Hamlets Tragic Flaw

Procrastination is an action or rather an inaction, because when you procrastinate, you are avoiding completing a task. â€Å"Emotionally, Hamlet’s procrastination produces in him a growing rage that leads to his killing of Polonius (3. 4) †¦. Set in motion the incidents that lead to the bloody climax† (Boyce). This quote illustrates the topic of the following essay. It clearly outlines why the inability to act is ultimately the tragic flaw of the character Hamlet. Firstly, Hamlet’s procrastination ultimately leads to the premature death of many characters throughout the play.In act 3 scene 4, while confronting his mother, Hamlet hears a noise from behind a curtain. Thinking it was Claudius spying, Hamlet passes his sword through the curtain and stabs Polonius. Polonius calls out â€Å"O, I am slain! †(3. 4. 22), then falls and dies. Hamlets Procrastination led to this because his emotions are being built up so, that when he hears the slightest thing that may be Claudius, he reacts in a violent way. That is not a good thing, because the death of Polonius will lead to two other events that will eventually cause three other characters to die.Moreover, in the final scene, three more characters die. Claudius has a cup of poisoned wine for Hamlet, but Gertrude unknowingly drinks it and immediately starts to die. Just before she passes, she exclaims â€Å"No! No! The drink, the drink – O my dear Hamlet – the drink, the drink! I am poisn’d (dies)† (5. 2. 299-300). After Gertrude dies, Hamlet and Laertes fight more violently, and Laertes cuts Hamlet. In a brawl, Hamlet gets a hold of Laertes’ sword and stabs him. When Hamlet realizes the sword is poisoned, he turns and stabs Claudius.Hamlet says â€Å"†¦the point envenomed too†¦ (stabs the king)†¦ Follow my mother! (Claudius dies)† (5. 2. 311-317). After Claudius dies, Laertes says to Hamlet â€Å"†¦he is justly served†¦Ã¢â‚¬  (5. 2. 318-322) then dies. He says this to reassure Hamlet that he did the right thing. Hamlet’s procrastination led to the climax of the play, because if he would have killed Claudius sooner, he would have discovered that Hamlet knows about the murder and he never would have called the sword fight, and none of this brutality would have occurred.Secondly, Hamlet’s procrastination is causing other characters to plot against him. After Hamlet killed Polonius, Claudius plans to ship Hamlet away to England and make Polonius’ death look accidental. When he reveals his plan, he is talking to Gertrude and says â€Å"O Gertrude, come away! / The sun no sooner shall the mountains touch, / But we will ship him hence: and this vile deed / We must with all our majesty and skill, / Both countenance and excuse! † (4. 1. 28-32). He is simply telling Gertrude that Hamlet will be on a ship to England before the sun rises.He also adds that they must both â€Å"co untenance and excuse† the death of Polonius to protect their identity. Furthermore, when Laertes hears of his father’s death, he returns to Denmark, and he and Claudius plan to kill Hamlet and make it look like an accident. The king devises a plan and tells Laertes â€Å"to thine own peace†¦ he shall not choose but fall†¦ even his mother†¦ shall call it accident† (4. 7. 61-68). Laertes is not fully satisfied with the kings plan and he says to Claudius â€Å"My Lord, I will be ruled; / The rather if you devise it so / That I might be the organ† (4. 7. 69-70).Laertes and Claudius devise a plan in which Laertes will kill Hamlet to avenge his father’s death, and Claudius will not need to worry about Hamlet revealing the truth of King Hamlet’s murder. Lastly, Hamlet’s procrastination allows time for events to unfold, ultimately bringing about his own death. Claudius caught on that Hamlet knows what happened to his father, so Claudius has Hamlet fight Laertes in a fencing match. We find out about this plan when a lord comes to invite Hamlet to the match. The lord entered the room where Hamlet was and said â€Å"My Lord, his majesty†¦ if your / Pleasure hold to play with Laertes† (5. . 186-190). Hamlet accepts the invitation to the match. The purpose of the fencing match is for Laertes to get revenge on Hamlet for killing Polonius. This will also serve as a means for Claudius to eliminate Hamlet so that he will not reveal the truth about King Hamlet’s murder. Furthermore, unbeknownst to Hamlet, the match is rigged. When Claudius tells Laertes that he is to kill Hamlet in the fencing match, Laertes responds â€Å"I will do’t†¦ I will anoint my sword. / I bought an unction of a mountebank, so mortal†¦ if I gall him slightly, / It may be death† (4. 7. 140-148).He says this because he wants to inform the reader that he will poison his sword to ensure Hamlet dies if h e cuts him even slightly. This shows how determined Laertes is to get revenge on Hamlet for killing Polonius. Therefore, the tragic flaw of Hamlet is ultimately procrastination. There are many examples throughout the play supporting this fact. If the other characters would have procrastinated the way Hamlet did, the play would have been much heavier with subplots and underlying moods and feelings. Based on this play, most people would think twice before putting off any large tasks that they may need to accomplish.

Managing Stress and Conflict in the organisation Essay

Following a traumatic incident I and three other Fire-fighters attended in February 2012 I decided to test GAL’s current support mechanisms relating to coping and dealing with stress, in specific PTSD (Post-traumatic stress disorder). In a very short space of time it became very apparent that GAL has no ability either within the company or by the designated external provider to deal with PTSD. At that time GAL use an external provider (AXA) as their main point of contact for any employee requiring counselling on a variety of aspects but this did not include PTSD. This was highlighted when I personally called the support hotline only to be told they could not help. Even though PTSD is quite specific I do consider it falls under workplace stress due to the very nature of our specific job role and that this form of stress would not be at the forefront if our job role was of a different nature. So after evaluation of GAL’s effectiveness to deal with workplace stress I would state that it is an area that is left wanting at that time of the original incident. Since then GAL and in specific the FS now has an option if required to contact WSFRS) to utilise their TAC team (Trauma After care). I met with the team’s leader to discuss their service and what it could offer us. We compared our current in house stress counselling service at that of WSFRS. Our service was not even close to comparable with that of WSFRS. Taking the discussions into account I arranged to meet again with the TAC team and GAL’s HR and Occupational health. The outcome of this meeting was to formalise a procedure that GAL as a whole but more so the FS can call upon when required the services of WSFRS TAC team if our own in house service provided by AXA was not capable or sufficient in dealing with a specific demand or request for counselling. The TAC team have since the meetings delivered presentations to all FS Watch’s and to other members of GAL, primarily HR, Occ Health and other customer facing departments. These presentations involved delivering what the service can or can’t do, signs and symptoms of stress and how do recognise it as an individual or as a colleague of friend. As a FS we have also set up a tracker with Occ Health to trial for 24 months to see if or how many days in the workplace are lost to stress and how that can be improved if it did become an issue. At present Occ Health do hold data relating to days lost through stress companywide but to to its very nature that data is strictly confidential so cannot be used or discussed in my evaluation of workplace stress. One statistic that was shared with me was that WSFRS had seen a 27% reduction in days lost through workplace stress following the inception of its TAC team initiative. These findings were shared with relevant departments within GAL.

