The Last Samurai Being a Favorite Movie

The video The Last Samurai was not only a great fighting body process movie only it also touched on human spirituality, cultural, modus vivendi difference and the effect of Japanese culture on a occidental man. The movie was created in 2003 and takes place in Jap in the 1860s. An Ameri locoweed military advisor is embraces the samurai culture that he was hired to destroy after cosmos capture. The battle scenes in The Last Samurai are accurate to how the samurai fought O.K. then from weapons to battle strategies.The warrior strategies of the samurai were determined in part by the weapons that were being habituated as was the topography of the battle site where the fight was being conducted. They would use up close cavalry for open plains battle, while having archers in the mountains that were give away suited for the forest and rocky terrains. They are fit to combine these devil ways to conduct long range and up close scrimmage attacks during a battle. There are two complete ly different cultures that clang by dint ofout the movie.You have the Japanese old Samurai culture that hasnt changed for hundreds of years. Then there is the passive new western American culture that Japan is hard to adapt into. The Japanese Samurai culture has always has great discipline and lived by the code of Bushido. Bushido has seven virtues to it which are, Duty or also known as Right Action, Courage, Benevolence, Morality, Truthfulness, Honor and Loyalty. They would live everyday disciplining themselves to this and believed so highly in it that if they disgraced themselves they would commit Seppuku which is fetching their own life.While you have the new still forming western culture of America where people were more selfish stingy and wild instead of discipline. They strongly believed in growing stronger through marketing or trading and expanding their reaches across the globe. In the beginning of the movie you ordain see the main character major(ip) Nathan Algeren of the united states army who is sadden, groundless and a personal lost of oneself. He despises himself so much that he has to lose himself every night in a bottle of intoxicant hoping and wishing someone will release him from his pain by kill him.When he is capture by the same people he was intend destroy, he is then able to see and study the way of how some other culture lives. He eventually takes part in the ways of the Samurai and experiences the black culture of his enemy. By keeping an open mind and fully taking in what he learned from the different culture of his enemies he is able to find a peace within himself that he has never mat up before and a new path of life that he can follow happily with no regrets.The movie does have awesome diachronic accurate battle scenes but it also has a deeper story closely how a different culture that can seem strange at first effect someone in a good way. Major Nathan Algeren was an unstable person that thought he didnt deserve to live but was able to find a peace that he never imagined through learning and experiencing a different culture that he use to disturb to as primitive. Its just like the quote never judge a book by its cover.

Critical Lens Essay Essay

It is not what an condition says, exclusively what he or she whispers that is important, by Logan Pearsall Smith. This name means that the fountain delivers the news report through underlie themes. A lot of the times he may not come out and say what they are laborious to say. closely of the time you have to pick up between the lines. This statement is align in literature as well as in life. d sin literary works that prove this quote to be true are The tragedy of Macbeth, the assemble, by William Shakespeare and The headmaster Of The Flies, the refreshful by William Golding.The tragedy of Macbeth, the play, by William Shakespeare proves this quote to be true by using umteen an(prenominal) different methods. William Shakespeare uses themes to whisper that too much drive for something can foster to destroy a person. Also taking part in evil can destroy a person. The Main character, Macbeth, allows his drive, or tragic flaw, to ensure his life to the point of death. One Example is when Macbeth gets killed because he killed so many another(prenominal) other people, including Macduffs family, and Macduff wanted revenge. In it self the title of the play The Tragedy of Macbeth, is a way of the author whispering to the audience that Macbeth leave die by the end of the play. Throughout the play Shakespeare tells the readers that it was his drive and fraternity in evil that lead the Macbeths death, you just have to read between the lines to see this.The second literary work that helps to prove this quote to be true is The lord Of The Flies, the novel by William Golding. This novel also uses theme to prove this quote to be true. Golding whispers that the theme of The Lord Of The Flies is that mans evil action dictates the extent that country can flourish. The protagonist, Ralph, is elected as the leader of the young group of boys on the island. Throughout the novel Ralph is constantly challenged by the antagonist, Jack. Golding uses the conch as a attribute of democracy. Because of Jack Simon and Piggy both died. Simon and Piggy symbolized intellect and reason. Throughout The Lord Of The Flies Golding whispers that everybody has a dark side, which is what prevents democracy from flourishing. It is not what an author says, but what he or she whispers that isimportant, by Logan Pearsall Smith. This quote means that the author delivers the theme through underlie themes. A lot of the times he may not come out and say what they are trying to say. Most of the time you have to read between the lines. This statement is true in literature as well as in life. Two literary works that prove this quote to be true are The Tragedy of Macbeth, the play, by William Shakespeare and The Lord Of The Flies, the novel by William Golding. Both of these novels used many different methods of showing how the author whispers the theme to the audience. In both situations the readers were open to figure it out.

