Mccance Widdowsons Tables of Food free essay sample

Introduction Food composition tables are absolutely basic tools for the work of the dietitian and the human nutritionist. Every dietary prescription is built on the data in the food tables. Every study of the relationship between diet and health depends on the use of food tables to calculate nutrient intake. It is essential therefore that those who use the tables fully understand how they are compiled and what are their limitations. Food tables need to re? ect the foods eaten in the culture in which they are to be used, in terms of the types of foods and their origins. Where used to analyse dietary intake data, recipes that re? ect the local cultural patterns are an additional requirement. As agricultural and food manufacturing practices change, the food tables need to evolve to keep up with them. In the UK we are fortunate in having an excellent set of food tables. We will write a custom essay sample on Mccance Widdowsons Tables of Food or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They have evolved over a period of now nearly 60 years and there is a continuing rolling programme for updating. However, this does mean that the tables exist in several editions. Users need to understand when each edition appeared and how each differed from its predecessors. They need to know which edition has been used to analyse a given study. If embarking on a reanalysis of old data they need to choose the most appropriate version. If embarking on analysis of a new study, they need to use the most recent data. If buying nutrient analysis software they need to know which version of the tables are built into the programme, whether the writers of the software will provide regular updates as new data become available and whether the package has facilities for the user either to add new foods or to update old ones. This paper brie? reviews the evolution of the UK food tables and seeks to clarify some confusions that have appeared in recent years. First and second editions of McCance and Widdowson McCance and Widdowson’s Tables of Food Composition evolved from early work by R. A. McCance. In 1925 he was given a grant by the Medical Research Council to study the amount of carbohydrate in foods used in the treatment 1 Correspondence: Dr Alison E. Black , Medical Research Council, Dunn Clinical Nutrition Centre, Hills Road, Cambridge CB2 2DH, UK.  © 1999 Blackwell Science Ltd 2 A. E. Black and A. A. Paul t the point of consumption. They included published data mainly from the third edition of McCance and Widdowson, information from manufacturers, the nutrient composition of a substantial number of recipes calculated from data in the third edition and experimentally determined moisture loss, and a limited number of special analyses carried out by the Laboratory of the Government Chemist. The DHSS tables went through several versions. The ? rst (pilot 1963) version was re? ned for the second (1967) version by dropping items not used and adding some found to be necessary. A third (1969) version was essentially a rearrangement and renumbering of the foods items in the second version. The food tables remained unpublished but were readily available and widely used by those conducting dietary surveys in the 1960s and 1970s. A quick way to identify which set of tables has been used in the coding of any particular survey is to look at the Code Number for a frequently used food. The codes numbers for ‘milk, ordinary’ for example in 1963, 1967 and 1969, respectively, were 7104, 701 and 008. of diabetes. Later he conducted studies in particular on the composition of eat (McCance Shipp, 1933) and fruit and vegetables (McCance et al. , 1936). The ? rst edition of the food tables (McCance Widdowson, 1940) was compiled from data mainly from these early studies and also included some recipes. A second edition published in 1946 (McCance Widdowson, 1946; Widdowson, 1961) included more of the important wartime and post war foods, but was otherwise litt le changed. The third edition of McCance and Widdowson The third edition of McCance and Widdowson (McCance Widdowson, 1960) was the ? rst one familiar to many dietitians still practising. It was published in 1960 and expanded on the earlier editions (Widdowson, 1961) by including values for vitamins and amino acids. The former were drawn mainly from a thorough search of the literature and the latter from a combination of literature data and new analyses. A wide range of basic foods was covered in this edition including many new analyses, but a only a limited number of recipes were incorporated. Code numbers ranged from 1 to 663, but total entries numbered 797 as many entries for ? sh, fruit and nuts included both an entry for edible portion and an entry for the food weighed with nonedible waste (skin, bones, cores, shells). These used the same code number with and without the suf? x a. An account of this revision was given to the British Dietetic Association by Dr Widdowson herself in 1960 (Widdowson, 1961). The fourth edition of McCance Widdowson (MW4) The fourth edition of McCance and Widdowson’s food tables was published in 1978 (Paul Southgate, 1978). The principles used in compiling this edition were fully set out in the general introduction to the tables, which is essential reading for dietitians. This was a major revision with approximately two thirds of the data being updated by new analyses or literature values. There was extensive consultation with dietititans and many new foods were added (Southgate Paul, 1978). This edition included more recipes than the third edition, but nevertheless not as many as the DHSS tables. Code numbers range from 001 to 969. There are two true supplements to the fourth edition of McCance Widdowson in that they contain data additional to MW4 and are not revisions of MW4 data. These are: 1 First supplement to MW4 (Paul et al. , 1980). Amino acids and fatty acids per 100 g of food.  © 1999 Blackwell Science Ltd, J Hum Nutr Dietet 12, 1–5 The DHSS Food Tables During the 1960s and 1970s the Department of Health and Social Services (DHSS) embarked on a series of national surveys of different sections of the population using 7day weighed diet records. Molly Disselduff (from the DHSS), the late Jean Robertson (from the MAFF) and Jean Marr (from the MRC) prepared a set of food tables for analysing these surveys. Known as ‘The DHSS Food Tables’, these were set up to cope with food as reported McCance Widdowson’s Tables of Food Composition The foods listed and their code numbers are the same as in MW4. 2 Second supplement to MW4 (Tan et al. , 1985). Immigrant foods. This supplement contains foods selected from MW4 with code numbers as in MW4, together with many additional items given codes in 5000 series (5001–5237). These items were later incorporated into the revisions of MW4 and thus these data have all been superseded. 3 Revisions of the fourth edition of McCance Widdowson After publication of the supplement on immigrant foods, MAFF, in association with the Royal Society of Chemistry, embarked on a staged revision of the whole of the fourth edition of McCance Widdowson. The revision has been completed and published in sections, taking each of the major food groups in turn. Although not so designated, these ‘Nine Supplements’ effectively constitute the true ? fth edition of McCance and Widdowson. The table below lists the nine supplements, the code numbers used in each and the reference with date of publication. The most recent supplement in the series covers fatty acids (MAFF, 1998). Food code numbers are retained as in the revisions 1–9 above, any new foods being assigned numbers within the appropriate food group. The so-designated ? fth edition of McCance and Widdowson (MW5) The single volume compilation of selected items that was published as the Fifth Edition f McCance and Widdowson (Holland et al. , 1991b) has caused much confusion. Many have thought it to be a complete revision of the fourth edition. It is not. It is a limited compilation of data selected from the food tables available at the time of publication. It contains data from the ? rst four revised sections, namely cereals, milk, vegetables and fruit (Revisions 1†“4 above). These still remain the most recent published data. For the remaining food groups, however, the data were taken from the fourth edition of McCance and Widdowson. Thus the data for ? sh, meat and miscellaneous foods in MW5 came from MW4 and are now out of date as they have been superseded by subsequent revisions (Revisions 5–9 above, known as the supplements to the ? fth edition). This publication (MW5) is still widely used, particularly by students, since, as a single volume, it is more convenient and cheaper than the ‘Nine Supplements’. However, it is essential to recognize (i) that it does not contain the complete set of data available and (ii) that a large part of the data is not now the latest available data.