Paterson Grading

A General information: Job Evaluation principles SECTION B Job Evaluation procedure and system application Job Evaluation system overview Job Evaluation procedure SECTION C Job Evaluation System Rules Job Evaluation Terminology SECTION D Skill level Factor points and assessment Page 12 Page 15 Page 7 Page 8 Page 5 Page 5 Page 6 Page 3 Page 4 Job Evaluation Guideline 2006 2 SECTION A A. GENERAL INFORMATION WHAT IS JOB EVALUATION? Job evaluation is the rating of jobs according to a specifically planned procedure in order to determine the relative worth of each job.AIMS OF JOB EVALUATION The Primary Aim To determine the â€Å"intrinsic† worth of jobs, based on systematic assessment of the degree of complexity of job content and requirement, and to do this independently of any pre-conceived standards of remuneration and without regard to the qualities and performance of the actual personnel who perform the jobs. Secondary Aims †¢ To relate jobs to each other in terms of their intrinsic worth, and hence to determine relative complexities of different jobs and a rational job structure within an organisation. To provide a rational basis for equitable remuneration (pay and benefits) within an organisation, so that defensible rates of remuneration may be assigned to both jobs themselves and to the individuals who perform the jobs. The main elements of Job Evaluation are Organisational Structure A diagrammatic representation of jobs in the organisation indicating the line of authority/ control to enable an understanding of the workflow and, reporting relationships, that exists within functional areas.Job Analysis A detailed observational and/ or questionnaire based study of a job using specific criterions to determine the role boundaries or key performance areas of positions. Job Evaluation Guideline 2006 3 Job Description A document describing the job purpose, duties, the job specifications, authority of the post and any physical or special conditions attach ed to the post. B. JOB EVALUATION PRINCIPLES The following principles are applicable to Job Evaluation. †¢ †¢ Always examine the job itself, and NOT the person doing it. Assume proper and competent performance of the job, in accordance with normal standards of the job. †¢ †¢ †¢ Evaluate the job â€Å"as is† not with regard to ideals or future projections.Reject any job description which is unclear. Evaluate from a consensus of opinion, not from the estimation of one person alone. Before an evaluation takes place, normal expectations and standards for the job must have been recognised and accepted by the job incumbent (s), the immediate superior and by management. This is done by signing the job description. Note: Job titles: Job titles are no indication of the complexity of a specific job as it is only a basic indication of its functional classification. Job content: Job Content eflects the different tasks performed in the job as expected by the organ isation from the job incumbent in order to achieve the organisational objectives. Skill requirements: Individuals perform differently in relation to job specifications. Therefore, individuals can be assessed at different levels of merit. This is outside the scope of job evaluation. Job Evaluation Guideline 2006 4 SECTION B A. JOB EVALUATION PROCEDURE AND SYSTEM APPLICATION TASK (TUNED ASSESSMENT OF SKILLS AND KNOWLEDGE) was originally developed in the early 1980’s and remains one of the most widely used evaluation systems in Southern Africa.It is currently the used for the evaluation of all jobs in the Sugar industry. B. TASK JOB EVALUATION SYSTEM OVERVIEW The T A S K Job Evaluation system has two dimensions to its application. The ‘SKILL LEVEL’ enables the job to be positioned on the structure and is assessed on specific characteristics which broadly describe applications, principles, knowledge associated with specific functional levels. There are five skill lev els: †¢ †¢ †¢ †¢ †¢ BASIC SKILL LEVEL DISCRETIONARY SKILL LEVEL SPECIALISED SKILL LEVEL TACTICAL SKILL LEVEL STRATEGIC SKILL LEVEL All jobs, once positioned into a specific skill level are evaluated using four factors Complexity: measures the different levels of difficulty in a job. †¢ Knowledge: measures the amount of know-how required in the job. †¢ Influence: refers to the interaction/ communication involved that results in changes to the way things are done. †¢ Pressure: refers to stressors inherent in the job. Each of the four factors are scored on a rating scale. The sum of the scores of the four factors gives a total score which translates into a T A S K grade. Job Evaluation Guideline 2006 5 There are twenty six grades in the T A S K system, 26 being the highest and 1 being the lowest.SKILL LEVEL BASIC DISCRETIONARY SPECIALISED TACTICAL STRATEGIC BAND DEFINITION Guided outcomes Procedural Judgements Diagnostic, analytical, interpretati ve procedures Strategy implementation Strategic leadership and vision GRADE 1-3 4-8 9-13 14-18 19-26 C. JOB EVALUATION PROCEDURE 1. Number each job description for ease of reference. 2. Place jobs within the different skill level, applying the skill level guidelines, depending on the content as recorded in the job description. 3. Assess the job using the factors, assigning a value from the factor weighting in accordance with the applicability of the job design to the factor definitions. . Add up the total number of points and convert to a T A S K grade using the conversion table. 5. Record the reasoning for the selection of the skill level and weightings allocated to each of the four factors. Job Evaluation Guideline 2006 6 SECTION C A. JOB EVALUATION SYSTEM RULES The following rules are applicable when using the system to evaluate jobs. 1. All guidelines in the box must be applicable in order to score within that box. 2. Scores within the box must relate to the degree of applicabil ity of the guidelines to the work content. 3.The points should relate to low, moderate or high degrees of applicability for the factors Complexity and Knowledge. 4. For Influence and Pressure, the points should relate to a partial or a full fit. 5. Always establish that information considered in the grading of a job relates to what is really required by the job. Guard against allowing the evaluation to be influenced by what the job incumbent may be able to do. 6. When deciding the skill level or factor points the highest work content should be considered, provided it forms a clear part of the job. 7.The points allocated for Complexity and Knowledge will generally correlate and should normally be within two points of each other. 8. A person who supervises another is graded at least one grade higher than the subordinate because of the supervisory aspects of the work. Other work is graded on its own merits, (See explanation of a supervisor in the terminology section). 9. A supervisory position always scores higher under Complexity than a subordinate position. A superior in the same discipline scores more under Knowledge than a subordinate. 10. A borderline score is one where the points are between grades within a particular skill level.The borderline score must be reviewed and if the score remains on the borderline the lower grade will apply, however, the higher grade may apply when making comparisons with other jobs within the organisational structure. Job Evaluation Guideline 2006 7 B. GENERAL TERMINOLOGY EXPLANATION Factor definitions FACTOR DEFINITION This is a measurement of the different levels of difficulty required to be performed in the job. Typical indicators are COMPLEXITY the nature and type of guideline available, the extent of interaction involved in problem solving sequences, the courses of action or alternative solutions available.The amount of know how required in a job to allow an incumbent to cope competently with the work involved. This may be acquired through education and/ or training/ experience. Typical indicators include the duration of the KNOWLEDGE training/ experience required and or qualifications deemed to essential, demonstrated abilities from simple comprehension to interpretative application skills and, the straightforward identification of a problem through comparison against established measures or in depth investigative application to determine the applicability of solutions.The extent of influence is measured by the effects or INFLUANCE changes that occurs through the provision of information or advice and/ or exercising persuasion to accept courses of action. This refers to the stressors that are inherent in the job and PRESSURE can be either mental, physical or both. Typical measures are the nature of the workflow, interruptions from normal activities, uncertainty in outcomes. Job Evaluation Guideline 2006 8 System terminology explanation SKILL LEVEL TERMINOLGY EXPLANATION Condition of been active. Mos t basic sequence of work elements. The skills are acquired through watching EXAMPLELifts; tightens; loosens; picks; packs; cuts ACTIVITY demonstrations and repetition results in improvement. Outcomes are known and any deviation can be immediately BASIC recognised. A OPERATION sequence of ACTIVITIES that produces a prescribed end result. To each activity there is a logical start and finish with a relationship to the next activity. Counting and packing; sorting; delivering; filing Preparing and A sequence of OPERATION which results in an integrated required end result. The operation will follow in a DISCRETIONARY ROUTINE logical order and it is essential that each step is performed to enable the next step. ompleting correspondence; recordkeeping; receiving, recording and communicating; setting, operating and adjusting. Interpreting requirements, An arrangement of relationship with an input, throughput and output phase. SPECIALISED SYSTEM Routines are interrelated within each phase and across the phases and, produces a desired end result. setting, operating, troubleshooting and problem solving, adjusting and checking/ evaluating an outcome. Human Resources Management, Engineering; Operations Management; Financial Management Advanced knowledge in a distinct area of study.Understanding the complete theory, techniques and practices which TACTICAL DISCIPLINE requires innovative applications and interpretation and determination of future impact/ consequences. Job Evaluation Guideline 2006 9 SKILL LEVEL TERMINOLGY EXPLANATION A distinct part of an organisational structure which comprises of a single discipline or multiple discipline striving towards major outcomes. the accomplishment of EXAMPLE Operations; Technical; Research and Development; Quality Control FUNCTION objectives and plans and contributing to functional/ organisational Job Evaluation Guideline 2006 10 SECTION DA. SKILL LEVEL GUIDELINES SKILL LEVEL ONE: BASIC SKILL LEVEL This skill level is that which is developed with a limited amount of training. The learning period is short and usually consists of following instructions or watching demonstrations of the work to be done. Competence is attained through repetition of the work during the initial training period rather than through further experience. Characteristics 1. Very little training. 2. Decides on the speed of operation. 3. Taught exactly what to do. 4. Direct instructions communication involves simple words. 5. Equipment or tools are specified. 6.Supervision is normally close or readily available. 7. Jobs can be performed without the knowledge of other jobs. 8. Deviations from instructions not permitted. 9. How the activities/ operations are to be performed has been decided upon. Confirmation guidelines knowledge which provides the ability to follow on the job instructions and/ or training. At the lowest level instructions are given for the activities or operations to be done. Immediate guidance is more remote at the higher l evel. The complexities are at such a level that the activities or operations can be taught very quickly and are easily learned.Courses of action are prescribed with no deviation permitted. Simple demonstration of the activity or operation is sufficient to enable the undertaking and completion of requirements. Results are immediately visible or known within a very short time period. Job Evaluation Guideline 2006 11 SKILL LEVEL TWO: DISCRETIONARY SKILL LEVEL At this level there is a certain amount of discretion or judgement involved. It therefore follows that additional training/ experience and practice is needed following the initial training period.The skills are acquired through a learning period and developed by constant application and correction until operations become routine. Characteristics 1. Not everything can be taught during the training period. Additional experience is required. 2. Judgement or discretion is required in choosing the most appropriate courses of action fro m prescribed alternatives. 3. Decides how the routines/ operations are to be performed. 4. Discretion as to which tools/ equipment to use. 5. Decides on the correct action by selecting from a number of preset courses of action. 6. Knowledge of routine(s). 7.Formulae and limits are given or prescribed. Confirmation guidelines Additional training and experience beyond the initial training period is required to carry out a job competently at this skill level. Competency comes only after exposure to a series of new situations which builds confidence in the know – how required in the job. Complexities are those found in routines where alternative courses of action needs to assessed for applicability to a given situation. Job Evaluation Guideline 2006 12 SKILL LEVEL THREE: SPECIALISED SKILL LEVEL This level of skill is usually reached after years of experience and/ or training.This level is such that routines which have been learned can be used or varied to achieve the desired end result. A full understanding of the system within which this skill level operates is essential in order to determine what is required in differing circumstances. Ability to recognise cause and effect is necessary. Characteristics 1. Works within established rules, regulations, policies and practices. 2. Decides how best to achieve required end results. 3. Concerned with routines that are established within a system. 4. Sums up the requirement of a situation and decides which routine (procedure/ technique) to use. . Devises or introduces new routines within a system. 6. Concerned with how established organisational and departmental rules will apply. 7. Supervised in terms of end results, not routines or operations. 8. Must understand the interrelationships of routines within the system and the implications of change. Confirmation guidelines knowledge required is of a specific nature gained through years of training and experience. This is coupled with an intelligence level sufficient to understand how to diagnose problems and to choose and/ or modify routines to deal with them.The complexities at this level are due to the need to be able to sum the requirements of a situation and to determine what to do. Because problems do not have the same pattern the method of dealing with them must be varied. Job Evaluation Guideline 2006 13 SKILL LEVEL FOUR: TACTICAL SKILL LEVEL This level of skill requires conceptualisation of future action or needs in order to formulate short to medium term plans for within a discipline or function. Advice, recommendations and/ or the management or tactical use of resources specific to the job are features at this level.Positive interpretative skills and innovative plans are essential as the framework or ground–rules either do not exist or else are vague. Characteristics 1. Decisions governed by master plan, programme or budget. 2. Decisions require independent reasoning. 3. Decisions often involve optimum allocation of resources to support plans. 4. Sets precedents, creates rules. Must consider the consequences arising from rule making. 5. Works from first principles in developing new concepts. 6. Knowledge of a discipline/ function. 7. Results of areas under control co-ordinate with those of other areas. 8.Translates overall company plans into working decisions for or within a discipline/ function. 9. Decides on unique situations not covered by precedents. Confirmation guidelines Knowledge and experience of a discipline or function with the ability to understand the significance of strategically important areas of the organisation in the medium term. Complexities are due to the need to interpret strategic requirements and form conclusions. Jobs at this level provide the interface between the specialised and strategic skill levels and therefore involve forward planning, organising and conceptual problem solving.May provide input for strategic planning. Job Evaluation Guideline 2006 14 B. FACTOR ASSESSMENT A ND POINTS SKILL LEVEL ONE: BASIC SKILL LEVEL COMPLEXITY 1 2 3 4 5 6 A number of activities or operations. These are performed following direct instructions or initial demonstrations. Operations of a varied nature. A minimal degree of latitude allowed as guidance is not always available to deal with problems as they arise. KNOWLEDGE 1 2 3 4 5 6 Knowledge and understanding, sufficient to follow instructions and/ or demonstrations of the activities/ operations to be performedKnowledge and understanding of the relationships of the activities involved within the operation (s). Understanding of basic written words/ number recognition followed by training and/ or repeated exposure to the operations. INFLUENCE 1 2 3 4 Influence on others is co-incidental, being limited to contact with them. Interaction with others and dealing with information or product/ equipment problems. PRESSURE Steady flow of light to medium work with occasional peak periods and/ or minimal stress involved. 1 2 3 4 Med ium to heavy physical effort and/ or important deadlines to meet.Physical effort guideline Light: Medium: Heavy: less than 5 kg 5-20kg over 20kg Job Evaluation Guideline 2006 15 SKILL LEVEL TWO: DISCRETIONARY SKILL LEVEL COMPLEXITY Operations in one well established straight forward routine. The operations are generally repetitive. Job parameters and guidelines for resolving problems are defined. 7 8 9 10 11 12 13 14 15 A variety of routines of which some operations may be non repetitive. Guidelines for resolving problems are not readily available. A variety of routines, some of which are diverse. Problems arise which have to be resolved without the availability of specific guidelines.KNOWLEDGE 7 8 9 10 11 12 13 14 15 Knowledge of one routine, together with the training and experience, providing the necessary background to perform operations. Knowledge of a number of routines with the need to apply discretion in changing circumstances. Knowledge of varied and/ or variable routines a nd an understanding of routines in related areas. Required to work independently. INFLUENCE Influence is exercised by the recording and passing on of information and/ or advice to others. 5 6 Interaction with others where persuasive influence is necessary and/ or responsibility for the work of others in the same skill level 8 PRESSURE Flow of work is subject to fluctuation and/ or decisive action required to meet predetermined deadlines. 5 6 Considerable interruptions and time stress are inherent and/ or conflicting deadlines to meet. Job Evaluation Guideline 2006 7 8 16 SKILL LEVEL THREE: SPECIALISED SKILL LEVEL COMPLEXITY A system or specified end result consisting of routines from which to choose, some of which are variable. Problems which arise have to be resolved by reference to established practices. 16 17 18 19 20 21 22 23 24 A broad base system or specified end result consisting of a number of variable routines.Problems have to be resolved within a general framework. A varie ty of variable routines within a complex system. Interaction with other systems and integration into own area of activity is required. Guidelines for resolving problems are non specific and wide. KNOWLEDGE 16 17 18 19 20 21 22 23 24 Knowledge of a system providing diagnostic skills to identify problems and determine corrective action. Knowledge providing broad diagnostic ability. Background knowledge of routines in other area is required. Knowledge of a complex system and a full understanding of other systems and their critical interrelationships.Background providing for an understanding of own and other related issues in a departmental context. INFLUENCE 9 10 11 12 Influence is exercised by the provision of information and/ or advice to others. Interaction with others where negotiation/ strong persuasive influence is required and/ or responsibility for the work of others in the same skill level. PRESSURE Fluctuating workflow subject to peak periods and/ or necessary to make plans t o meet predetermined deadlines/ issues. 9 10 Frequent unforeseen peak periods or considerable interruptions and time stress and/ or imperative to take immediate action on conflicting deadline/ issues.Job Evaluation Guideline 2006 11 12 17 SKILL LEVEL FOUR: TACTICAL SKILL LEVEL COMPLEXITY A number of decisions which have to be interpreted within one discipline or function to achieve the objectives set. Guidelines for resolving problems are normally available. Works generally within functional policy. 25 26 27 Decisions many of which are variable and diverse within a discipline or function, the systems of which are broadly based. Guidelines for resolving problems are broadly defined. Interaction with other disciplines or functions is essential in order to achieve objectives.Usually works with others at a similar level and provides guidance on functional policy. A range of decisions which have variety and diversity in setting policy and/ or objectives for one discipline or function and / or have an effect on more than one discipline or function. Guidelines for resolving problems are limited. KNOWLEDGE Knowledge of a discipline/ function and the background to deal with unique situations. Problems are determined and resolved by considering principles, theory and techniques within the discipline/ function and other factors in related areas.Knowledge of a discipline/ function with the need to determine new approaches and apply them. Background providing a full understanding of the critical interrelationships of other disciplines or functions. In depth knowledge of a discipline/ function together with a broad understanding of more than one discipline. Background providing for an understanding of the significance of strategically important areas of the organisation and to plan accordingly.INFLUENCE 28 29 30 31 32 33 25 26 27 28 29 30 31 32 33 Influence is exercised by the provision of information and/ or advice to others at a level of a discipline/ function. 3 14 Intera ction with others where vital/ critical negotiation is required which will impact on the organisations image and/ or responsibility for the work of others in the same skill level. 15 16 PRESSURE Interruptions and pressing issues to deal with or necessary to take decisive action where reliable precedents are not always available and/ or conflicting managerial aims to be resolved. Prolonged periods of stress and/ or urgent actions needed to deal with critical issues within changing corporate parameters. Job Evaluation Guideline 2006 13 14 15 16 18 Job Evaluation Guideline 2006 19

