow of this process is shown in Figure 5. 2. Key developmental training needs are addressed through a core of courses that all employees receive. Daily, th ey receive information from the SQI report. Finally, they receive semi-annual performance appraisals on their general performance. The Authority to Make Changes The ability of our Ladies and Gentlemen to regulate ow work gets done is assured through Basic Standards set out in The Credo Card, â€Å"People have the right to be involved in the planning of the work that affects them†. All employees (regardless of their level in the company) receive the same mandatory two day orientation process, which includes classroom type training on The Gold Standards and The GreenBook (page 16). Deployment â€Å"DO† As shown in Figure 5. 2, we use input from employees and their supervisors in determining educational needs primarily via a review and analysis of our performance appraisal documents.The Hotel Director of Training and Development and the Quality Trainers also receive and consider direct feedback from Ritz-Carlton personnel. When training is designed, it is piloted and appr oved in a fashion similar to the new product and service development process described in Category 3. Participants in the pilot provide direct, candid feedback to the designers and instructors. The specific actions taken to deploy our approach range across a broad spectrum, but most significant activities consist of: (1) The Quality Selection process and (2) Employee Education, Training and Development.Our President and COO started as a waiter’s apprentice in Europe, and many of our executives started as front line personnel in Ritz-Carlton Hotels and were promoted as they rotated jobs. Therefore, training receives the highest attention in our company. 14 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Departmental Trainer Evaluate Student Reaction/Needs Managers/Training Director Evaluate Performance appraisals/training results Vice-President, Quality Determine Organizational Performance Excellence Requirements Vice President, Human Resources Determine Orga nizationalDevelopmental Training Requirements Corp Director of Training and Development The Ritz-Carlton Design of Courses Confirm/Modify existing processes/Facilities Develop/Improve Courses/Processes/Facilities Project Team Codeveloped with supplier of new equipment/ Technology Outsource Figure 5. 2 â€Å"themes† of each job. The graph also contains comparative data which consists of industry and Ritz-Carlton norms. Although job induction training is classroom delivered by the Director of Training and Development and the General Manager, most training delivery is on-the-job. This onsists of: (1) daily line-up (2) self-study documents (3) developmental assignments and (4) training certification. Most training is evaluated through examinations, while other methods include audits, performance reviews and appraisals. Day 21 21 days after orientation, each orientation class reunites for a day of evaluation and debriefing. A similar session occurs on or near day 365. Approximatel y 80% of the training received by The Ritz-Carlton Ladies and Gentlemen is from in-house sources which allows us to have direct control over the method of training delivery and evaluation.