Free Essays on Jorge Amado

In Itabuna county, Southern Bahia, Brazil. Jorge Amado born in August 10, 1912 to Eulalia Leal Amado de Faria and Joao Amado de Faira. Jorge Amado is well known for his some thirty volumes of fiction, theater, biography, memoirs, poetry, travel literature, and children’s stories. The early Jorge. When Jorge was one year old, his father was wounded by an assanin’s bullet in an ambush at the Auricidia farm house. An year later Jorge and his family had to move to Ferradas and Ilheus because a flood destroyed Auricidia. At the age of six Jorge enrolls in school at Ilheus. Also his first brother Jofre was born. In 1922 Jorge enrolled in borading school at Colegio Antonio Vieria in Salvador, Bahia. Jorge didn’t really like borading school so he ran away to his grandparents house in rural Sergpe state in Brazil. In 1925 Jorge enrolls back to school again at Colegio Ipirango in Salvador. Araujo 2 Jorge got a job as a reporter for Diario da Bahia and that when his career in writing started. In 1929 he published a novel written with Dias da Costa and Edison Carreiro in Rio de Janeiro. Later he moved to Rio de Janeiro to finish preparatory course. In 1031 Jorge was admitted to National Law school in Rio. Meanwhile he published his first solo Novel O Pais do Carnaval. Two years later he published his second novel Cacau. The ssame year was when he fell in love and married his wife Matilde Garica Rosa. His novels was translated in thirty different languages. The first novel the was translated was Cacau. It was translated in Spanish. In 1935 he published his forth novel Jubiaba and he also graduated from law school but he refused to get his diploma. Also that year the Russian version of Cacau and Suor was published. In 1936 Jorge was Jailed briefly in Rio by Vargas government because he supported an abortive military revolt against the Vargas regime. Jorge traveled to Rio Grande do Sul, Uruguay, Argentina, Chile, Mex... Free Essays on Jorge Amado Free Essays on Jorge Amado In Itabuna county, Southern Bahia, Brazil. Jorge Amado born in August 10, 1912 to Eulalia Leal Amado de Faria and Joao Amado de Faira. Jorge Amado is well known for his some thirty volumes of fiction, theater, biography, memoirs, poetry, travel literature, and children’s stories. The early Jorge. When Jorge was one year old, his father was wounded by an assanin’s bullet in an ambush at the Auricidia farm house. An year later Jorge and his family had to move to Ferradas and Ilheus because a flood destroyed Auricidia. At the age of six Jorge enrolls in school at Ilheus. Also his first brother Jofre was born. In 1922 Jorge enrolled in borading school at Colegio Antonio Vieria in Salvador, Bahia. Jorge didn’t really like borading school so he ran away to his grandparents house in rural Sergpe state in Brazil. In 1925 Jorge enrolls back to school again at Colegio Ipirango in Salvador. Araujo 2 Jorge got a job as a reporter for Diario da Bahia and that when his career in writing started. In 1929 he published a novel written with Dias da Costa and Edison Carreiro in Rio de Janeiro. Later he moved to Rio de Janeiro to finish preparatory course. In 1031 Jorge was admitted to National Law school in Rio. Meanwhile he published his first solo Novel O Pais do Carnaval. Two years later he published his second novel Cacau. The ssame year was when he fell in love and married his wife Matilde Garica Rosa. His novels was translated in thirty different languages. The first novel the was translated was Cacau. It was translated in Spanish. In 1935 he published his forth novel Jubiaba and he also graduated from law school but he refused to get his diploma. Also that year the Russian version of Cacau and Suor was published. In 1936 Jorge was Jailed briefly in Rio by Vargas government because he supported an abortive military revolt against the Vargas regime. Jorge traveled to Rio Grande do Sul, Uruguay, Argentina, Chile, Mex...

Week 3 Research Paper Example | Topics and Well Written Essays - 500 words - 1

Week 3 - Research Paper Example In order to achieve this, the above mentioned functional areas must collaborate and come up with an action plan to implement the collaboration process. The first step of the collaboration process is for the purchase department to provide a list of the purchases they intend to make and how much each is going to cost. This list is taken to the accounting department which authorizes release of the expense money. Once the goods are brought and inventory is done, sales department takes over the day and turn over the money at the end of the day for the accounting department to calculate. The marketing team comes up with strategies to increase customer base and maintain the present customers and this strategies are presented to the accounting department once approved by the management for funding. In order for the above process to run smoothly, they need to have an action plan which should run for several months and if successful, should be implemented. The action plan will involve majorly the accounting, marketing and sales departments. This is because they are important in revenue generation to run the collaboration process. The marketing department will come up with advertisements of discounts, sales coupons and even points that can be redeemed depending on the purchase made. The account department will release funding for this marketing and finally the sales department will handle the discounts, point redemption and sales coupons. The success of this action plan will not only bring in more clients, but will also increase profits for the running of the collaboration process. Lateral collaboration happens among people of the same level at work while vertical collaboration is between employers and employees (Bryson, 2011). In Kudler Fine Foods, lateral collaboration is employed majorly in the kitchen department where the chefs hired share their recipes with the other chefs in the various Kudler stores. This is in order to avoid

The Concept Knowledge Transfer Essay Example | Topics and Well Written Essays - 750 words

The Concept Knowledge Transfer - Essay Example The researcher states that knowledge management defines what is important and vital and enables a firm to create a knowledge transfer system that ensures that workers acquire that grasp of the knowledge and understand how to apply it for improved results. This implies that knowledge transfer is a system through which workers are given guided knowledge upgrade and made to become more productive in their capacities within an organization. Many authoritative writers in the field of human resource management argue that human capital is a tool for competitive advantage and the ability to improve human capital through knowledge transfer ensures a firm remains a leader in the industry. Linda Argote and Paul Ingram in their preliminary study also stated that the creation and transfer of knowledge is the basis of competitive advantage in firms. In building on this premise, they go further to investigate the various facades of knowledge transfer. Knowledge transfer is done on the level of a un it in an organization in the collective sense and also done on an individual basis. For all practical purposes and to attain effectiveness, Argote and Ingram argue that there is the need for firms to identify â€Å"reservoirs† of knowledge in organizations to better focus their efforts and also optimize their resources in knowledge transfers. Through this, they can define the real needs of that unit and streamline it with the overall strategic objectives of the firm. This brings about better results and enhances the planning process and implementation of knowledge transfer activities. The creation and definition of knowledge reservoirs lead to member-member networks and member-task networks that gives significance and meanings to knowledge and its essence in making a firm competitive in outlook. With that background, a firm can streamline its affairs to impart knowledge and also make the best of the knowledge transferred to staff members in their operations.

The main dangers of using mergers or acquisitions as a form of market Essay

The main dangers of using mergers or acquisitions as a form of market entry - Essay Example Mergers or acquisitions may be defined as an aspect of corporate finance or strategy and management that involves buying, selling and combination of various companies.The objective of combining is to finance or assist a company that is growing to grow fast without forming another business entity. The two terms have a slight difference, on one hand, acquisition may refer to a company taking over another and establishing itself as a new owner. On the other hand, merger occurs when two companies agree to operate as one new company. As suggested by Turner and Johnson (2010), in both cases, that is merger and acquisition the outcome is that one company swallows another and operates as one. For instance in 1999, Glaxo Wellcome merged with SmithKline Beecham creating GlaxoSmithKline as a new company. Practically, equal mergers do not often happen, in most cases a company purchases another and allows it claim that it was equal merger, despite the fact of it being technically acquisition. How ever merges or acquisitions are said to have several risks when used as the entry to the market. Mergers and acquisitions have the tendency of destroying continuity of leadership in the particular company’s management. This might happen for even over a decade since the starting of the deal. Studies have shown that the targeted companies may lose about twenty percent of their executives prior the acquisition. Mergers and acquisitions in most cases create problems in the brand. ... The issue different consumer preferences may also be endangered by M&A. This occurs when upcoming company chooses to change the products. Changes may also occur in terms of price of product. One of the motives of M&A is to make the prices higher hence maximizing profits. The risk involved is that the consumer may change their attitude and fall to consume the products. This in turn endangers the growth of the company. The resulting company is faced with the risk of operation after the transaction as suggested by Segal-Horn and Faulkner (2010). For instance the personnel management may become slow because it is either new employees are incorporated or the existing ones become overloaded. The personnel department usually takes long to adapt to the changes thus proofing a slow growth in the progress of the new business. The effect on personnel therefore makes market entry not to be effective. The management of information and risks is also dangerous factor in M&A. The previous ways of tr ansferring information may seem difficulty as a result of new workers or overload. The resulting company may become exposed to many risks due to the merger whilst the method of managing them may take long to devise. The cost of risk management may also be high at the time of market entry. This is dangerous because at this time the company is still trying to cope with the current situation. According to Deresky (2003), cultural differences and barriers proof to be dangerous to M&A in market entry. For instance, the lack of knowledge about the resulting market may be a danger to the resulting company or firm. The market may respond negatively to the merger thus result to poor sales. This will cost a lot to the new company as one of the merger