Lowe's Financial Analysis Essay Example | Topics and Well Written Essays - 2500 words

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Global Strategic Management Essay Example | Topics and Well Written Essays - 3500 words

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The Feminine Mystique And The Paradox Of Change - American Women In Essay

The Feminine Mystique And The Paradox Of Change - American Women In The 20th Century - Essay Example As a result of the survey, Friedan formed the view that women were victims of an erroneous contention that their fulfillment in life could only be achieved â€Å"through their husbands and children†¦such a system causes women to completely lose their identity in that of their family† (Friedan 227-268). In contrast to William Chafe, Betty Friedan confines her observations mainly to the period immediately following World War II and to a single group: â€Å"white middle-class suburban communities†¦[and] that men returning from war turned to their wives for mothering† (Friedan 79-123). Friedan draws copiously on her own experiences and â€Å"remembers her own decision to conform to society’s expectations by giving up her promising career to raise children and found that other young women still struggle with this decision† William H. Chafe Chafe’s method of dealing with the development of American women’s position in the 20th century is to consider how women - in regard to both their social and economic status – underwent a series of changes. In order to achieve this, he took as his central theme the factors underlying women’s inequality and evaluated it in terms of their â€Å"political involvement in public life and their economic progress† (Chafe 21; Otero-Cleves 1). By considering how the role of women in the 20th century had developed, he was able to offer the suggestion. â€Å"The assumption that women constituted a separate and inferior category ended up by pervading both the assignment of women personnel and the salaries they were paid†.

Discussion Board Chapter 2 Essay Example | Topics and Well Written Essays - 250 words

Discussion Board Chapter 2 - Essay Example Most people have never interacted with other cultures, therefore need to be educated on the principles that they should incorporate. The main principle is making prior research on the person you wish to interact with from the different culture. This way one is familiar with the basics of the foreign culture and one can prepare on how to communicate. For instance, answering greetings from the foreign culture. The other principles involved include having a purpose for interaction with the new culture. With this in mind conversation are easy to start and to keep going for a long time. Other principles include noting the tonal variation of the other party so as to help understand what they are putting across. A tone may help recognize emotions and feelings. In addition one should avoid using slang from your own culture that would definitely shut out the other party from conversing. Moreover, generally looking at the facial expression and body movement of the other party can improve communication. In conclusion, improving intercultural communication requires efforts from both parties including being a good listener and having the need for communicating. Most individuals only go down that road with a purpose but with the knowledge on how to improve such communications, different cultures will bond easily and achieve an understanding from their

Discussion 1 Week 4 Competitive Bidding and Long-Term Cost Savings Assignment

Discussion 1 Week 4 Competitive Bidding and Long-Term Cost Savings - Assignment Example CMS then enters into contracts with select DME suppliers to provide DME items at the prices determined by CBP†¦ CBP also provides an incentive for DME suppliers to accept lower Medicare payment amounts in exchange for the ability to serve beneficiaries and to potentially increase their Medicare market share† (U.S. Government Accountability Office, 2011, p. 2). As such, it is the best interests of Medicare patients that prices are set through CBP to ensure that they are provided with the least cost of DME. Competitive bidding was revealed to remain a crucial part of the health reform program, particularly Medicare reform (Feldman, Dowd, & Coulam, 2013). As emphasized, â€Å"competitive bidding will save a substantial amount of money, the exact amount depending on the bidding rules ultimately selected and any transition rules adopted to moderate the pace of change for beneficiaries† (Feldman, Dowd, & Coulam, 2013, p. 20). As such, due to the cost efficiency and potential savings to be generated from competitive bidding, it will remain a viable alternative when the Patient Protection and Affordable Care Act is fully implemented in 2014. The defining factors regarding the competitive bidding process include the price, which is considered the primary factor (Universal Service Administrative Company, 2014); as well as reliability, technical support, bandwidth, and quality of transmission (Universal Service Administrative Company, 2014). Thus, the survival or failure of the bidding organization would depend on their ability to provide the needed goods, products, or services, in the most cost-effective and reliable manner within the stipulated time frame. Feldman, R., Dowd, B., & Coulam, R. (2013, April). A Competitive Bidding Approach to Medicare Reform. Retrieved from American Enterprise Institute:

Role in Criminal Procedure of US Constitution Essay

Role in Criminal Procedure of US Constitution - Essay Example In the US Constitution itself, there is an Article that includes provision for both pre-trial and trial rights. Article III, Section. 2, Clause 3 indicates that â€Å"[t]he Trial of all Crimes [†¦] shall be by Jury; and such Trial shall be held in the State where the said Crimes shall have been committed [†¦]† (National Archives, â€Å"Constitution of the United States, Art.III,  §.2, cl.3†, 1787) This passage determines two important elements of criminal procedure, namely the jury and venue. These are crucial while they describe the place and method of criminal procedure.As for the Bill of Rights, there are several Amendments that are relevant to the current research question. To be more specific, Amendments Fifth, Sixth and Eight seem to be the most important to determining criminal procedure. Within the Fifth Amendment, there are several crucial points to understand in regard to criminal procedure. First, this Amendment rejects punishment for capital or i nfamous crimes except for specific cases. Similarly, in the Eight Amendment, it is stated that â€Å"[e]xcessive bail shall not be required†, nor â€Å"excessive fines, nor cruel and unusual punishments.† (National Archive, â€Å"Bill of Rights, Amendment VIII†, 1789) Second, Amendment V also indicates that one person will not be answering twice for the same crime. Third, any person has the right not to witness against oneself. Finally, the Amendment does not allow the punishment of a person without due juridical process. (National Archive, â€Å"Bill of Rights, Amendment V†, 1789).

