Networking Coursework Example | Topics and Well Written Essays - 250 words

Networking - Coursework Example For example, security needs may entail authentication, encryption security levels and modes of detecting intrusion. Additionally, the costs involved in the three mediums are difficult to contrast due to the different costs involved such as- acquisition costs, installation costs and maintenance costs. For an entrepreneur who wants to establish a global satellite radio system, I would begin with using at least two GEO satellites strategically placed above the globe. This would enable the satellites to transmit signals to the radio satellite receivers. Additionally, the entrepreneur would have no interference since the satellites are placed directly above the earth and would orbit continuously. The frequency of the transmission would range from 5GHz to around 30GHz. A synchronous connection can be likened to a lift that stops every floor to allow people on and off from the ground floor to the tenth floor. The first four floors refer to the input messages, while the next six floors are responsible for producing data. The network chosen is a local LAN, which is wirelessly connected and also through coaxial cables. If additional media is required, a USB cable can be used for connecting to the network. In some instances, one may want to use an external hard drive. In such instances, the hard drive is connected either via the USB or

Freud and Neuroses Essay Example | Topics and Well Written Essays - 750 words

Freud and Neuroses - Essay Example According to psychodynamic theory, neurosis, are the manifestations of one's attempts to ignore unconscious conflicts (Ricker 2006). Prior to Freud doctors and analysts believed that neuroses - metal disorders like depression, excessive anxiety were due to heredity. However, detailed investigations led Freud to believe that it was the malfunction of sexual instincts of childhood or adulthood that was at the bottom of neuroses, "there are grounds for regarding the neurosis as an acquired one, careful enquiry directed to that end reveals that a set of noxae and influences from sexual life are the operative aetiological factors" (Standard Edition, 1905 3: 99). Though some causes like emotional imbalances, physical tiredness, and stressful mishaps, other acute illnesses were more prominent, they were only secondary reasons for neurosis. According to Fine (1962) "Freud's thought in the 1890's centers around one major clinical observation: Neurosis involves a defense against unbearable ide as." (p.12) Using the concept of inner conflict, which is central to all psychoanalysis, Freud observed two distinct processes, the dominant one that propelled towards immediate release, and the other secondary one that tried to keep things under check and control; these he later named as 'ego and id' (Fine, 1962:13). Freud states that, "The tension between the harsh super-ego and the ego that is subjected to it, is called by us the sense of guilt; it expresses itself as a need for punishment" (Civilization and Its Discontents, 1962: 70). Fine observes the accuracy of Freud's analyses as "the primary and secondary processes, the main trend and the compromise trend of the nervous system, the two biological rules of attention and defense, the indications of quality, reality, and thought, the state of the psycho-sexual group, the sexual determination of repression, and, finally, the factors determining consciousness as a perceptual function" (Fine, 1962:10). The essay titled "Sexual Aberrations" in the three essays that explicate Freud's The Theory of Sexuality (1905) states that "the tension" created by the conflict, was "to be relieved the libido needs an object" and the object may be anything, including "male and female genitals" (Fordham, 1992:11-12). The ego is introduced through the introduction of an inner conflict - which sets in motion the 'anxiety'. In neurotics however, when the vision of the object is lost, it is perceived as the loss of the object itself, the imaginary sense of loss is thus, slightly more exaggerated. Which loss becomes 'unbearable'; ego is able to keep alive this perceived loss in short, he explored the conflict as two sides with the defense idea on one side and the 'unbearable' idea on the other. And from his investigations he understood that the 'unbearable' idea mostly involved the past of the neurotic patient, rather than a happening of the present (Fine, 1962:10). Repression and Hysteria Fordham observes that, "Freud had extensive evidence from the psychoanalysis of the neuroses, especially hysteria and the obsessional neuroses, in which he discovered the so-called perversions that had become repressed." (1998:12). Furthermore, for Freud, the concept of "repression," was very important to his