Analysis of Situational Leadership Theory

Analysis of Situational Leadership Theory The situational theory of leadership is becoming increasingly popular in the context of modern organizational leadership. This is evident from the manner in which it is surfacing in academic literature such as books, journals and research reports. A leadership style refers to the pattern of behavior; including both action and words as exhibited by a leader or as perceived by followers. Situational leadership revolves around job-related maturity. According to Mark, et al (2009) job maturity refers to an individuals ability in performing a job and this is a key factor determining a leaders behavior. The situational leadership model puts it that effective leadership is dependent on both the acts of management and leadership and that these enhance an organizations match to current global trends. The model emerged from the realization and understanding that not all individuals within a group or community being led compare in terms of maturity level and that the need for a leadership style differ with situations. Thus the model is based on situational variables as it relies on day-to-day perceptions of a leader as well as the environmental observations rather than research data. Current research shows that effectiveness in the light of this model involves a leaders assessment of the development level (maturity) of their followers as well as the situation at hand to adjust their leadership approach accordingly (Norris Vecchio, 2000; GEN Dennis, 1999). Situational leadership entails first understanding ones predominant leadership approach and the level of the followers development process. Situational leadership is particularly becoming an effective strategy among Army leaders given the current rates of technological advancement and combat techniques. Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment. Background of the Situational Leadership Model The situational leadership theory was developed by Hersey and Blanchard in the 1960s basing on Reddins 3-D framework of leadership (Hersey Blanchard, 1996). The developmental process of the model focused on three key categories: consideration; initiation of structure; and leader behavior. In situational leadership, the subordinates job-relevant maturity (both psychological and job maturity) is the primary situational factor determining a leaders behavior. Maturity is regarded to be a product of the education level and/ or experience. Psychological maturity is an important aspect of job maturity and it reflects a persons state of motivation, that is, their confidence and self-esteem levels; which are highly influenced by ethical practices in a firm. Hersey and Blanchard identified that physiological maturity is associated with an individuals orientation towards achievement as well as the ability and willingness to assume responsibility. Hersey and Blanchard thus concluded that perfor mance is basically a behavioral manifestation of job relevant maturity (Hersey Blanchard, 1996). Proponents of this model hold the notion that each situation demands a different leadership style and thus the best course of action is dependent on the situation at hand, that is, effectiveness in leadership is dependent on the adaptability to adapt to situations. It is also imperative to note that the leader-follower relationship determines the outcome of any particular task. Lee-Kelley (2002) points out that situational leadership is based on both versatility and effectiveness. Four leadership approaches apply under the situational leadership model and are dependent on followers job-related maturity. The major notion under this model is that flexibility and adaptability determine which of the diverse styles would apply in the context of varied situations, followers or tasks. The Four Leadership Approaches/Styles Applied in Situational Leadership S1: Directing (high task, low relationship behavior) Leaders take the responsibility of determining the roles and tasks for their followers. They thus are involved in close supervision of the follower activities as well as taking and announcing all the decisions. In this regard, the leaders are more concerned with the challenge of meeting goals and accomplishing tasks than on building strong relationships with their subordinates (Norris Vecchio, 2000). Communication in this style is usually one way since leadership autocratically categorizes employees duties. S2: Coaching (high task, high relationship behavior) Although the leader has the power of making decisions, he/she usually involves the suggestions of the followers while maintaining a good relationship with them. Although communication is two-way, final decisions on ideas are usually made by the leader rather than their authors (Mark, et al. 2009). Leaders are thus focused on selling their ideas to the followers to have them understand the importance of their tasks and the various organizational processes. S3: Participative (high relationships, low task behavior) This style is usually very motivating to subordinates as it involves a shared decision making process and a two-way communication channel (Hersey Blanchard, 1996). Followers are usually included in all job-related duties as well as in determining how tasks and responsibilities are to be accomplished. The leader often relies on the followers contribution in organizing the day-to-day responsibilities such as tasks and processes allocation. S4: Delegating (low relationship, high task behavior) In certain situations, leaders are compelled to entrust their followers with much of the decision making process. The leaders task thus entails monitoring progress although he/she is not extensively involved in the process of making decisions. However, the leader is more focused on problem solving and taking decisions but grants the followers the authority to determine the final decision. Followers decide when it is appropriate to involve the leader. There are four major follower maturity levels that determine the necessity for a leadership style (Hersey Blanchard, 1996). Follower Development Process/Maturity Levels The first maturity level (M1) encompasses followers who usually have no confidence, knowledge or skills necessary for them to work independently. Such individuals usually require supervision and direction before they can be entrusted with tasks. In such a situation, effective leadership would entail applying the directing approach of leadership (Peter, et al. 2008). The second level (M2) of maturity involves followers who generally have the will to do a task but they lack the capacity to do so independently. This means that leading such a group would necessitate that the leader employ an approach that can coach the followers at their duties. The third maturity level (M3) includes individuals who are usually highly experienced and can attend to the task in question satisfactorily. Participative leadership is best suited to lead such followers. However, these followers lack the confidence to assume sole responsibility of seeing a task to accomplishment. The fourth maturity level (M4) i ncludes those individuals who are not only experienced but are also confident and able to take on the task (Mark, et al. 2009; Fernandez Vecchio, 1997). They are not only willing and able but are also confident that they can successfully fulfill accomplishments independently. In the event of M4, leaders usually assume the delegating leadership style. It is essential to note that differentiated leadership is only possible under the situational leadership approach since different followers with varying levels of needs, abilities and maturity levels are led. The situational model is based on the perception that real leadership revolves around people management in a manner that is fair for the sake of being mutually rewarding as well as providing productive objectives; which are usually free of any manipulation. According to Hersey and Blanchard, the process of controlling, influencing and motivating followers towards attainment of stated accomplishments relies on three key leadership skills: (i) prediction of future behavior; (ii) understanding the behavior of the past; and (iii) the changing, controlling as well directing behaviors (Lee-Kelley 2002). In this regard, research shows that effective situational leaders are usually engaged in a number of behavioral manifestations: relationship and task behaviors, which are important in driving creativity and innovation among followers. Applying Situational Leadership in the Military Services Overview The increasingly complex military environment demands for an effective approach to leadership, one that is adaptive to the different followers situations. The US Army Field Manual (FM) 22-100 emphasizes on the ability of any military leader to adjust to the particular situation or individuals being led (US Army Field Manual (FM) 22-100, 1999). Use of the model is evident among successful military leaders. Military leaders such as combat leaders are usually not confined to any one leadership style in any given situation, not with the dramatically changing nature of the battle field now and in the future. It is increasingly becoming mandatory that military leaders be adaptive (flexible) enough to engage styles that will enhance the success of the soldiers. Situational leadership in military would be important especially in enabling military leaders to take advantage of techniques from the four styles of situational leadership for the sake of motivating soldiers towards accomplishing mi ssions successfully. Ability to make use of cultural awareness, sound judgment, self control, and intelligence is the key to effective situational leadership. As a Military Leader According to Lau (1998), the concept of situational leadership became of particular importance in the military following the formation of the continental army. It is also based on the recent view that control, teamwork, discipline, and organization are deficient within the forces (GEN Dennis, 1999). In this regard, military psychology has been developing situational leadership frameworks for the last 100 years to promote effective military behavior based on the view that particular behavior among military individuals would inevitably facilitate better outcomes. While using this model, it is necessary to make use of the studies and facts about military figures and units encountered during my service to avoid repetition of past mistakes over an over. This way, one would be able to learn from these past histories and focus on key concerns that address soldiers simultaneously in regards to mission accomplishment tasks. This would help in focusing on the task and social aspects of duty as one adapts his/her leadership style to match followers needs and abilities. Studies reveal that this training has had more emphasis on the managerial training rather than the tactical approaches (COL Kent LTC David, 2001); this would be a challenge and an opportunity to apply the various leadership approaches within the constraints of the situational model of leadership to get the best from the soldiers. Studies have shown that difficulties associated with compromises on the gratification level, solution seeking and perfectness due to autocratic rules can be effectively solved through the situational leadership approach, whereby combat leaders take advantage of the opportunity for adjusting communication flow through adapting to leadership styles that are situationally appropriate (GEN Dennis, 1999). Military leadership tasks revolve around being both a social specialist and a task specialist, that is, ones primary goal is to accomplish the groups main challenge of defeating enemies in combat. Such a role requires being more informed, active and intelligent than the followers. As a social specialist, ones challenge would encompass building and maintaining a close relationship with the group, keeping the group together, and providing morale (Peter, et al. 2008). As a military leader, being able to situationally adapt to the social needs of the followers would help in mitigating issues concerned with low morale such as desertion, crime, malingering and absenteeism. Thus, the social specialist role helps one to be able to improve a teams cohesiveness. An ideal military, situational-based leader is one who is able to excellently and concurrently apply both the task of a specialist and an equal competency as a social leader (COL Kent LTC David, 2001). Social situational adaptability is especially important for effective and successful leadership among leaders at the lower levels than it is for the higher levels. It is imperative that one be conversant with the dynamics of the rules in the army to achieve untried solutions and meet challenges with this model. For effectiveness, one has to continuously look for situations in which they can apply new alternatives. More particularly lower ranks require that one be less sensitive on rank differences and have more foresight and initiative regarding what is right or who is right; this is an example of ideal situational adaptive ability in which they would be dependent on information to tackle challenges (Lau, 1998). Still on situations, using technical expertise while at the same time focusing on the groups cohesiveness, especially because of the stressing nature of the military environment, would be the perfect thing to do. This implies that ones adaptability and flexibility has to be impressive as military work usually involves surprises which would necessitate this. Therefore, a flexible leadership model such as situational leadership is most applicable in the military situation due to the necessity to successfully handle unanticipated events. Being an adaptive leader is paramount to conceive the importance of creating an environment for enabling followers as well as junior leaders to expand their rational risk-taking. It enables them to enhance their development, training and coaching levels (Lee-Kelley 2002; Lau, 1998). This is particularly so in the face of the increasing sophistication of the hardware, techniques and tactics applied in the military today. Situational approach in military leadership involves training the subordinate officers to tackle more complicated tasks with use of fewer resources. John Blair and James Hunt describe the various elements that influence the situational approach of leadership within the military. They sought to enhance the understanding of the major characteristics defining leadership in future battle fields as well as the extent of their influence on commanders, soldiers and the army in general (COL Kent LTC David, 2001). James and John emphasize on the organizational and environment al factors (macrocontigency factors) and the microcontigency factors encompassing the situational factors that are particular to tasks, individuals or unit. Most current military services derive from the situational leadership model. Situation leadership training in the military began as early as the 1970s but only limited studies have been on the same in the military context. Recent research on the air assault battalion of US National Army Guard shows that this model works effectively within the military (Mark, et al. 2009). A military leaders major accomplishment under this model would be to facilitate the development of the job-related maturity of the soldiers. According to the guidelines outlined in FM 22100, the effectiveness of a combat leader relies on the ability to demonstrate flexibility in terms of the leadership approach while leading other soldiers (Lau, 1998). This is because the military is characterized by different behaviors with some responding best to suggestions, coaxing, gentle prodding or directions. An example of one approach involves applying the S2 (coaching) style for the subordinates in maturity level 3 to improve their motivation, commitment, and ownership of decisions. Thus, being situational implies that one has the ability to shift from using an overly directive approach to suing one that allows the subordinates to be self sufficient; this is the basis for leadership and subordinate development in the army. FM 22100 indicates that the most important competency of any military leader is being able to identify the needs of the subordinates as well as their abilities so as to figure out the best approach to bring ou t their best (US Army Field Manual (FM) 22-100, 1999). Effectiveness and success is thus enhanced by the ability to use a combination of the features of all the four situational leadership styles to fit with individuals, place and task involved; since it is usually difficult to lead in battle fields that require different techniques while based on a single approach. Studies in military leadership have identified that unit outcomes are improved by integration of transactional and transformational competencies into the various situational leadership approaches (GEN Dennis, 1999). Shortcomings of the Situational Leadership Model Studies by the Air University Leadership and Management Program Advisory Group identified that the situational leadership model has some limitations that are worth noting (COL Kent LTC David, 2001). While the model is effective in outlining the appropriate style of leadership based on job-maturity it fails to take care of other important considerations within the military. For instance, the model does not address the extent to which leadership is practiced, the different styles essential in the event of specific combat action, staff versus operations leadership or the various styles that may be appropriate in the vent of combined, joint, or even service leadership. This is because leaders may not be able to identify situations where the various leadership styles apply more appropriately or that they lack the capacity or expertise to employ the appropriate behaviors whenever the telling or the directing styles are most appropriate. It is difficult to assess the readiness level of the followers since this model involves a multifaceted approach (Fernandez Vecchio, 1997). Conclusion The situational leadership theory is becoming increasingly popular in modern organizational leadership especially in the military set up. Leadership is an important aspect of combat power and thus the reason for situational model popularity. The most important task in combat situational leadership is being able to motivate the soldiers through morale factors enhanced by unit cohesion. A leaders adaptability is the key necessity for the success of the situational leadership model. Communication is one way to improve task motivation and leadership outcome in the context of this model. Communication is also two in an effort to improve morale and participation. However, the S1 and S4 styles usually involve more situational concerns than just the subordinates readiness. The appropriateness of a leadership style changes with change in the leadership environment. The model emphasizes on using more than one style of leadership especially when developing followers. According to this model, th ere is a no best leadership style since the key determinants of leadership is the adaptation to the job maturity and the skill level of the subordinates. As proven Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment.