Goodness of the Service Level and Current Structure Assignment - 22

Goodness of the Service Level and Current Structure - Assignment Example However, equation 2 and 4 only hold if y= 0, for non-negative values of x andy. Consequently, x= 4300 is the optimal number of vaccine doses that the facility can purchase for optimality. From the confidence interval formula for normal distribution, Z=(mean-Â µ)/(standard error) And mean-Â µ = zero and this means that Z is not defined. As Z approaches infinity, however, the probability of failure approaches zero. Therefore, at 4300 doses, the facility has a zero percent probability of failure. The optimal number of vaccines and chance of running out of vaccines Optimal profitability occurs when total cost equals total expenditure for generating the cost. Assuming that an organization purchases z doses of the vaccine and sells x doses and returns y doses to the Centers for Disease Control and Prevention, the following are computations for the optimal number of vaccine doses and the chance of scarcity. Cost of vaccine= 4z= 4(x+y) Revenue= 15x+ y, based on $ 15 sales price and $ 1 buy back price. Reduction to lower levels such as $ 7 per dose would motivate people into and increase a total number of used vaccines. A reasonable profit level would, therefore, be possible, and even higher levels attained due to a higher number of unit sales. Such a reduction in price would also promote quality of health by preventing flue (Thompson 1). A hold on the buy-back policy is likely to reduce facilities’ stock level and therefore limit the availability of vaccines. In addition, unused vaccines would lead to greater losses and prompt facilities to charge higher prices on sales. Consequently, holding the buy-back is likely to reduce demand for vaccines and increase the burden of the flue.

The Land of Enchantment by Marian Russell Essay Example for Free

The Land of Enchantment by Marian Russell Essay The book titled â€Å"Land of Enchantment† by Marian Russell (1845-1936) is an account of her travels along the Santa Fe Trail as a child during the 1850s and 1860s. The book is addressed to her daughter in law, Miss Hal Russell, to whom she dictated it in the 1930s. But, the aim of the book, according to the author is â€Å"to preserve to posterity the truth and the warmth of an unforgettable period in American history; the stirring decades in which sturdy pioneers blazed trails across a strange and wondrous land of prairies, plains and mountains†. Hence the book may be considered as addressed to all future generations of readers who are fascinated by the American West and in particular the Santa Fe trail. It was published in a limited edition in 1954 and due to high ratings by leading critics, the demand for the book far exceeded the stock. The Santa Fe Trail was historically a popular route in New Mexico that was used for commercial travel across the West. As such it was used more frequently by merchants than by emigrants. It was rare to find women on the Santa Fe Trail and this makes this account by Marian Russell a very special one. It is one of the few firsthand accounts by a woman of life on the Santa Fe Trail. The book brings to life nineteenth century New Mexico from the eyes of a seven year old girl. Adding more color to the accounts are Mrs. Russell’s memories of several well-known western figures.   This book is truly a historical account of the Santa Fe Trail. The book is a first-person account of the author’s travels and hence the book is highly authentic. Moreover, the meticulousness of the details included in this travel account provides the book with a high degree of value as a historical book. Marian Russell was the third and last child of William and Eliza St. Clair Sloan, who were of Scottish ancestry. She was named after Lady Marian Wallace whose tragic story touched her mothers heart. In this book, the author traces her life story from 1848 to 1936. During this period, she moved from St. Louis to California with her mother. The travel took her across the Santa Fe Trail – the historic nature of which is best brought out through Russell’s words: â€Å"It led from our eastern seaboard to the waters of the blue Pacific. If we could but measure it by the tears and the smiles it has known we would never be able to trace its way through American history†. The style of writing is very simple but very colorful. The author uses descriptive words to bring the scene before the readers: â€Å"†¦as we bore westward, the deer and the antelope bounded away from us. There were miles and miles of buffalo grass, blue lagoons and blood-red sunsets and, once in a while, a little sod house on the lonely prairie-home of some hunter or trapper†. She also includes minute details such as the freight charges during that period in time.   Ã¢â‚¬Å"The freight rate to Santa Fà © was $10.00 per hundred pounds. Teamsters and drivers were paid $25.00 per month plus rations†. The narrative is partly child like and partly adult in perspective as this is an account of the experiences of a small child dictated in an adult voice. The author talks about the dangers due to native Indians on the Santa Fe Trail. She recounts with horror the night when the Indians attacked the camp she was staying in and stole a herd of two hundred army horses. During this account, the author also gives deep insights to the culture of the people she met. The Indians she noticed valued some relatively small worth articles such as charms and disposed easily of some things of real value. These charms could be in the form of a war bonnet or a breech clout or even just a smooth pebble from the river. But charms were never for sale. Apart from Indian culture, she also gives accounts of the animals and plants along the route: big spiders, centipedes, scorpions, spiders, rattle snakes and lizards. There was also a variety of cactus that resembled trees, wild asters, scarlet honeysuckle, and night blooming poppies. Her poetic way of perception binds the reader’s interest in the book: â€Å"Sometimes a cactus, an old bone or a bunch of red grass caused the desert mirage to assume gigantic proportions†. Through her dialogue with Captain Aubry, Marian Russell traces the history of New Mexico. She also includes great details on Fort Union. She describes Santa Fe as a place full of â€Å"donkeys, goats and Mexican chickens†. During her stay at Santa Fe and Albuquerque, she gives accounts of Mexican food, their housing, their lifestyle, the legends they believed in, the Mexican Mandolin, their dressing style, the tragic story of Mrs. Adelaide Wilson, and the faith of the Catholic nuns. She crisply notes: â€Å"The old Mexican was pure Spanish and Indian, and often the Indian blood predominated; a class of people as colorful as the land in which they lived†. Thus, the book â€Å"Land of the Enchanted† by Marian Russell is a must-read for anyone with a fascination for Mexican history and culture. With the kaleidoscopic nature of details included, the book will be highly informative from many viewpoints: science, history, sociology, archeology, spirituality and humanity as well. Bibliography: Russell, Marian (1981). Land of Enchantment: Memoirs of Marian Russell along the Santa Fae Trail. University of New Mexico Press, 1981