Information Systems Case Study

Difficulties arising f read-only storage nonadaptive developing g all overning bodys in manufacturing SMEs topic studies J. G. Thoburn Coventry University, UK S. Arunachalam Coventry University, UK A. Gunasekaran University of Massachusetts, no.th Dartmouth, Massachusetts, USA Keywords In readyation musical arrangements, lively cropion, Small-to-medium-sized enterprises asylum Today, manufacturing organisations are increasely sack upd to be utmostly optimised.Abstract The readiness to suffice swiftly and legally The necessity of maintaining optito produce upstart products and services has mal transaction operations and becoming an supple and responsive enterprise is become non so much a method of gaining competitive advantage, exclusively more(prenominal) a means of becoming change magnitudely important to survive in the orbiculate food foodstuff. survival. M either companies assimilate seen the get hold of Consequently, all resourcefulnesss in the to adopt a whole range of practices that reduce companies indigence to be up to nowtively in put togethers and waste, and chuck up the sponge largeer responmarshalled.Traditionally SMEs siveness to customer needs and the market empower sustain concentrated on the 4Ms m unmatchabley, materials, gondola and place. In reaction to changing aimments manpower but have often neand conditions, manufacturing tropes glected the hard-hitting centering continue to be defined. It is possible to identify of randomness, which many authors enkindle is at the heart of ii trends those addressing predominantly any agile organisation.The effect the relationships take in local and global is in comely or fall apart infor- trading milieus much(prenominal) as that described mation systems (IS) that do non by Porter (1996) and those systems foc using on address the requirements of operational or the wider strategic needs organisational social organisations inwardly an enterof the fol utt er. The study reprise such as line of reasoning act re-engineering ported here examines the diversi(Hammer and Champy, 1993).Arguably, the ties of problems that occur in agile manufacturing paradigm combines both. trey different companies and, Changes in association technology and compares their systems to the parleys in the endure two decades have ideals of agile manufacturing. provided shifted the balance towards the customer. thither has been a bulky growth in the number of figurers in use, putting huge power on the desktop, at ever-decreasing hardware cost.The arrival of the Internet and the expansion of the free market in telecommunications present the option of simple and humblely cost communication. zero(prenominal) it has become easy for all p arrangeers in the provision chain, or in time individual consumers, to measure crabbed propositionation, price and supply executing against their needs. They rear purchase goods that barely catch their requirements f rom anywhere in the world, bypassing any perceived shortcomings of their local marketplace.In response to the need for high spirits or the requirements to associate different parts of the International journal of straightaway organisation or elements of a supply chain perplexity Systems 1/2 1999 116126 effectively, systems are emerging that may MCB University Press fundamentally change the organisation of ISSN 1465-4652 manufacturing. In order that they might 116 get to this, companies must sortly belowstand and lead their entropy resources at the earliest possible stage in their ripening.It is clear that however those enterprises that are able to respond to market demands with minimum balk will survive. Kidd (1996) argues The agility that arises can be use for competitive advantage, by existence able to respond apace to changes occurring in the market environment and through and through the ability to use and exploit a fundamental resource, familiarity. plurali ty need to be brought together, in ever-changing teams form around understandably defined market opportunities, so that it becomes possible to level one an separates fellowship. with this process is sought the transformation of familiarity into new products and services. uplifted reaction flexibleness will be no more than a qualifier in the future, just as high whole step is today. This tractability can non be realize by high-tech equipment alone. Human creativity and organisational ability, if necessary supported by advanced calculator ground peckers, will be the basis for survival and success strategies. This publisher describes studies over a period of 15 months, of one-third companies, and analyses how far they are away from possessing the ability to become agile, by examining the subject fields that were impaired.It explores the immenseness of randomness direction and appraises information systems in place in these companies. It discusses the need for a more structured and holistic approach to murderring information in its various forms to the different areas of an organisation, aiming to give optimal addition to information piece of music eliminating wasteful duplicate as sound as generating and testing new knowledge about the firms changing requirements. Information defined The term information is widely and often inaccurately employ. Many authors agree that J. G. Thoburn, S. Arunachalam and A.Gunasekaran Difficulties arising from nonadaptive information systems in manufacturing SMEs fortune studies International ledger of warm instruction Systems 1/2 1999 116126 there are iii elemental types data, information and knowledge. stock-still, this paper argues that there is a fourth, intelligence, which is distinct from the others. All but data require an understanding of the socially defined context where the information, knowledge and intelligence came from, the assumptions skirt them, and their importance and limitati ons. Each of them may be defined as follows .Data a series of observations, measurements or facts. . Information information is data organised into meaty patterns by means of the application of knowledge. The act of organising data into information can itself generate knowledge, when a person reads, understands, interprets and applies the information in a specific work situation. . Knowledge the intellectual capital resident within an organisation. The facts, experiences or competencies kn protest by a person or throng of people, or held within an organisation, gained by individual or shared experiences, educational activity or information. Intelligence what a club needs to know about its competitive, economic, adept and industry environment to enable it to anticipate change and formulate strategies to outstrip provide for the needs of the marketplace and its specific customers. Yet many aspects of a friendships IS are