Charles V, Holy Roman Emperor Essay -- Biography, Roman Emperor

Charles Hapsburg, who later became Charles V, Holy Roman Emperor, was born in the Flemish city of Ghent on February 24, 1500 (3) to Phillip the Handsome and Joanna the Mad (2). He had four sisters: Eleanor, Isabel, Mary, and Katherine. Ferdinand I was his only brother (7). His maternal grandparents were the very famous Isabel of Castile and Ferdinand of Aragon who funded Columbus’s expeditions (6). His paternal grandfather was Maximilian I, Holy Roman Emperor (7). Charles V was raised in the Netherlands without his parents (3). His aunt, Margaret of Austria raised him after the death of his father (9) due to the fact that his mother was insane and therefore incapable of caring for him (11). Adrian of Utrecht, who later became Pope Adrian VI, taught Charles V during his early years and became a mentor of sorts to him (8). Charles V married Isabel of Portugal in 1526. They were married for thirteen years and had three children named Mary, Joanna, and Phillip II (7). Charles V died on September 21, 1558 at the San Jeronimo de Yuste monastery in Spain (3) from malaria (4) nineteen years after his wife had passed away (7). Charles V gained control of the Netherlands and many other countries when his father passed away. At the age of 16, his grandfather, Ferdinand II died, leaving Charles V as joint ruler of Castile and the full ruler of Aragon, Naples, and Spanish America as well as multiple other kingdoms. The death of Ferdinand II opened the door for Charles V to become King Carlos I of Spain in 1516. In 1519 when Maximilian I died, Charles V was left with the Hapsburg domains and was elected Charles V, Holy Roman Emperor (11). With all of the nations he inherited combined, his domain was estimated at four millio... ...is retirement, Charles went to live in a Spanish monastery until his death (3). Charles V essentially failed in all aspects of his universal empire plan (3). In the end, he was never able to stop the spread of the Reformation in his empire (5). Although he fell short of his own goals for his reign, people still remember him for his sense of duty, strength of will, and integrity (11). Although Charles V’s reign was not as successful as he would have liked, he is credited with carrying on the very powerful Hapsburg line. All of the children he fathered went on to continue it. His son, Phillip II, married Mary of England (7) who is also known as Bloody Mary (13). This marriage made him Queen Elizabeth I of England’s brother-in-law. Marriages of Charles V’s descendents to the royal elite of Europe assured the Hapsburg legacy for many generations to follow (7).