Differentiating Between Market Structures Essay Example for Free

Differentiating Between Market Structures Essay Using the virtual organization of Kudler Fine Foods, evaluations will be made to determine market structure and competitiveness. Kudler Fine Foods current strategic plan for 2003, marketing overview, and market surveys will provide information to evaluate how Kudler competes in its market and where its strengths and weaknesses are located. Based on the evaluation of Kudler Fine Foods an applicable market structure will be determined and the structures effects on the organization and its long-term profitability. Recommendations will be made for Kudler Fine Foods while comparing real-world organizations. Kudler Fine Foods Located in the San Diego area, Kudler Fine Foods has three locations offering imported and domestic specialty foods. Founder, Kathy Kudler found the joy of gourmet cooking to be a business opportunity and opened the first store in 1998. The first year of business was profitable and paved way to the opening of two additional stores. Shopping the world for the finest of products allows Kudler Fine Foods to offer the finest of wines, foods, and related goods. It is Kudler Fine Food’s mission to provide these fine selections coupled with knowledgeable, experienced, and helpful staff to create a pleasing shopping experience (Virtual Organization Portal, 2007). Strategic Plan 2003 To provide Kudler Fine Foods mission while staying competitive, profitable, and delivering the goods known for, strategic plans are necessary. In 2003 a strategic plan was generated, within the plan traditional supermarkets were thought of as competition. Albertsons, Vons, and Ralphs advertised specialty foods similar to Kudler Fine Foods in the area of meat and produce. However, Kudler stays competitive by attracting specific customers cooking gourmet. While competitive stores offer similar food, they do not offer the same customer service, gourmet accessories, and foods Kudler offers. Whole Foods and Trader Joe’s offer similar product but aim to gain customers focused on healthy lifestyles not the gourmet experience. Foreign food stores are not a large competitor, they to do not focus on the gourmet experience. While foreign food stores may have particular ingredients, they lack the competitive advantage of selection, service, expertise, or tools Kudler Fine Foods provides. According to 2003s strategic Plan Kudler Fine Foods customers are less price conscious than competitors (Virtual Organizations Portal, 2007). There is no direct competition although there are competitors trying to gain Kudler’s customer base. The combination of services and goods Kudler Fine Foods offers sets it apart from competition. Kudler Fine Foods uses its differentiated goods, atmosphere, knowledgeable services, intimate customer loyalty, and expansion of goods and services to stay competitive within the market. Ultimately it is the gourmet experience that makes Kudler Fine Foods a competitive force in the market. Marketing Overview Experiencing significant growth, Kudler Fine Foods looks to increase the profitability and loyalty of consumers and expand services. Kudler is strategically increasing profitability and loyalty of its customers by increasing internal efficiency, enacting a frequent shopper program, and expanding the services offered. Using a frequent shopper program customer purchases shopping behaviors are tracked and refined so applicable products can be offered to valued customers. Frequent shoppers will be offered points for shopping to redeem rewards to maintain store loyalty. To expand services Kudler offers exclusive upscale events in the store and in the comfort of customers own homes, which increases word-of mouth marketing, customer loyalty, and social networking. In addition to expanding services and offering frequent shopper programs to increase revenue Kudler Fine Foods focuses on reducing costs by increasing efficiency. Using a large department store to benchmark, Kudler is engaging in developing employees through training programs and upgrading software systems. Costs are reduced by minimizing purchases while maintaining adequate amounts of stock. Using information retrieved form the frequent shopper program and the â€Å"dollar value and profit margin per transaction† orders are placed to best capture customers needs while tracking sales data for better forecasting, merchandise selection, and inventory management (Virtual Organizations Portal, 2007, para.5). The store advertises the same sales and merchandise for the three stores and coordinates to maintain enough inventories within each store location to maintain a customer service level of 95% (Virtual Organizations Portal, 2007). Like other retail stores customer satisfaction is a prime marketing tool but so is the ever changing gourmet items offered in the stores. New items are introduced regularly into the store; Kathy looks to competitors for pricing strategies and product comparison to market the new goods. While Kathy looks to competitors her customer differs from other markets in the area, they look for a gourmet experience. Market Surveys Kudler Fine Foods conducted market surveys in 2010 and 2011to collect data from consumers. The surveys help to identify opportunity, measure success, and identify strengths and weaknesses within the organization. The 2010 survey indicated that there was not a good selection of products present in the store. This was an area of weakness and an opportunity to improve; the 2011 survey showed an increase of satisfaction in the selection of products presented in the store. Once a weakness, the surveys measure success in the increase of product selection from 2010 to 2011. Surveys identify store hours, atmosphere, merchandise satisfaction, and knowledgeable service representatives as Kudler Fine Foods strengths. Weaknesses include merchandise displays and in 2010 selection and overall store satisfaction. The marketing surveys show improvements from 2010 to 2011 in both strengths and weaknesses indicated by customers (Virtual Organizations Portal, 2007). Kudler Fine Foods Market Structure Kudler Fine Foods is a monopolistic competition market structure. Within a monopolistic competition market structure there come both positives and negatives effects for Kudler Fine Foods. Positives While there are many similar organizations Kudler Fine Foods goods and services are differentiated. Kudler Fine Foods offers physical product differentiation in the service offered. For example, customers look to Kudler Fine Foods for a gourmet experience that cannot be found elsewhere. Kudler Fine Foods overall performance creates an experience. This experience is different from competitors accounted for in the strategic plan. Another positive of a monopolistic competition is that they are price makers, because Kudler Fine Foods offers differentiated products and services they are able to set their own prices. Kathy uses competitors as a price guideline but sets her own prices. In a monopolistic competition market large profits are possible in the short run. Negatives Kathy easily entered the market and so will other individuals because there are no barriers to entry in the monopolistic competition market. The fewer barriers to entry in a market the more competition arises. The low barriers to entry in this market mean one must have an opportunity to differentiate; Kudler Fine Foods has this opportunity by offering different goods and services from its competitors. To stay actively competitive Kudler Fine Foods must engage in advertising to let customers know the difference between Kudler Fine Foods and their competitors. Advertisement costs time and money and can be difficult to make advertisements stand out against competitors. Long-term profitability As mentioned above in the short run profits are possible but because there are no barriers to entry many firms are attracted to the market, which increases in the long-run. As new firms enter the market Kudler Fine Foods products and services will become more elastic shifting the demand curve to the left, prices will be driven down reducing profits. In the long run these reduced profits will continue until Kudler Fine Foods reaches long run equilibrium, economic profit is impossible in the long run. Recommendations A personal recommendation for Kudler Fine Foods is to stay in the short run to continue making the most profits. They can do this by furthering product differentiation. For example, Kudler Fine Foods can look to competitors to make sure they are not selling the same products and offering the same services. Kathy already frequently introduces new products and should continue to do this. Staying innovative will also be beneficial, introducing online sells may help keep Kudler Fine Foods in the short run longer. Real-world comparisons In the real-world there are many monopolistic markets like that of Kudler Fine Foods. Taylors Market is an example, like Kudler Fine Foods they offer gourmet options. Taylors Market finds its competitive edge by offering specialty items, including an onsite butcher. Both Kudler Fine Foods and Taylors Market are one of many firms in a monopolistic competition market structure. They stay competitive by offering differentiated goods and services. While both firms start out inelastic in the short run, in the long run they become more elastic. Below is an example of how Taylors Market and Kudler Fine Foods monopolistic competition market structure compares and differs from other market structures.

Evaluation of Consumer-Driven Health Plans (CDHPs)

Evaluation of Consumer-Driven Health Plans (CDHPs) Introduction Consumer-driven healthplans(CDHPs) are health care benefits plans focused on the commitment of patrons in health care decision-making. Consumer-driven healthplans(CDHPs) facilitate patients to also make use of dollars of employer-funded or to save their personal dollars in an account to be used to shell out for appropriate health care expenses.The backlash of managed care of the 1990s merged with growing health expenditures leaded to the formation of consumer-directed health plans (CDHPs), which lay bigger accountability for decision-making of health care in the consumer’s hands. In retort to the insight amongst consumers that managed care plans were restricting admittance to prospectively beneficial care consumer-directed plans were proposed to manage costs by altering health care decision-making accountability from insurers to customers. [Buntin MB, Damberg C,] CDHPs are anticipated to decrease spending of health care by divulging consumers to the implications of financial of their treatment decisions. The idea was that consumers, equipped with classy tools of information and rendered to the financial effects of their decisions, would compel in health care delivery value-based advance. CDHPs have developed in reputation ever since their inception, now enrolling in relation to 17 percent of people with insurance of employer-sponsored.[ Goodman, J. C.] There are three most important components of CDHPs plans under the head of the reimbursement account (HRA), health savings account (HSA),and Flexible Spending Account (FSA). The plans are initiated to support members to comprehend and have superior association in their individual decisions of health care. The employee can suitably choose when and how his or her health care dollars are utilized. Following are the descriptions of different types of plans:- Health Reimbursement Account -This account is funded by the employer. A Health Reimbursement Account plan includes a deductible, but enrollees classically employ their HRA to disburse for out-of-pocket expenses prior to they meet the deductible. The HRA plan comprises an enrollee out-of-pocket maximum. The plan offers 100 percent reimbursement once the limit is met, for covered services, together with pharmacy benefits. Health Savings Account -A Health Savings Account (HSA)is the individual account of account holder’s and can be employed to compensate for qualified pharmacy and medical expenses.HAS can be funded by the employee employer, or others. An HSA plan comprise a deductible, however enrollees can use their HSA to shell out for out-of-pocket expenses prior to they meet up the deductible. Flexible Spending Account -A patient may perhaps have the alternative to employ an FSA in combination with an HRA to assist to pay for entitled pharmacy and medical expenses not enclosed by the medical plan. This comprises non-medically necessary procedures, over-the-counter medications, (e.g., laser eye operation) and a great deal more. Consumer-driven health care tenders numerous opportunities to develop the health of employees and to lessen on the whole health care costs for employers. For the most part importantly, the model of consumer-driven health care propose support for employees, their families and further dependents to take a further dynamic role in supervision of their health and health care service. CDHPs are inclined to draw upper income, additional educated enrollees; other than there is no confirmation that CDHPs have escort to risk segmentation resultant in corroded insurance coverage. Approximately all the proof on CDHPs is from huge, self-insured employers for whom constructive choice into a CDHP is not essentially challenging. [Barry CL, Cullen MR,] On the whole, the consequences of this synthesis propose that the types of strategies used by CDHPs must carry on to be considered as an advance to containment of health care cost. [Buntin MB, Damberg C,] Research shows that major cost savings connected with these plans, suggestive of that financial incentives besieged at consumers can be efficient in lowering health care expenditures. Alongside this confirmation of cost savings there is relatively modest evidence of reductions in quality of care. While the effects of these plans on utilization and outcomes must be continued to monitored, predominantly given the changes in the types of plans offered in the market, the initial results shows prospective. Consumer Driven Healthcare Plans tender several diverse incentives such as: Tenders superior choice. Members appear to be stirring away from managed care restrictions as enrollment of HMO keep on to reducing while PPO enrollment style plans is increasing. Incentives for employees turn out to be more involved in making economic decisions in relation to the use of healthcare resulting in additional educated purchasers demanding lesser cost and superior quality service from their providers. Addresses cost and admission problems in the existing healthcare system. As the health care cost carry on to skyrocket, it is significant for employers to deem options like consumer-directed health plans (CDHP)—health plans with a confirmed trail record of sustaining wellness, even as controlling costs. These plans afford an appropriate, cost-effective resolution for companies. Employers can prefer to initiate CDHP plans as a complete substitution to the accessible health benefits program, or can tender CDHP options together with additional managed care options, for instance a PPO. Incentives can be intended to persuade members to partake and better administer their health.[ Goodman, J. C.] Employees in CDHPs from a health perspective, expend more on preventive care and emergency room visits are reduced as a result. Female patients access additional women’s health screenings, and diabetes patients also carry out monitoring at higher rates in addition. It as well has educated patients who make use of essential prescriptions to cure chronic conditions, similar to their equivalent in PPO plans. Considerably, there is greater choice of generic drugs, escalating on the whole health care savings.[ John W. Rowe, Tina Brown-Stevenson, Roberta L. Downey, and Joseph P. Newhouse] The outcomes of CDHPs on rates of coverage of insurance are unidentified. Even despite the fact that the prospective for these products to produce risk segmentation crosswise diverse types of coverage hoist concern over the affordability and admission to coverage amongst high risks, the accessibility of lower-premium items which lesser premiums by lessening spending on low-value services may perhaps eventually add to rates of insurance coverage in the midst of both high- and low- risk consumers. While the facts point out that CDHPs be inclined to experience constructive selection when they are proposed by huge employers along with other types of plans, there is no proof that constructive choice in this circumstance has inclined on the whole rates of coverage of insurance. In the case of the small and individual group markets, there is modest to no proof on the level to which CDHPs experience constructive risk selection and the inference for coverage rates. The impact of these plans In addition, on vulnerable populations, predominantly amongst people with low down levels of income and proper education, is yet uncertain. An enhanced discerning of these effects is significant as market penetration of these products enhancement and they are gradually more offered by employers on a complete basis of replacement.[ Goodman, J. C.] CDHPs In the employer-sponsored market, may perhaps be offered either unaccompanied or next to other plans, and choice may perhaps take place at the stage of the employer choosing to render the plan or at the stage of the employees choosing amongst plans. For huge firms, which in general tender CDHPs together with other plans, risk selection takes place principally in the group. Since regulation forbid employers from diverging employee contributions founded on health status of individual, employee contributions do not diverge by risk of individual. As a result, if a CDHP with a low down employee contribution and an elevated deductible is tendered along with a plan with lesser cost-sharing and an elevated employee contribution, it is to be expected to be additional striking to low risks for whom likely out-of-pocket expenditure will be lesser. When the company is self-insured, on the other hand, as almost all big firms are, the employer is at hazard for the expenditure of the whole gr oup. Consequently, the employer, who does not advantage monetarily from excessively enrolling low down risks into the CDHP, has modest inducement to tender CDHPs to support such risk segmentation. Even as an added concern is that this kind of selection may perhaps intimidate the steadiness of a additional generous plan (20), an employer may perhaps keep away from this type of unpleasant selection â€Å"death spiral† in the course of the selection of the employee contribution policy. As a result, favorable selection into CDHPs inside firms in the huge group market is not likely to be challenging. In contrast, in the small group market, employers classically tender simply one plan and habitually acquire fully insured products. Risk selection In this case, occurs principally in the structure of the employer prefering which plan to tender employees and probable amongst employees choosing whether to register in the coverage of insurance tendered by the employer. Insurers have inducement to price products founded on the group risk, and if they are not capable to make use of risk-based pricing, they may perhaps intend coverage consecutively to accomplish risk segmentation. This would in due course for low-risk groups lower the premiums and raise them for groups of high-risk. The net result on rates of coverage would rely on how each one group act in response to the consequent alterations in premiums. Risk selection connected with CDHPs is a larger concern in the individual markets and small group in abstract, since insurers have incentives to employ in risk selection in the course of benefit design in these surroundings when risk of enrollee is complicated or expensive for them to monitor. Enrollment of CDHP in these settings, nevertheless, does not essentially indicate problematical risk-based selection. Enrollment of CDHP may perhaps replicate inclination for lower-premium, a lesser amount of liberal plans in this setting. [Goodman, J. C.] Conclusion CDHPs proponents emphasize the prospective for these plans to endorse superior implication in spending of health care and to lodge various consumer preferences (19, 3, 27). In contrast Critics, hoist the concern that, even as consumers may act in response to high deductibles by means of less medical care, they may perhaps not distinguish efficiently between less and more valuable care when constructing those reductions, eventually reducing eminence of care, and that superior cost-sharing places a too much financial load on low-income and/or not as much of healthy enrollees. However, in their current form, CDHPs are expected to represent merely part of a solution to deal with high and rising health care costs. The evidence indicates that CDHPs construct savings primarily among medium and low- -risk enrollees. They have modest outcome on spending for the diminutive proportion of the population who constructs the mass of health care spending. As a result, an all-inclusive approach to tackling high health care spending would need substitute solutions targeted in the direction of high-risk populations. References â€Å"Who Chooses a Consumer-Directed Health Plan?† Barry CL, Cullen MR, et al. Health Affairs, vol. 27, no. 6, 2008 â€Å"Consumer-Directed Health Care: Early Evidence About Effects on Cost and Quality.† Buntin MB, Damberg C, et al. Health Affairs, vol. 25, no. 6, 2006. Consumer Directed Health Care. Goodman, J. C. (December 2006). Social Science Electronic Publishing, Inc, The Effect of Consumer-Directed Health Plans on the Use of Preventive and Chronic Illness Services,John W. Rowe, Tina Brown-Stevenson, Roberta L. Downey, and Joseph P. Newhouse, Health Affairs, Volume 27, Number 1, January/February 2008