A Comparison of Realism in Uncle Vanya and A Dolls House Essay example

Realism in Uncle Vanya and A Doll's House      Ã‚  Ã‚  Ã‚   A play serves as the author's tool for critiquing society. One rarely encounters the ability to transcend accepted social beliefs. These plays reflect controversial issues that the audience can relate to because they interact in the same situations every day. As late nineteenth century playwrights point out the flaws of mankind they also provide an answer to the controversy. Unknowingly the hero or heroine solves the problem at the end of the play and indirectly sends a message to the audience on how to solve their own problem.    Henrik Ibsen and Anton Chekov both provide unique analysis on issues their culture never thought as wrong. In the play A Doll's House Ibsen tackles women's rights as a matter of importance being neglected. In his play he acknowledges the fact that in nineteenth century European life the role of the women was to stay home, raise the children, and attend to her husband. Chekov illustrates the role of a dysfunctional family and how its members are effected. Both of the aforementioned problems are solved through the playwrights' recommendations and the actions of the characters. In the plays A Doll's House and Uncle Vanya the authors use realism to present a problem and solution to controversial societal issues.    While both plays mainly concentrate on the negative aspects of culture, there are positive facets explored by the playwrights. In A Doll's House Henrik Ibsen focuses on the lack of power and authority given to women, but through Nora we also see the strength and willpower masked by her husband Torvald. To save her husband's life Nora secretly forges her father's signature and receives a loan to finance a trip to the sea. Nora's ... .... Chekhov short plays London:Oxford UP,1969    Durbach, Errol. A Doll's House: Ibsen's Myth of Transformation. Boston: Twayne, 1991.    Chamberlain, John S. Ibsen: The Open Vision. 1982.    Hahn, Beverly. Chekhov : a study of the major stories and plays. Cambridge : Cambridge University, 1977.       Ibsen, Henrik. A Doll House (1879). Trans. Rolf Fjelde. Rpt. in Michael Meyer, ed. The Bedford Introduction to Literature. 5th edition. Boston & New York: Bedford/St. Martin's Press, 1999. 1564-1612.    Jackson, Robert Louis. Chekhov : a collection of critical essays. Englewood Cliffs, N. J. : Prentice, 1976    Peace, Richard Arthur. Chekhov : a study of the four major plays. New Haven : Yale University Press, 1983    Templeton, Joan. "The Doll House Backlash: Criticism, Feminism, and Ibsen." PMLA (January 1989): 28-40.   

Case Garuda Indonesia Essay

In spite of the rapid growth in both passengers the traffic and fleet during the oil boom of the 1970’s, thus making it the â€Å"largest airline in the Southern Hemisphere†, Garuda, as it was known then, had been plagued by a bad reputation as well as heavy losses year after year. Having been a member of Mr. Lumenta’s management team of Garuda since November 17, 1984, Mr. Soeparno had the opportunity to involve himself with the management in its efforts to develop and implement new strategies to turn around the airline, which posted a net loss of U.S.$7 million in 1984 (exhibit 9), into profitability. He was therefore very pleased to see the company making a profit for the first time in more than a decade, to the tune of a modest rupiah 300 million (exhibit1). This result confirmed Mr. Soeparno’s confidence in the effectiveness of the policies adopted by Mr. Lumenta upon the latter’s appointment as President Director of Garuda in 1984. As the newly appointed President of Garuda, Mr. Soeparno is caught in the middle of a dilemma of whether to continue Mr. Lumenta’s successful policies or to formulate a new set of policies which would enhance the company’s ability to deal with the challenges it may face during his term and beyond. I. CENTRAL PROBLEM The weaknesses of their system were the manually produced passenger tickets and failure of reservation system. II. AREAS OF COSIDERATION a. Strength †¢ Good management †¢ Their business was expanding †¢ Higher Economic growth †¢ Biggest airlines in the Southern Hemisphere b. Weakness †¢ System weakness †¢ Not customer oriented TIME CONTEXT: January 6, 1988 SUMMARY: On January 6, 1988, Mr. Mohammad Soerparno (50) was appointed by the c. Opportunities †¢ Better condition of world’s economy †¢ The progress in business climate in Indonesia d. Threats †¢ Uncertain economic situation †¢ Increasing competition ANALYSIS Mr. Lumenta is a very hardworking and a responsible business man. He is a role model of the business industry, he find ways to settle the problems of the company, maintaining the stability the airlines is his one objective. Maintaining the stability of a company is not that easy, they encounter up’s and down. But in the case of the Garuda Indonesia they are the most prestige airlines in the country, they are the top among their competitors. III. CONCLUSION AND RECOMMENDATION I have therefore conclude that the best solution to the problem is In every business, negative and positive feedback of customer is always there. It is one of the reasons why company’s relay’s on their feedback, to know what the other ways are their going to accomplish just to satisfy their customer wants. Satisfying customers is one of the important, because your business cannot stand alone without them. Through them your business will evolve. As a recommendation, in order for that your customer will be sincere in your company you should show nice treatment to him, always prioritize you customer and new offers or new environment is one of the reason why customer is always constant to your company.