Cochlear Implant RST

It doesn't change them it just makes their smile brighter. People get haircuts to express who they are, or who they want to be, but it doesn't change who the eye actually are, it just makes them kick the way they want to. The same thing goes for a cochlea r implant. It enhances the possibilities of hearing for a deaf person, but it will never change e who they are because they will always be deaf. That's why deaf people should get cochlear I implants because they will not change their identity.In the movie Sound and Fury a young girl's parents restrain her from getting a cochlear implant in the fear that it will change her identity in the deaf world. There is al so a young boy whose parents are judged and tormented for deciding to implant him with a c cochlear implant. Both families want their children to play a role in the deaf community, but boot h families are told that with a cochlear implant, that could never happen. The parents of the you Eng girl are introduced to another youn g girl who was implanted to see if it was really right t for their daughter.The young girl was so accustomed to hearing that she didn't sign a ND she spoke clearly. It was clear that the little girl most likely wasn't aware she was even deaf. This upset the parents ND pretty much made their decision for them; they would never implant thee r child. Ironically six years later the daughter, along with her siblings and her own mother get t he implants and say how much their lives have improved. They said it made their daughters life EAI sire and they regretted not doing it when she was younger.And of course the girls role in the e deaf community did not change, but she gained a spot in the hearing world as well, which is w hat a cochlear implant really does. Now on the other side of that family, a deaf child is born and his parent s decide to implant IM, but receive a lot of hate from the deaf community. Part of the fact of so much resentment towards the device is that around the time t he film â€Å"Sound and Fury† was ma De, the cochlear implants were just being introduced and it really offended the deaf community y that someone made something to fix deafness.It made them feel as if people thought Of De apneas as a disability. They wondered why anyone would want to change themselves fro m being deaf and being part of such a wonderful community. The mother of the daughter who was the mother of the deaf child even called her own daughter â€Å"a lousy daughter†. In reality the mother wasn't implanting his son because she wanted to rebel against her parents, it was be cause she knew that although deafness is not a disability it is also not an enhancement to your life.She knew that her boy would have many more opportunities in life if he could hear, and although h that sounds like it's shaming deafness, it isn't. No matter whether you implant your child or give e him a hearing aid, it will never change them, just help them reach their potential easier. In the article Letting the deaf Be Deaf: Reconsidering the use of cochlear implants in prevailingly deaf children t expresses the difference between a hearing parent deciding whether or not to get their child implanted and a deaf parent deciding whether or not to get their child implanted.The choice is easy for a hearing parent because deciding if they WA NT the baby to hear is basically just saying let it be like us. While a deaf parent is the exact opposite. Deaf parents are the ones that have to make the decision to change their baby's life, by making them hearing, different than themselves. ‘T he cochlear implant is intended to help the deaf child ultimately learn an oral language and, in so doing, to facilitate the assimilation of the IM Lansing child into the mainstream hearing culture† (Crouch).While this statement is correct , the implant doesn't have to completely destroy deaf culture for the child. The child should still be taught sign language, and be introduc ed to people in the deaf community. If it is so import tan for the parents that their child be part of the deaf community, while still being in the hearing world, they will put in the effort. Sound and Fury; or, Much Ado about Nothing? Cochlear Implants in Historical Perspective it states â€Å"Cochlear implants are only the latest example of medical interventions promising to cure deafness† (Edwards).This statement itself is a brief summary of why the deaf community was so resentful towards the device in the first place . When hearing people say that there is a cure for deafness, it obviously upsets deaf people. T hey don't view themselves as having a disease, and they really don't have one, but as soon as someone from the hearing world challenges that opinion, all hell breaks loose. The deaf common tit could have just rejected the idea of the cochlear implants all together, but once people under stood it wasn't a cure, just additional help, they started to accept it. When d eaf people heard the e word cure, they panicked.They worried there would be no more deaf culture, and that the De oaf community would die off. Cure meant change to them, that everything in their lives would change e, which is why some people think the implants will change their identity. But that will never h append because no matter what, you will always be deaf. If you get hearing aids, once you take the me off you're no longer capable of hearing. The same thing goes for the implant. The implant it self is not capable of wiping out a culture, it is the responsibility of the parents of the deaf child n to keep the culture and the community alive.