Irony in a Good Man is Hard to Find Essay -- essays papers

Irony in a Good Man is Hard to Find Flannery O’ Connor’s story: â€Å"A Good Man is Hard to Find† is the tale of a vacation gone wrong. The tone of this story is set to be one irony. The story is filled with grotesque but meaningful irony. I this analysis I will guide you through the clues provided by the author, which in the end climax to the following lesson: â€Å"A Good Man† is not shown good by outward appearance, language, thinking, but by a life full of â€Å"good† actions. The story begins with the grandmother trying to persuade the family not to travel towards Florida but perhaps go to Tennessee instead. This is based on the grounds that â€Å"the Misfit†, a escaped criminal is on the loose somewhere in Florida. The Ironic part of this is that the grandmother is the only family member to conceive of bad things happening to the family. She bases this solely on the fact that they were traveling in the same direction as the Misfit. This negative thinking quite possibly could have led to the eventual rendezvous between the convict and the family. The following day the family heads off to Florida. Another major point of irony happens as the story revolves around the grandmothers traditional southern values of respect for other people; especially elders, respect for your home and country. At the same moment as the grandmother is lecturing her grand kids about respecting their home state she sees a young Negro boy and says: â€Å"Oh look at the cute little pickaninny!† (Pg 208). Her hypocrisy becomes evident as she wants the family to do what she says not what she does. It’s when the family gets ready to stop for barbecued sandwiches at Famous Sam’s the first of the Symbolism is the story starts to take shape. Before they reach ... ...nd shot Grandmother pleads and bargains with â€Å"The Misfit†. This plea-bargaining draws to a climax when the Grandmother says â€Å"Why, your one of my babies. You’re one of my own children!† â€Å"She reached out and touched him on the shoulder.†(218) This stirs something in â€Å"the misfit† and he snaps back and shoots her. The irony at the end of this story is very interesting. O’ Connor forces the reader to wonder which characters are â€Å"Good Men†, perhaps by the end of the story she is trying to convey two points: first, that a discerning â€Å"Good Man† can be very difficult, second that a manipulative, self centered, and hollow character: The Grandmother is a devastating way to be, both for a person individually and for everyone else around them. The reader is at least left wondering if some or all of the clues to irony I provided apply in some way to the outcome of this story. Irony in a Good Man is Hard to Find Essay -- essays papers Irony in a Good Man is Hard to Find Flannery O’ Connor’s story: â€Å"A Good Man is Hard to Find† is the tale of a vacation gone wrong. The tone of this story is set to be one irony. The story is filled with grotesque but meaningful irony. I this analysis I will guide you through the clues provided by the author, which in the end climax to the following lesson: â€Å"A Good Man† is not shown good by outward appearance, language, thinking, but by a life full of â€Å"good† actions. The story begins with the grandmother trying to persuade the family not to travel towards Florida but perhaps go to Tennessee instead. This is based on the grounds that â€Å"the Misfit†, a escaped criminal is on the loose somewhere in Florida. The Ironic part of this is that the grandmother is the only family member to conceive of bad things happening to the family. She bases this solely on the fact that they were traveling in the same direction as the Misfit. This negative thinking quite possibly could have led to the eventual rendezvous between the convict and the family. The following day the family heads off to Florida. Another major point of irony happens as the story revolves around the grandmothers traditional southern values of respect for other people; especially elders, respect for your home and country. At the same moment as the grandmother is lecturing her grand kids about respecting their home state she sees a young Negro boy and says: â€Å"Oh look at the cute little pickaninny!† (Pg 208). Her hypocrisy becomes evident as she wants the family to do what she says not what she does. It’s when the family gets ready to stop for barbecued sandwiches at Famous Sam’s the first of the Symbolism is the story starts to take shape. Before they reach ... ...nd shot Grandmother pleads and bargains with â€Å"The Misfit†. This plea-bargaining draws to a climax when the Grandmother says â€Å"Why, your one of my babies. You’re one of my own children!† â€Å"She reached out and touched him on the shoulder.†(218) This stirs something in â€Å"the misfit† and he snaps back and shoots her. The irony at the end of this story is very interesting. O’ Connor forces the reader to wonder which characters are â€Å"Good Men†, perhaps by the end of the story she is trying to convey two points: first, that a discerning â€Å"Good Man† can be very difficult, second that a manipulative, self centered, and hollow character: The Grandmother is a devastating way to be, both for a person individually and for everyone else around them. The reader is at least left wondering if some or all of the clues to irony I provided apply in some way to the outcome of this story.

Franklin and Theodore Roosevelt Essay -- American History Presidents E

Franklin and Theodore Roosevelt Throughout the ages there have been many great leaders. These leaders are powerful in many ways, with a strong control over the people, and a place in history. But who would have guessed that two cousins would be some of the greatest government figures ever? Franklin Delano Roosevelt and Theodore Roosevelt, both American presidents, both American Heroes. Without these dignitaries, the American advancement into the present day would be incomplete and/or impossible. They gave people hope through hard times and the spirit to protect their country and one another. â€Å" S p e a k s o f t l y†¦ C a r r y a b i g s t i c k † Theodore â€Å"Teddy† Roosevelt was born into a rich New York family in 1858. His childhood was filled with sickness. He soon became interested in wildlife and nature. In 1880 he graduated Harvard. Happy with his new accomplishments he took on a wife, Alice Lee Roosevelt. Unfortunately, his mother passed away on the same day as the marriage. Heartbroken, Roosevelt moved west to the Dakota territories to hunt and explore. His first marriage was over soon afterwards. A few years later he ventured to Paris, France were he met his second wife. Back in America the Spanish- American War for the Southwest was in formation. Roosevelt, wife and all, headed back home. Enlisted and prepared, Roosevelt headed South. On the path to victory, Roosevelt met up with Leonard Wood, together the created the Rough Riders Regiment (RRR). In 1898,the RRR, under the control of Roosevelt and Wood, lead the battle against San Juan, Puerto Rico to come out victorious. Both men returned home to a hero’s welcome happy to be alive. It was the dawning of the 20th century. William McKinley was President and Roosevelt: Vice President. Under McKinley, he learned about the responsibilities of being a president. Suddenly without warning McKinley was shot and killed. In 1901, at 42 Roosevelt became the youngest president to serve office. He disagreed with how the nation’s economy was being controlled by Big Business. In his term he set about â€Å"trust busting† by initiating some 40 lawsuits against big businesses. It was said once that while hunting, Roosevelt came upon a bear cub. Despite the demands of his hunting partners, Roosevelt refused to kill the cub. This story touched the heart of millions. Soon cartoon strips, newspape... ...ld War II. During the war years he had not appeared often in public, but during his campaign for a fourth term in 1944 many who saw him said that he looked pale, thin, and old. The election, which resulted in his victory over New York Governor Thomas E. Dewey, was a strain on the president. In the early spring of 1945 he went to Warm Springs, Georgia, in an effort to recapture his flagging energy. There he died of a massive cerebral hemorrhage on April 12, 1945. In conclusion I believe that Franklin Delano Roosevelt had a greater impact on the American Society than his cousin, Theodore Roosevelt. FDR did so much in his lifetime as president that without someone like him to get us through hard times like the Depression or World War 2, and supply new improvements in the way life is conditioned. We wouldn’t be as successful as we are today. Theodore Roosevelt was also a great man, I am not saying otherwise. But FDR has the addition of four presidential terms. In fact being the only president to carry out four terms he created the cause for the 22nd amendment even after death. In turn with the addition of these two men in history we have not only changed the world but ourselves.