Josephine Baker Picture Gallery Her Career in Photos

The processes of emergent strategy development - Free Essay Example

Sample details Pages: 5 Words: 1405 Downloads: 6 Date added: 2017/06/26 Category Marketing Essay Type Research paper Did you like this example? Emergent strategy comes about through everyday routines, activities and processes in organizations (Johnson, et. al. 2005, Pp 408). Don’t waste time! Our writers will create an original "The processes of emergent strategy development" essay for you Create order It occurs by chance or happens within the organization without any long term planning. There are four organizational processes of emergent strategy development: Logical Incrementalism Resource allocation routines Cultural processes Organizational politics Logical Incrementalism The development of strategy by experimentation and learning from partial commitments rather than through global formulations of total strategies (Quinn and Voyer, 2003. Pp 408) Key features of logical incremental approach are Managers have a general view rather than specific view of future direction Develop strong, flexible core business and experiment with side bet ventures Top managers utilize mix of formal/informal social and political to pull together emerging pattern of strategies. Resource allocation routines strategies emerge through formalized routines and systems of the organization (Johnson, et. al. 2005, Pp 411). Key features of resource allocation routines appr oach are Day to day decision making about resource allocation across businesses Decisions may be made at a lower level than conventionally thought to be strategic Managers proposals competing for funds Collective effects of such decisions guide the strategy. Cultural Processes Incremental strategy development can be explained as the outcome of the influence of organization culture (Johnson, et. al. 2005, Pp 416). Key features are Self-reinforcing model Over time may result in strategic drift The model and the way we do things around here mean that managers try to minimize haziness/ambiguity by defining situation as something familiar. Organizational politics Political view of strategy development is that strategies develop as the outcome of processes of bargaining and negotiation among powerful internal or external interest groups or stakeholders (Johnson, et. al. 2005, Pp 414). Negative influence Powerful individuals may influence identificatio n of key issues and strategies selected Obstructs analysis and rational thinking Results in emergent or incremental patterns of strategic development Emphasis or de-emphasis of data can be source of power Positive influence Champions will support new ideas. Political conflict and tensions may produce new ideas For example Motorola has successfully met the needs of emerging markets by using its fundamental technological strengths in electronic components to progress from supplying TVs and car radios to offering telecommunication services. Using the website of a large organisation find its organisational chart. Explain why the organisation is structured in the way illustrated. The General Electric Company or GE is an American based multinational corporation incorporated in the state of New York. The company operates through seven segments: Global Growth Operations, Energy, Capital, Home Business Solutions, Healthcare, Aviation and Transportation. The organizational chart of the company is shown below. Source: (GE, 2011) GE organizational chart represents the multidivisional structure because, is built up of separate divisions on the basis of products or services. Each division responds to the specific requirements of its products or market strategy using its own set of functional departments (Johnson, et. al. 2005, Pp 438). The main potential advantages for General Electric of having multidivisional structure are: (Grant, 2005) (Johnson, et. al. 2005, Pp 439) (Pearce II and Robinson, 2009, Pp 344) Top management has limited decision making capacity Corporate management as interface between shareholders and business level managers. Eff icient allocation of resources through internal capital and labor markets Flexible add or divert divisions Increases focus on products, markets and quick response to change Control by performance Strong identification with products Opportunity for employees to learn other functions But there are some strategic disadvantages for General Electric of having multidivisional structure are: Difficult to achieve clear division of decision making between corporate and divisional levels. Increases cost incurred through duplication functions Fragmentation and non co-operation. Explain the four tenets of organisational learning. The learning organization is capable of continual regeneration from the variety of knowledge, experience and skills of individuals within a culture which encourages mutual questioning and challenge around a shared purpose or vision (Johnson, et. al. 2005, Pp 421). Tenets of Organizational Learning: Managers facilitate rather than direct Information flows and relationships are lateral as well as vertical Organisations are pluralistic Experimentation is the norm Managers have a generalized rather than specific view of where they want the organization to be in the future and try to move towards this position incrementally. And managers may seek to develop a strong, secure, but flexible core business. They will then build on the experience gained in that business to inform decisions both about its development and experimentation with side bet ventures. Does structure follow strategy or does strategy follow structure? There are two views on the relationship between Structure and Strategy. Structure follow Strategy Strategy follow Structure The first observation put forward by Alfred Chandler (1962), was based on a study of the development of large corporations in the United States. The focus of the study was on the historical development of the businesses and the different types of organizational structure appropriate at each of the key stages of development. Chandler and Cain (1979) says that in all sides of an organizations structure, forms the creation of divisions and departments to the designation of reporting relationships, and should be made while keeping the organizations strategic intent in mind. He observed that the transition from one form of structure to another usually did not take place as soon as the key strategic issue changed. He suggested that although the entrepreneurs were typically very astute at strategy development and implementation, they tended to know very l ittle about organization structure. From the research he concluded that Structure follows Strategy. The second view, Strategy follows structure is based on the idea that managers already working within a particular organizational structure will take the structure for granted and only consider strategies that will fit with the existing structure. The reason for managerial reluctance to change structure is associated with the time consuming effort involved in such a process and the fact that some managers will have vested interests in maintaining the structure as it is. According to Lynch (2006), strategy and structure are interlinked. It may not be optimal for an organization to develop its structure after it has developed its strategy. Strategy and the structure associated with it may need to develop at the same time in an experimental way: as the strategy develops, so does the structure. The organizations learn to adapt to its changing environment and to its changing resou rces, especially if such change is radical. If the strategy process is emergent, then the learning and experimentation involved may need a more open and less formal organization structure. Finally, an organization must achieve a fit, or congruence, between strategy and structure. Since different strategies and environments place different demands on an organization, they call for different structural responses. Give an example of an organisation where resource allocation processes (RAP) form part of strategy development. The Resource Allocation Process explanation of strategy development is that realized strategies emerge as a result of the way resources are allocated in organizations (Johnson, et. al. 2008, Pp 411). Bower and Gilbert argues that strategy is not like a software program that you install and it suddenly all works, it is a fluid process that is shaped by a range of internal and external forces (Bower and Gilbert, 2005). It is claimed that resource allocation must be viewed as something that gets in the way of implementing ideas but understood as a force that can lead a company in new and unforeseen directions. The role of resource allocation in strategy making: The case of Intel The Intel case shows clearly how resource allocation has a direct impact upon the effective strategy of a company. Intel started doing semiconductor memories; more specifically they had a dominant position in the production of DRAMs (Dynamic Random Access Memory). In 1971 an Intel engineer invented the microprocessor during a funded development project for a Japanese calculator company. Top managers must know the track record of the people who are making resource allocation proposals, recognize the strategic issues at stake; reach down to operational managers to work across division lines (Bower and Gilbert, 2007). Intels sales of microprocessors grew gradually in a host of small, emerging applications. In 1980s the Japanese DRAM makers intensifies their attack on the US market causing pricing levels to drop (Johnson, et. al. 2005, Pp 430). But, microprocessors consistently had the most attractive gross margins in Intels product portfolio, and the resource allocation process therefore systematically diverted manufacturing capacity away from DRAMs and into microprocessors. From this process we can see how the resource allocation and not the deliberate strategy was in reality guiding the company.