Enterprise Architecture and Its Implementation in Federal Domain

Enterprise Architecture and Its Implementation in Federal Domain Definition of Enterprise Architecture (EA) and Federal Enterprise Architecture According Michael Platt, â€Å"enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of an organization† (Platt 5). This definition takes into account how â€Å"an organization can effectively use EA to achieve both its current and future aims† (Platt 5).Advertising We will write a custom essay sample on Enterprise Architecture and Its Implementation in Federal Domain specifically for you for only $16.05 $11/page Learn More This means that an organization must define its business vision and strategies in terms of enterprise aspiration by determining, improving, and communicating main needs, rules and models which demonstrate the organizational future aspiration and create chances for its development. The EA scope must include people, information and technology, stages, existing relationships, and contacts with the external fa ctors. EA provides whole-system solutions that cater for business opportunities and challenges of the organization and offer solutions needed for the implementation of the EA system. EA offers advantages in terms of enhancing decision-making, adjusting according to the needs of the market, avoidance of redundancy and inefficiency, making maximum use of organizational resources, and reduce staff turnover. The Federal Enterprise Architecture (FEA) is an initiative by the Federal government to combine its agencies and their related functions under one and available-everywhere enterprise architecture. FEA initiative is still under development, and its main applications are not yet available. However, the program started long ago, and there has been failures, and improvement in its development. Studies view FEA has a system with only five performance models. These include service, data, business, technical and data models. However, under these models, FEA offers much more than what we ca n see. The five models entail ideas on how we should view EA under the segment models. There are also collections of reference models to demonstrate various aspects of the EA under the five models, and also stages of developing an EA platform. This model provides opportunities for movement from a pre-EA to post-EA model. EA also has a cataloging taxonomy for resources that are within its scope. In addition, it also has a measuring system that determines its success in enhancing business values. This analysis shows that EA has many components that the models highlight. It offers the necessary materials needed to create an EA for the most complex and elaborate organizations like the US government.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The FEA-Program Management Office (FEAPMO) puts it in totality that FEA offers a common language and framework to describe and analyze IT in vestments, enhance collaboration and ultimately transform the Federal government into a citizen-centered, results-oriented, and market-based organization as set forth in the Presidents Management Agenda (The Chief Information Officers Council 25). Fig 1: Segment map of the federal government Enterprise Architecture Framework and Federal Agencies and their mission alignment The FEA offers a general approach for acquiring information technology (IT), using and discarding within the Federal government domain. In this respect, EA helps the Federal government aligns its resources so as to enhance business values and assist government agencies to perform their main missions. In addition, it offers a plan for transformation from the existing state to the preferred future state. Thus, FEA is an EA that will help the Federal government achieve its desired objectives. The US government based this platform on Clinger-Cohen Act and attempts to align it with the budget. The main aim of the FEA is to facilitate â€Å"sharing of information, enhance service provision for citizens, and reduce costs† (CIO Council 24). The FEA works on a common platform that allows for IT acquisition within the Federal government (CIO Council 24). FEA has offered E-governance, change management, program management and deployment system in the Federal government missions. It is the responsibility of the agency to control and manage the processes and applications of the EA in service provisions and policies implementation. Every agency is also responsible for sponsoring their EA at the executive level, allocation of resources, and appointing its Chief Architect. The agencys office carries out the maintenance, development and implementation of the EA. This implies that all agencies must have the capacity to manage any change in the system, artifacts, and EA documents. At the same time, every agency must be in a position of facilitating the deployment and accessibility of EA content to the ir intended recipients and user community.Advertising We will write a custom essay sample on Enterprise Architecture and Its Implementation in Federal Domain specifically for you for only $16.05 $11/page Learn More This should also include training, communication and repository deployment. Further, for accountability, every agency must be able to avail the artifact in every level of EA and offer justification in case of failure to provide artifacts. The rationale for using this approach is to ensure effective governance and management of policies according to the compliance and alignment with the EA procedures, and stages in order to offer the executive the needed support. Change and system setups are essential parts of managing the EA system. This is necessary so as to keep EA processes and outcomes current for factual information due to its role in IT investing and agencies strategic planning. All the stakeholders of the EA must be able to understand its processes and outcomes. Overview of the Federal Enterprise Architecture The FEA functions as a business-based framework for the Federal government and its agencies. It helps in developing IT investment portfolios according to different Federal agencies processes and functions, in addition to providing cross-agency requirements. The FEA has many artifacts under its various models to support the agencies functions and processes. The FEA framework works under five models in order to provide benchmark terms and scopes of EA; thus, it facilitates â€Å"collaboration and sharing of information among the federal government agencies† (Bernus and Nemes 179). Business Reference Model The Business Reference Model (BRM) provides the business side of the different roles of the Federal government. For instance, under natural resources, BRM may provide a benchmark business function as water resource management. We may take this as a line of business function for citizens’ business ar ea. The BRM is mainly framework that relies on function capabilities so as to describe functions of the business Federal government, irrespective of the Federal agencies that carry out such duties. The BRM gives step-by-step and organized patterns for describing the daily business activities of the Federal government through a performance-based approach. The BRM is the top layer of FEA, and it serves the main purpose in â€Å"data analysis, technology, and service components viewpoint† (CIO Council 24). It has four domains. Services For Citizens Mode of Delivery Support Delivery of Services Management of Government Resources The BRM framework is rather functional than organizational in relations to the Federal government. The BRM overrides the functions of agencies in describing duties such as internal operations and services accorded to the citizens independent of the performing office, bureaus, or agency.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It describes the Federal government based on general business areas instead of each agency. This approach enhances collaboration among various agencies and makes the BRM serves the main purpose of the E-government strategy and the foundation of FEA. The BRM offers an improved approach to the Federal government operations. However, we must note that it is only a model which we can only realize its effectiveness when used well. It core approach can facilitate low collaboration and description in Federal government. In addition, it can achieve little in accomplishing the aim of â€Å"the E-government if policymakers do not incorporate it into EA and as part of management platform of all Federal branches† (CIO Council 24). Components Reference Model (CRM) The Component Reference Model provides a performance-driven and business view of the platforms, which can offer support to the business functions of the agencies. It may also classify service components along the line of the sup port they provide or performance objective they fulfill. The main purpose of the CRM is to support the discovery of the Federal government business and use of service components in the investments of IT and resources. The CRM relies on both vertical and horizontal scopes, which are independent of the function of the business. It can offer a leverage foundation that can â€Å"support parts, business services, application functionalities, and the reuse applications† (CIO Council 24). The CRM domain consists of the following components â€Å"Customer Services, Process Automation Services, Business Management Services, Digital Asset Services, Business Analytical Services, Back Office Services, and Support Services† (CIO Council 24). These domains have their Service Types. For instance, under Customer Service Domain, we may find â€Å"other three sub-domains, namely, Customer Relationship Management, Customer Initiated Assistance, and Customer Preferences† (CIO Counc il 24). Technical Reference Model (TRM) The TRM provides definitions of â€Å"benchmarks and different technologies that architects can use in creating IT platforms† (USA Government 1). For instance, TRM may create a â€Å"definition of HTTP under a subset of the transport system† (Bernus and Nemes 179). TRM has parts and technical framework that differentiate information technologies and service standards so as to allow delivery and access of Service Components and functionalities. TRM also functions as a unifying platform of E-government and existing agencies by offering a basis that enhances the reuse and adaptability of Service Components, and IT from a wide view of Federal government. The basic parts of TRM are mainly the following. TRM has Service Areas. These mainly represent complex layers that support a secure creation, swap, access and delivery of Service Components. Every Service Area sums up technologies and standard into functional areas of low-level tiers . This place also has several categories and standards of Service Components. This step-by-step arrangement of layers offers the framework to technologies that ultimately provide support for the Service Areas. TRM also has Service Categories. These sections group the low-level technologies according to their functions and business utilities they fulfill. As a result, a Service Category will also contain its components of Service Standards. There are also Service Standards in TRM. Service