I Know Why The Caged Bird Sings :: essays research papers

# Quote Reaction 1 pg. 8 Chap. 1: "The sounds of the new morning had been replaced with grumbles about cheating houses, weighted scales, snakes, skimpy cotton and dusty rows. In later years I was to confront the stereotyped picture of gay song-singing cotton pickers with such an inordinate rage that I was told even by fellow blacks that my paranoia was embarrassing. But I had seen the fingers cut by the mean little cotton boils, and I had witnessed the backs and shoulders and arm and legs resisting any further demands." The importance of this quote is really integral to the rest of the book. To be able to criticize something you should have experienced it. This passage shows that Maya has experienced the non-privilege of being a Negro during the thirties, and experienced it at a young age. Maya wrote that she later confronted the stereotype, She had a right to because of her previous position. 2 pg.14 chap. 2 "Bailey and I decided to memorize a scene from The Merchant of Venice , but realized that Momma would question us about the author and that we'd have to tell her that Shakespeare was white, And it wouldn't matter to her whether or not he was dead. So we chose 'The Creation' by James Weldon Johnson " This excerpt is crucial because it puts yet another facet on segregation. Really the blacks and whites were both afraid of each other equally. The only difference was that the whitefolks were in a position to act on those fears. 3 pg.25 chap 4. "In Stamps the segregation was so complete that most Black children didn't really, absolutely know what whites looked like. Other than they were different, to be dreaded, and in that dread was included the hostility of the powerless against the powerful, the poor against the rich, The worker against the worked for, and the ragged against the well dressed. I remember never believing that whites were really real." The first line really does a good job of summing up the situation in Stamps but the key section of this quotation is the very last line. "I remember never believing that whites were really real." This statement really makes the whole situation clear in that it really brings home how someone can think that an entire race of people don't exist. 4 pg.48 chap 7 "The judge asked that Mrs. Henderson be subpoenaed, and when Momma arrived and said that she was Mrs.

Home Schooling is a Better Choice

Education is considered as a wealth that other people cannot take away from anyone. It can take an individual to far places, allow him or her to do greater things, and make it possible to have a brighter future. No matter how poor or how difficult it is to send a child to school, every parent would want to give their children a chance to have a quality education. There are some cases when a child has to be home schooled. Home-schooling is the better alternative aside from sending a child to a normal school; and it is not as dangerous as some people think it is.This is why many parents who preferred to home-school their children reacted to a new court ruling that would make them criminals for teaching without credentials. This law was proposed by Justice H. Walter of the Los Angeles’ Second District Court of Appeal. He reasoned out that children aged six to 18 should attend public school unless exempted. Parents who home-school their children reacted because they believe that h ome-schooling is better than sending their children to public or private schools.Moreover, parents believe that they, and not the state, know better what is best for their children, including how they should be educated. In addition, parents reasoned out that since private schools do not necessarily require their teachers to have credentials, why are parents not allowed to teach their children even without a credential? (Yskamp, 2008). Home-schooling is a better option to steer children away from the dangers and the pitfalls associated with public schools (Distantschooling, 2006).Children are not at risk of bullying at school, or of alcohol and drugs or other negative influences. There is also a strengthened bonding between parents and children as they spend more time together, thus further reinforcing the family in the American society (Pride, 2009). Moreover, home-schooling enables parents to meet the unique needs of their children that will otherwise be ignored in classrooms acco mmodating more than 30 kids. There are also parents who reported that home-schooling best fits the learning needs of their children (Yskamp, 2008).