My Professional Growth Experiences And The Related...

My Professional Growth Experiences and the related activities have impacted student learning in innumerable ways. My growth has directly and indirectly impacted student learning in my classroom through a pedagogical change. I have expanded content knowledge through the process of incorporating technology into my classroom. I have participated in numerous training courses for Promethean Board, iPad/iPod, and Chromebooks; providing the equipment and opportunity for students to learn and become confident users of technology. I have also worked with colleagues, who were more proficient than I, and the various technology tools. I deepened content knowledge in science and math as I participated in training and teaching other teachers ways to introduce and integrate the current math standards. I systematically questioned the use of phonics over sight word instruction, all while realizing my need for differentiation in all areas of my classroom. Reflecting on PGE One, I am in a quandary. I want to provide as many meaningful interactions for students as possible. Yet, I am noticing (over the last few years) students entering school less prepared. They do not know their letters or numbers, cannot say the ABC’s or count to ten, are unable to write or spell their name, do not know how to use a pencil or scissors, much less know how to participate in a classroom with other children. Brain research has shown that early years of life are the mostShow MoreRelatedThe Most Powerful Learning Experiences For Me1624 Words   |  7 Pagesassigned to us by our Professor, were the most powerful learning experiences for me. In developing common focus, as stated in Gitterman and Germain (2008), members need to establish group rules and also remember to â€Å"build on one another’s contributions, identify and focus on salient collective themes, invite expression of differences† (p. 174), as well as welcome opinions which are contradictory or different from the majority. 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