Standards mainly depict the technologies and standards that provide support for a Service Category. Most Service Standards use â€Å"illustrations and specifications of plain text as indicators so as to support mapping of the agency into TRM† (Bernus and Nemes 179). TRM uses a general, â€Å"collaboration, standard vocabulary, interagency discovery, and interoperability to align Federal capital investments† (Bernus and Nemes 179). This approach offers the Federal government and its age ncies opportunities for taking advantage of economies of scale through â€Å"identifying and reusing the best technological solutions for enhancing missions, and business applications in the model architecture† (Bernus and Nemes 179). The hierarchy of TRM defines the technologies and standards that function in support of the FEA and create secure channels of delivery, swap, and building of business and functional Service Components. These applications work in a service-oriented or component-based architecture. Data Reference Model (DRM) The DRM defines the â€Å"total level, information, and data that offer solutions to government program and operations lines of business† (Bernus and Nemes 179). DRM provides opportunities for different agencies to define the â€Å"types of involvements and interactions that happen between the citizens and Federal government† (Bernus and Nemes 179). DRM offers a thorough creation of the government information into a high degree o f details. DRM also provides a chance for grouping Federal data and notice any duplicates regarding data constructs. Performance Reference Model (PRM) The PRM focuses on providing standard methods of stating the value that the EA delivers. According to PRM, quality may be a technological gauge area that defines how technology can fulfill functionality and requirements in its role. Thus, PRM assists in generating improved information content for enhancing day-to-day decision-making and strategic options. PRM also enhances alignment of inputs and outputs in order to distinguish the outcomes of the desired results. In addition, it also enables policymakers identify areas of improvement across the organization. The PRM relies on many ways of carrying out functional measurement. These methods include the Balance Scorecard, the Theory of Constraints, Methodology for value measuring, Baldrige Criteria, Value chain, and Program logic. Further, the PRM uses methods within the agencies for me asuring, such as â€Å"GPRA, EA, PART assessments, Investment Control and Capital planning† (CIO Council 24). The PRM has four areas of measuring functionalities in the EA. Mission and Business Results Customer Results Processes and Activities Technology FEA and Managerial Flexibility The FEA initiative provides strategic options that may allow the system to change scale, defer, explore, grow or combine sequential together. These adaptabilities allow the FEA to use the options for analysis of further details through breaking down and relating each area in building decision trees for benefits of making optimal decisions. Thus, managerial flexibility in the system provides opportunities for the investment to conduct any analysis in case of availability of new information. However, the presence of flexibility in the system changes characteristics of the FEA risk initiative. Consequently, this changes the cost of capital (Brach 370). In this context, risk management forms the b asis of incorporating flexibility in the system. Analysis of Real Options The second to last step under-investment plan relies on analyzing the benefits in the decision tree by applying risk-neutral or repeating portfolio methods. The calculation takes into account many investment portfolios depending on various perceptions of risks and related trade exchanges. According to Benaroch, there are several configurations that we cannot exhaust; thus, he suggests â€Å"three rules of excluding implausible configurations† (Benaroch 45). First, â€Å"consistency between sequences of options in an investment configuration with the sequence in which options materialize in the investment lifecycle, second, ability of options to coexist in an investment configuration, and finally, consideration for configurations involving maximal subsets of viable options† (Benaroch 45). The concept of Reuse and Cost Saving in Enterprise Architecture best practices Reuse shows agency achievement in moving towards their target functionality and sharing of services content, and building an environment of service within the agency. Gauging the agency achievements in terms of sharing information usually focuses on reuse. The system uses varieties of arrangements and other similar patterns to measure agency results and combine all requirements in the process of procurement. It can also measure the agency achievements in terms of building a positive service environment so as to enable both the consumption and production of general data, services and component services. At the same time, it will also measure investment accuracy and its mapping categories together with consistency of the Service Reference Model service parts, and TRM service mappings (Groth 51). For an EA to be effective, it must identify chances of consolidating, reuse, sharing, and standardizing. This enhances effectiveness in mission and financial performance among the agencies. This is the only way an agency ca n justify its massive spending in advanced IT systems i.e. by achieving superior outcomes of mission performance (The Chief Information Officers Council 2). Likewise, every agency must demonstrate its reuse of Service Reference Model components, information, infrastructure, and other services and increased levels of services sharing among agencies. Further, agencies must demonstrate an application of a combined purchasing power by reuse of contract and procurement methods for getting needed services. The definitions of segments in a global context enable their reuse across several agencies. For instance, we can map out an application of a given segment, and then apply the same map in other areas of the aim of EA reuse. This indicates that all segments, whether vertical or horizontal, are suitable for facilitating the concept of sharing among the agencies (Sauer and Willcocks 497). Therefore, the initiative of FEA will ensure that the Federal government rectifies the existing lack of integration, immediate response to changes, and alignment. If the agencies can restore the anomalies, then services provisions to the public will be efficient and at low cost through enhanced government processes of services delivery. FEA has enormous potential for cost reduction and cost avoidance. FEA can make the Federal government realize costs reductions and avoidance through helping Federal agencies depend on a single EA platform, instead of developing and redeveloping several business support systems (Mun 46). Therefore, we can look at costs reduction in terms of economies of scale. This is whereby the FEA locates a common function among the agencies and then shows possible areas of cost-cutting through reuse of systems, models, and the entire processes by collaboration. Cost-saving can also occur through sharing of resources. The FEA identifies possible opportunities of sharing resources, such as support services, IT application and other solutions. Finally, the Federal gov ernment may realize cost saving in terms of conducting market research. The FEA depends on constant study of emerging technologies and their applications across the entire organization. The Federal government can share the research results across its multiple agencies, depending on their shared business functions. This will reduce extra costs and time used in conducting single studies (USA Government 1). There are indicators to show how agencies are using FEA and other IT platforms to control their costs. Cost savings and cost avoidance are long-term initiatives of the Federal government, which improve as the system becomes familiar with users. We can locate indicators of cost avoidance and cost savings from the analyses of financial records of the agencies. Every agency must produce its reports on cost savings and avoidance (Perks and Tony 13). Agencies must demonstrate their declining costs in given percentages over the years in IT spending. This may be in relations to the Federal government budget or other agencies. However, the system also allows for readjustment due to factors of inflation or changes in new IT applications at their initial stages. The agencies can decide to redeploy their savings according to their budgets and processes of executions. We can also estimate costs and perform a valuation of benefits. This stage in the process of investment and subsequent control entails establishing the increase in cash flows due to achievement of the desired EA capabilities. The system uses a basis of discounted cash flow (DCF) in its analysis (Benaroch 43). This base acts as the standard for analyses of the project cost savings and cash flows. The system uses the old methods based on forecasting of revenues and costs so as to determine the net present value (NVP). It also takes into account discounts associated with the costs and revenues and their risks at a given rate. Historical data enables the system to perform an analysis based on time-series forecas ting. In case the data is not available, then â€Å"analysts have to rely on assumptions of the management† (Taudes 165). We must also note that most analyses assume no flexibility in pricing (Taudes 165). Benaroch, Michel. Managing Information Technology Investment Risk: A Real Options Perspective. Journal of Management Information Systems 19.2 (2000): 43–84. Print. Bernus, Peter and Laszlo Nemes. A Framework to Define a Generic Enterprise Reference Architecture and Methodology. Computer Integrated Manufacturing Systems 9.3 (1996): 179–191. Print. Brach, Marion. Real Options in Practice. Hoboken, NJ: John Wiley Sons, 2003.Print. CIO Council. A Practical Guide to Federal Enterprise Architecture. Washington, DC: CIO Council, 2001. Print. Groth, Lars. Future Organizational Design: The Scope of the IT Based Enterprise. Chicester: Wiley, 1999. Print. Mun, Johnathan. Real Options Analysis: Tools and Techniques for Valuing Strategic Investments and Decisions. Hoboke n, NJ: John Wiley Sons, 2002. Print. Perks, Col and Tony Beveridge. Guide to Enterprise IT Architecture. New York, NY: Springer-Verlag, 2003. Print. Platt, Michael. Architect, Developer and Platform Evangelism Group. Microsoft Journal 4 (2005): 1-5. Print. Sauer, Chris and Leslie Willcocks. Establishing the Business of the Future: The Role of Organizational Architecture and Information Technologies. European Management Journal 21.4 (2003): 497–508. Print. Taudes, Alfred. Software growth options. Journal of Management Information Systems 15.1 (1998): 165–185. Print. The Chief Information Officers Council. Federal Enterprise Architecture Framework, v 1.1. Washington, DC: CIO Council, 1999. Print. USA Government. Improving Agency Performance Using Information and Information Technology: (Enterprise Architecture Assessment Framework v3.1). Washington, DC: The US Government, 2009. Print.