Srs on Management System

Software Requirements Specification For Attendance Tracking System, Release 1. 0 Version 1. 0 Prepared by Lee Bell, Graham Kennedy, Jonathan Loudin, Roger Seagle February 9, 2003 Table of Contents Table of Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ i Revision History†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ i 1. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 1. 1 Purpose†¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 1. 2 Document Conventions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 1. 3 Intended Audience and Reading Suggestions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 1. 4 Project Scope†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1. 5 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2. Overall Description†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 1 2. 1 Product Perspective†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 1 2. 2 Product Features†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 1 2. 3 User Classes and Characteristics†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ â₠¬ ¦ †¦ 1 2. 4 Operating Environment†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 2 2. 5 Design and Implementation Constraints†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ .. 2 2. User Documentation†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 2 2. 7 Assumptions and Dependencies†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 2 3. System Features†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ â₠¬ ¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 3 3. 1 Roll Mode†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 3 3. 2 Edit Mode†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 4 3. 3 Statistics Mode†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 6 4. External Interface Requirements†¦ †¦ †¦ †¦ †¦ à ¢â‚¬ ¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ .. 7 4. User Interfaces†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 7 4. 2 Hardware Interfaces†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 7 4. 3 Software Interfaces†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ .. 7 4. 4 Communications Interfaces†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ â₠¬ ¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 8 5. Other Nonfunctional Requirements†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ .. 8 5. 1 Performance Requirements†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ .. 8 5. 2 Safety Requirements†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 8 5. Security Requirements†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 8 5. 4 Software Quality Attributes†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ . 8 6. Other Requirements†¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ †¦ 9 Revision History Name Everyone Everyone Date February 9, 2003 February 12, 2003 Reason For Changes Initial Draft Revise Draft Version 1. 0 draft 1 2. 0 Final Version 1. Introduction The following document describes the functional and non-functional requirements for the Attendance Tracking System release version 1. . The contents are intended to be utilized by the software engineering class as guidelines for implementation and testing. This Software Requirements Specification document only covers the main s ystem and does not describe the implementation of the database in which the main system interacts. All the requirements stated in this document are slated for implementation in version 1. 0, unless otherwise specified. 1. 1 Purpose 1. 2 Document Conventions As of the latest version of this Software Requirements Specification, there are no document conventions.The intended audience is the software engineering class, who will be implementing and testing the Attendance Tracking System. Also, the document is to be utilized by the software engineering professor to evaluate the software’s design and features. The Attendance Tracking System will allow professors to maintain a record of attendance of students in their respective classes from a Pocket PC. Also, the system will permit the instructor to send a student a notification email of their absence. Furthermore, the program provides different modes to edit attendance, view tatistics, and take notes on elements pertaining to atten dance. The goal is to provide a professor with an easy, portable solution to attendance record maintenance and attendance statistics. 1. 3 Intended Audience and Reading Suggestions 1. 4 Project Scope 1. 5 References 1. Weigers, Karl. Software Requirements Specification Template, http://www. processimpact. com/process_assets/srs_template. doc 2. Overall Description The Attendance Tracking System is intended to replace the manual model of attendance record keeping by means of roll call and paper records.The roll call and paper records are replaced with a single interaction between the professor and the Attendance Tracking System. Professors will be able to view pictures of students on their Pocket PC and quickly maintain attendance records. The features expressed in this Software Requirements Specification document are intended to be fully implemented in version 1. 0. The system will be developed in such a way to provide easy addition of enhanced features, which may be desired in subs equent versions. The main feature of the Attendance Tracking System is for a professor to take roll from the Pocket PC.Pictures will be displayed for each student in the class, so the professor can recognize students without having to manually call roll. If students are absent, the system sends a notification email to the student stating the current number of absences the student has accumulated. Also, the system allows the professor to view pertinent statistics on student’s attendance record for the specified class. Finally, another feature of the Attendance Tracking System is the ability to easily edit the attendance record for any given day. Professors 2. 1 Product Perspective 2. 2 Product Features 2. User Classes and Characteristics A professor is a faculty member of Wake Forest University in Winston Salem, North Carolina. There are 357 faculty members at the university and it is estimated that almost all faculty members will utilize the Attendance Tracking System. Profes sors will have multiple classes and interaction with the system will occur at multiple times throughout the day from multiple professors. The professor should be allowed to take, edit, and view attendance records at any desirable time. All professors have wireless Internet access through their Pocket PC’ s while on campus.This connection provides the backbone of the Attendance Tracking System. Figure 1: Context diagram for Attendance Tracking System. 2. 4 Operating Environment OE-1: OE-2: OE-3: The Attendance Tracking System shall function on the Pocket PC provided by the university. This entails the system to operate on the Windows CE platform. The Attendance Tracking System shall interface between Windows CE and a Linux server designated to store the attendance records. The Web Server and Database Software have not been established at this point.Updated versions of this document will include information pertaining to these specific operating environments. The Attendance Tra cking System will operate with a yet to be established email client for notification of absences sent to students. CO-1: CO-2: CO-3: 2. 5 Design and Implementation Constraints The time allotted for this project will be limited to the Spring 2003 semester. The language for the project will be Visual C++ and the development environment will be the embedded Visual C++ 3. 0 environment. All the HTML code for the user manual will conform to the HTML 4. 0 standard. UD-1: UD-2: . 6 User Documentation The system will provide an online user manual in HTML that describes the functionality and options available to the user. The system will provide a hard copy of the user manual, which is identical to the manual outlined in UD-1 AS-1: AS-2: 2. 7 Assumptions and Dependencies The database mentioned within this Software Requirements Specification document is previously administered with the correct information needed by the Attendance Tracking System. For attendance policies, since professors do n ot usually tabulate tardiness, it is assumed a student is either present or absent.The notes functionality allows the professor the option to comment on tardiness and the edit mode allows the professor to correct attendance due DE-1: DE-2: 3. System Features to tardiness. Class data being used for setup and student recognition is dependent on information in a database administered outside of the capabilities of the Attendance Tracking System. Statistics on student attendance is dependent on a professor’ s consistent utilization of the system for each class period. Figure 2: State Diagram for transition between modes within the system. 3. 1 Roll Mode 3. 1. 1 Description and PriorityA user whose identity has been verified will be able to retrieve a roster and take roll at class time. The Pocket PC will determine the correct roster for the current date and time, retrieve that roster from a database server, and display it for the purposes of taking roll. The user will be able to designate each class member as present or absent, and upload that status information to the server. The server will notify the class members marked as absent by e-mail. Priority = High. 3. 1. 2 Stimulus/Response Sequences Stimulus: Response: Stimulus: Response: Stimulus: Response: Stimulus: Response: User loads system.System queries server and if a class exists for the current date, time, and user, then that roster is retrieved and displayed. User requests that a class member be marked absent. The class member is designated as absent. User requests that a class member be marked present. The class member is designated as present. User requests that the data be sent to the server for storage. The absence data for the current roster are transmitted to the server. Stimulus: Response: Server receives data indicating a class member has been recorded absent. E-mail is sent to that class member. 3. 1. 3 Functional Requirements Roll. Retrieve. Time: Roll.Retrieve. Date: Roll. Retrieve. Roste r: Roll. Retrieve. Roster. No: Roll. Display. Roster: Roll. Display. Members: Roll. Mark. Present: Roll. Mark. Absent: Roll. Transmit. Data: Roll. Notify. E-mail: The system shall retrieve the current time. The system shall retrieve the current date. The system shall retrieve the roster from the server that matches the current time and date. If no roster is found to match current time and date, default menus will be displayed. The system will display the roster on screen. The roster will display the pictures and names of class members. Members have the ability to be marked as present.Members have the ability to be marked as absent. The system will transmit the status of each class member in the active roster to the server. The system will notify all class members by e-mail if they are marked as absent along with their current status within the attendance policy. 3. 2 Edit Mode Figure 3: State Transitions within Roll Mode. 3. 2. 1 Description and Priority A user whose identity has be en verified who wishes to change the absence status of one or more class members as is related to a past class period will have the ability to retrieve the roster data for that class period from the server.Absence data may then be adjusted and the corrections uploaded to the server. Any new absences will result in notification by e-mail to the class member in question. A change from absent to present will result in a notification that an absence has been removed. Priority = High. 3. 2. 3 Stimulus/Response Sequences Stimulus: Response: Stimulus: The user requests to view absence data from a certain date and time. The roster and absence data are retrieved from the server and displayed. The user requests that a class member’ s status be changed to absent. Response: Stimulus: Response: Stimulus: Response:The class member’ s status is changed to absent. The user requests that a class member’ s status be changed to present. The class member’ s status is changed to present. The user indicates that they are finished making changes. The altered data is uploaded to the server and server data is updated to reflect the changes. E-mail notification is sent to the class members affected. 3. 2. 3 Functional Requirements Edit. Retrieve. Time: Edit. Retrieve. Date: Edit. Retrieve. Roster: Edit. Retrieve. Roster. No: Edit. Display. Roster: Edit. Display. Members: The system shall allow the user to choose the date of the roster to be retrieved.The system shall allow the user to choose the date of the roster to be retrieved. The system will retrieve the roster and absence data from the requested date and time. If no such roster exists, an error message will be displayed. The system will display the roster on screen. The roster will display the pictures and names of class members along with current absence status on screen. Members will have the ability to have their status changed to present. Members will have the ability to have their status changed t o absent. The system will transmit the new status of each class member in the active roster to the server.The system will notify all class members by e-mail if their status has been changed to absent along with their current status within the attendance policy. The system will notify all class members by e-mail if their status has been changed to present along with their current status within the attendance policy. Edit. Mark. Present: Edit. Mark. Absent: Edit. Transmit. Data: Edit. Notify. Absent: Edit. Notify. Present: Figure 4: State Transitions within Edit Mode. 3. 3 Statistics Mode 3. 3. 1 Description and Priority A user whose identity has been verified may request absence statistics for class members in classes under their control.Statistics for an individual class member may be retrieved and displayed with regard to number, frequency, date of absences as well as the percentage of classes missed over a user-defined period of time. A list of class members who were absent for a chosen class period may also be retrieved. Priority = High. 3. 2. 3 Stimulus/Response Sequences Stimulus: Response: User requests a statistical record. Statistics are calculated, retrieved from the server, and displayed. 3. 3. 3 Functional Requirements Stats. Define. Range: Stats. Request. Number: Stats. Request. Dates: Stats. Request. Frequency: Stats. Request. Percentage: Stats.Request. List: Stats. Retrieve. Number: Stats. Retrieve. Dates: Stats. Retrieve. Frequency: Stats. Retrieve. Percentage: Stats. Retrieve. List: The user shall have the ability to set the date or range of dates for which statistics will be retrieved. The user shall have the ability to request the number of absences for a class member. The user shall have the ability to request the dates of the absences for a class member. The user shall have the ability to request the frequency of absences for a class member. The user shall have the ability to request the percentage of class periods that a class member was a bsent.The user shall have the ability to request a list of the class members absent on a given date. The system shall have the ability to calculate and retrieve the number of absences for a class member from the server. The system shall have the ability to calculate and retrieve the dates of the absences for a class member from the server. The system shall have the ability to calculate and retrieve the frequency of absences for a class member from the server. The system shall have the ability to calculate and retrieve the percentage of class periods that a class member was absent from the server.The system shall have the ability to retrieve a list of the class members absent on a given date from the server. The system shall have the ability to display the number of absences for a class member. The system shall have the ability to display the dates of the absences for a class member. Stats. Display. Number: Stats. Display. Dates: Stats. Display. Frequency: Stats. Display. Percentage: Stats. Display. List: The system shall have the ability to display the frequency of absences for a class member. The system shall have the ability to display the percentage of class periods that a class member was absent.The system shall have the ability to display a list of the class members absent on a given date. Figure 5: State Transitions within Statistics Mode. 4. External Interface Requirements 4. 1 User Interfaces UI-1: UI-2: UI-3: UI-4: UI-5: The Attendance Tracking System shall provide pictures above the names of students in the class to aid in taking roll. These pictures can be clicked with a stylus in order to indicate whether a student is present or absent. All modifications to the database will be done through a stylus, the keyboard would only be needed to enter passwords.The Attendance Tracking System will provide a help link that will download a user manual and project it onto the screen in case the user has difficulty in using the program. The program will provide a page that produces current statistics on class attendance. 4. 2 Hardware Interfaces HI-1: HI-2: HI-3: The Attendance Tracking System will reside on the Pocket PC, however, it will be able to report its data to a database set up on a Solaris machine. The Attendance Tracking System will also be able to tell the Solaris machine to send emails to students who have missed class.The Pocket PC will use a wireless Ethernet card to communicate with the database set up on the Solaris machine. 4. 3 Software Interfaces SI-1: SI-1. 1: SI-1. 2: SI-1. 3: SI-2: SI-2. 1: SI-2. 2: Attendance Tracking System This software will transmit the attendance of a class to a database on a Solaris machine via wireless Ethernet. The user will be allowed to modify attendance records at any time. If the user forgets to transmit the information, the system will automatically send it for them at the end of the class. Database The Attendance Tracking System will communicate with the database to perform the followin g options.To allow a user to enter attendance. To allow a user to modify attendance. SI-2. 3: SI-3: To allow a user to query a system to gain statistics concerning individual and class attendance. Mail Message Generator If a student is absent, the database will send the necessary information to this interface and an e-mail message will be sent to the student. 4. 4 Communications Interfaces CI-1: CI-2: CI-3: The security of a user must be consistent through the use of passwords. The Attendance Tracking System will signal the mail message generator when it needs to send an email to the student.The Attendance Tracking System will communicate to the database through a wireless Ethernet system. 5. Other Nonfunctional Requirements 5. 1 Performance Requirements PE-1: PE-2: PE-3: PE-4: PE-5: PE-6: PE-7: The program must be able to be run concurrently by multiple professors. During peak times of usage (9:00 AM to 2:00 PM), the system shall support approximately 20 users. Transmission of roll data shall occur in under 5 seconds using the wireless network card. Acknowledgement of roll received (confirmation) shall be returned within 8 seconds. Queries upon the database shall be performed in less than 5 seconds.Upon start of the roll program, roll information shall be displayed on the instructor’ s Pocket PC within 10 seconds. Email messages to absent students shall be sent within one hour of the conclusion of a class. The program shall support taking roll for class sizes of up to 100 students. With a maximum class size, performance must still conform to all performance requirements. 5. 2 Safety Requirements No safety requirements have been identified. 5. 3 Security Requirements SE-1: SE-2: SE-3: SE-4: An instructor shall permitted to view and edit absence information in the database for only his/her classes.In order to take roll or edit database information, the instructor shall be required to enter a password. This password shall be stored on the instructorâ€⠄¢ s Pocket PC after initial entry in order that it must only be entered once. Passwords shall be stored in an instructor database and verified upon each session of roll or database modification. An instructor shall be allowed to change his/her password only by supplying his/her existing password. The updated password shall be stored in the instructor database and on the instructor’ s Pocket PC. 5. Software Quality Attributes Availability-1: The system shall be available to all instructors through Information Systems during their normal hours of operation. Reliability-1: Reusability-1: Robustness-1: Robustness-2: Updatability-1: Usability-1: 6. Other Requirements Due to the use of a wireless network, reliability of the system at all times is not guaranteed. However, overall reliability of the system and roll information shall be achieved through the process of database manipulation. The system shall be able to be reused for each new semester.If no network connection can be es tablished to receive the roll information, the instructor shall be allowed to enter roll later. If a network connection is lost during roll, the program shall allow the instructor to transmit roll information at a later time. The system shall allow for addition or deletion of instructors, students, and classes while incorporating new semesters. Usability of the system shall be achieved through an online help pages and an introductory training session for all instructors upon installation of the program on their Pocket PCs. 6. 1 Database RequirementsDA-1: DA-2: DA-3: DA-4: The system shall include three databases: student, class, and instructor. The student database shall contain student information including name, email address, and student identification number. The class database shall contain information about classes including class title, department code and course number, meeting times, students enrolled, and absences. The class database shall be grouped by department code and course number. The instructor database shall contain information about instructors including name, email address, password, and classes taught.