Analysis of Culture and Leadership Styles The WritePass Journal

Analysis of Culture and Leadership Styles 1.1 Introduction Analysis of Culture and Leadership Styles ). It is also a factor which hinders understanding of the French culture due to various contradictions in the French culture. Countries with high uncertainty avoidance, acknowledge that employs are supposed to obey their leaders without queries about their decisions and motives. However, France manifests a different channel as employees have the power to understand the operations of the organization and decline to follow an order blindly as opposed to the case in the USA. Employees in France can withhold compliance and decide that the leaders or the supervisor does not have the right to request a certain issue from the employee (Miroshnik, 2010). 1.4 French Culture using the Values Orientation Dimensions Yukl (2006) acknowledges that collectivism measures the socialization gained by an individual as part of a given group. The society believes that their livelihood is alleged to a given group considering its members and seeking support from the group. Individuals offer their products to a group in a collectivistic culture while individuals usually stand apart from a given group in an individualistic culture (Zelden, 2006). France has a mild individualistic culture (Alder, 2008). This implies that France has a consolidated collectivistic culture. Ties are very loose among workers, children and parents and among individuals. France finds it hard to manifest and respect decisions made by a certain ‘group’ but it prefers independent relationships (Adler, 2008). Femininity is a measure by which states pursue attributes linked with women such as; quality of life, social harmony and safeguarding relationships (Williams, 2009). Feminine societies are characterized to put more emphasis on such traits. Masculine societies on the other hand, adhere to manly behaviors like wealth accumulation, quality of life and they value work as opposed to embracing social pursuits. Individuals in a masculine culture gain fame by the extent to what they have while feminine culture defines individuals based on who they are and as intrinsic beings. France has a lower score in embracing masculinity but it has performed well in embracing femininity. France is ranked number six in the world economy due to its adherence to femininity virtues (Yukl, 2006). For France to prosper in its economy, it has to join the USA by setting aside the quality of life and love for harmony. In addition, individual liberties and freedom has caused France to deteriorate in economic growt h. 1.5 Leadership Style to be used in France Charisma invokes an attribution element on the subjects as they envy personal costs and sacrifices made by their leaders in accomplishing their vision. Charismatic leaders have an extraordinary influence on their subjects. Such leaders exhibit dominance, extraversion and self-confidence (Hall, 2009). Charismatic leaders use emotional appeals as opposed to authority when eliciting compliance from their followers. Charisma may be easily adaptable by the French culture as opposed to the US culture. French culture is not limited to adhering to authority despite having a collectivistic culture (Deresky, 2006). In addition, French does not change their ways due to external forces. However, French subjects may be easily influenced by a charismatic leader as they might feel that they respect and adhere to his objections freely. French followers like the fact that they are free subjects with right to act in an appealing manner. This implies that the congruence between followers and leadersâ⠂¬â„¢ vision can merge with the followers and leaders’ values (Hall, 2009). ‘France’ ‘therefore’ is an outstanding state with all these traits in congruence. 1.6 Role of Stereotypes Stereotypes play a huge role in the management of a company and a state. In the US culture, the subjects have been acclimatized to the natural rule of the land. For a long time, the Americans have shown respect to leaders who delegate authority to the juniors and grant autonomy. The Americans have been subjected to the norm rule and show much respect to risk taking and confident leaders. This has been exemplified by leaders such as John Wayne (Hall, 2009). The adoption of masculinity in US has led to its huge growth in economy. Masculinity is associated with creation and accumulation of wealth as well as value addition in someone’s life. Stereotypes in the French culture have made Mitterand and De Gaulle national heroes (William, 2009). This is based on the perceived good leadership skills such ability to build consensus and charisma. The French economy has deteriorated due to believe in femininity which is associated with love for harmony and quality of life. 1.7 Practical Advice The adoption of a single and universal leadership style is quite vital in all sectors of life such as the economic, social and cultural. Policy makers have the mandate to ensure that all individuals adhere to the national culture. Achieving the adoption of policy both at national and company level helps asses the ways in which subjects react towards decisions made. It is difficult for strict measures to be adhered to in the US both at national and organization level. This is due to the pragmatic approach adopted in the analysis of varied situations (Adler, 2008).   On the other hand, French tend to adopt philosophy in most of the decisions as well as protesting both at national and organization level. The French believe in liberty, equality and freedom. Knowledge about the importance of adopting a universal leadership style helps policy makers in transcribing other modes in devising policies. 1.8 Possible Clashes Adoption of a universal leadership style may also help in the economic ‘sector’ especially the relationship between the employees and the boss. Adoption of a transformational system may sometimes be misleading a country like France may require tactics of more than just a transformational leader to convince the subjects accept his or her decisions (William, 2009). A company based in the US may find it hard to cope with French culture as the company may face several ‘riots’ however, a company acting in unison with the anticipations of the subjects’ values and vision will prosper. More so, understanding culture and leadership helps people with diverse culture such as American adopting French standards to cope and ignore differences between cultural values (Hall, 2009). 1.9 Conclusion This paper has theoretically analysed the French culture in terms of the leadership style and culture. The study has also concluded that leadership emerges from influence. In the US, for ‘instance’ leaders propose the decisions that followers must adhere to for the country to achieve the set goals. Decision are made and at times not followed in the French culture as the followers claim that every decision must be in compliance with equality and freedom (Adler, 2008). France is therefore one of the states that ought to redefine its leadership style. The varied cultures in the two countries have forced one group to set up conditions to help express its freedom towards what is considered good as the other group has pursued what is aligned towards the perceptions of the individual. Thus, France and the USA have two varied national leadership and cultural traits. References Adler, N. (2008). International dimensions of organizational behavior, fifth edition. New York,   Ã‚  Ã‚   NY: Thomson Learning. Boehnke, K. (2012). Transformational leadership: an examination of cross-national differences   Ã‚  Ã‚   and similarities. Leadership Organization Development Journal, 24(1), 5-15. Crunden, R. M. (2008). A brief history of American culture. New York: Paragon House. Deresky, H. (2006). International management: Managing across borders and cultures. (5th   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ed.). NJ: Pearson/Prentice Hall. Hall, E. T. (2009). Beyond culture. New York: Doubleday. Miroshnik, V. (2010). Culture and international management: A review. Journal of Management Development, 21(7), 521-544. Williams, S. D. (2009). Personality, attitude, and leader influences on divergent thinking and   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   creativity in organizations. European Journal of Innovation Management, 7(3), 187-204. Yukl, G. (2006). Leadership in organizations (6th ed.). New Jersey: Pearson Prentice Hall. Zelden, T. (2006). The French. London: Harvill, Harper Collins.

People of Europe v.s. Napoleon Bonaparte Essay Example | Topics and Well Written Essays - 500 words

People of Europe v.s. Napoleon Bonaparte - Essay Example The reason behind such an exile to the island of St. Helena instead of Elba has been the fear of his return to the continent again. It is essential to remember that it was the dissatisfaction of the French people about the rule by the alliance of the Great Powers which helped the return of Napoleon to the land and it is essential to regard the interest of the people of France regarding the current decision to expel him to the island of St. Helena. In other words, it is unjustifiable to expel Napoleon Bonaparte the island of St. Helena against the interests of the French people who made the way for his return to France from the exile to Elba. "Napoleon was exiled to the island of Elba, where he was sovereign ruler for 10 months. But as the alliance of the Great Powers broke down during the Congress of Vienna and the French people became dissatisfied with the restored royalists, Napoleon made plans to return to power. Sailing from Elba on February 26, 1815, with 1,050 soldiers, Napoleo n landed in southern France and marched unopposed to Paris, where he reinstated himself on March 21." (Biographical Sketch: Napoleon Bonaparte).

Relationship of D Vinci and Michelangelo Essay Example | Topics and Well Written Essays - 1250 words

Relationship of D Vinci and Michelangelo - Essay Example This might explain why many people considered their artistic works exceptional. This discourse seeks to explore the relationship between the two artists of the Renaissance period. In so doing, the paper will analyze some of their greatest works that have earned them the fame. Michelangelo Buonarroti and Leonardo Da Vinci remains the most famous and celebrated artists of the Renaissance period. Their art, poetry, music, architecture, and scientific explorations and achievements show what it means to be a Renaissance man. Since the two knew of the fame and the huge influence they had with regards to their artistic works, they became very bitter rivals. In fact, stories are being told of how the two great masters of the Renaissance disliked each other. Experts attribute the rivalry between Michelangelo and Da Vinci to the stiff competition they had in the profession as artists (Jones 2). However, the most striking relationship between the two great artists of the Renaissance period is t he fact that both of them were Italians. Da Vinci for instance, was born in 1452 in a remote village called Vinci in Italy. Soon afterwards, he relocated to Florence, where he took up an apprenticeship to Verrocchio. He began working as a painter at a very tender age. However, because of his creativity, he was able to surpass his teachers with the way he painted very first. This earned him the tag of being a universal genus. He did not only prove himself as one of the best painters in the world at the time, but also an inventor, scientist, engineer and architect because of his ideas, which were far beyond their time. In addition, many of those who knew him described him as a physically strong man, who was not only handsome, but also had a good singing voice. Some of his most celebrated and famous works include the Mona Lisa and the fresco the Last Supper (Verspohl 7). Surprisingly, Michelangelo, who was born in 1475, which is about 23 years after Da Vinci was also an Italian. Howeve r, unlike Da Vinci, Michelangelo was born near Florence in Italy. Like Da Vinci, Michelangelo also began working as an apprenticeship when he was barely 13 years in Ghirlandaio. In fact, just as Da Vinci began his works as a painter, Michelangelo also did the same beginning his works as a painter. However, he gained fame as a sculptor. He was able to produce many artistic works which enabled him become a very famous and celebrated Renaissance man in the entire world. Some of his greatest and most famous masterpieces include the statue of David, The Pieta, the Sistine Chapel, and his architectural work, the ST. Peter’s Basilica (Barton par. 2). Another striking relationship that existed between Michelangelo and Da Vinci is the fact that both of them trained at Florence college. In fact, many people believe that the kind of training the got at Florence college might have contributed immensely to their great work and skills. Research indicates that there choice to train at Flore nce was informed by the fact that Florence was regarded as a vibrant arts center during the renaissance period. In fact, Michelangelo confirmed this claim by arguing that he opted to join Florence arts center since he viewed it as a place where he could innate his talent to advance and flourish. The same applies to Da Vinci who joined Florence arts center in order to be able develop his innate talent in arts (Verspohl 9). Both Michelangelo and Da Vinci also share their areas of expertise. In this regard, both Michelangelo a