ground, not around semi orb or technology found solu tions, but quite a on free or human oriented systems. Mintzberg (1997) examined a wide range of film directorial work, predominantly in heavy(p) organisations. He reported that managers, period 40 percent of their time was give to gaining and sharing information, usually used wanton systems heartd on people.Neverthe slight, he cerebrate that the credit line of managing is fundamentally one of processing information. that managing a follow was basically a matter of manipulate. However, this implies a exactingity of framework and orchisity that does not fit considerablyspring with todays organisation, and certainly does not promote agility. Flatter, little class-conscious business systems localise control and make it difficult for management to achieve enterprise-wide regulation. Smith (1984) however, believed that the vitality of living systems was not a matter of control, but rather of dynamic attachedness. preciseard (1994) argues that systems are a dynamic inte rplay amidst variant and non- changeation. This is precisely what is compulsory in agile organisations, where there remains the need for stability and accountability, in an environment of necessary and perhaps quick change. slashing connectedness in an agile organisation is provided by the flows of clod and cozy information. Veryard further suggests that the future belongs to symbiosis external desegregation in pursual of common business aims. The authors research and experience shows that informal systems are equally important in each part of the organisation.This appears to be especially full-strength in smaller organisations, where they have less developed formal systems, or formal systems are not performing optimally. In order to get around understand and integrate the IS, the vital role of informal systems must be taken into account. The need for information systems in SMEs to favoredly communicate and control For the better part of this century, classical managem ent writers such as Henri Fayol (1949) and Gulick and Urwick (1937) taught This is certify in those extended enterprises now reported to be emerging.If this biological draw is pursued, it can be seen that biological organisms, especially human ones, achieve precisely the continuous adaptation that is described in the agile paradigm. The to the highest distributor point successful individuals are able to blend information from their external environment, with knowledge of their own capabilities, using formal and informal systems, whilst retaining information and knowledge in memory. There is constant building and retention of knowledge, with competencies taught by example as easily as by the formal methods to be found in education and training. cooccurringly, many of the control and co-ordination systems, even those ensureed, become longly autonomic, permitting more effective processing of environmental and circumstantial changes. Such systems may be clearly spy at work in in dividuals when they are, for example, driving a vehicle. sorrow to function effectively in those circumstances leads to severe consequences. Also, by unite with other individuals, capabilities may be extended to be far more than the sum of the parts.Accordingly, biological systems may provide useful models for what may be expected to occur in manufacturing organisations of the future. With biological organisms, the need for adaptive ISs is most profound in growth and early learning stages, or in propagation of a significantly changing environment. failure to adapt and learn from conditions 117 J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International journal of Agile vigilance Systems 1/2 1999 116126 ay lead to survival difficulties. Similarly, small or growing companies, or those adapting to quickly changing market conditions will require a dynamically linked IS that binds t ogether all parts of the enterprise, and allows it to adapt to its external environment. This may be very different to the rather rigid systems of the past, operating on pre-defined rules and algorithms. Yet it must be within the give-up the ghost of the smallest company functioning at low resource levels, which may well preclude expensive and complex IT based systems.Information management differences surrounded by long companies and SMEs The EC and the UK Governments Department of Trade and Industry have identified SMEs as critical to future economic growth and job creation within the European Union. They form large and important firmaments in most alter countries, especially in Europe and the USA. Yet significant differences exist between the management of SMEs and larger companies, where much of the research in this field is concentrated.Just as a small fishing boat and a passenger ocean liner may share the comparable ocean, so SMEs share the global trading environment wit h large organisations, and are no less susceptible to environmental cause. Indeed it may be argued that just like the smaller vessel, they are much less able to ride out the storms of uncertainty and rapid change, because of their reduce resource base. As a result, they must be more, not less vigilant and adaptive than their larger counterparts, with intelligence systems able to define their strategy and knowledge base much quicker.The Society of Practitioners of Insolvency in the UK cogitate (SPI, 1998) from their 1998 survey that many companies, mostly SMEs, fail from deprivation of information with press release of market being the single most important portion. Case studies query took place in terce companies over a period of three months with friendship A, and more than six months each for Companies B and C, when one of the authors was in daily attending. The companies were self-selected for study. Full access was allowed to every part of the business, its operation s, management and monetary systems, and to all employees.Research took the form of observation, participatory ethnographic and action research. Questioning of employees used unstructured or semi-structured inter visits. 118 association A was part of a large international root, operating in a number of countries and in every major geographical area in the world, with a crowd disturbance at the time of the study around ? 1 billion. The group consisted in total of eleven sectionalizations each producing a different product. The contribution examine was located in France, and had approximately 200 employees. The company has been established a number of years and operates under an ISO 002 based system, as well as a number of other fictitious character assertion regimes. The organisation manufacture a variety of special, large- shield products for the oil field, nuclear and defences industries worldwide. These complex products were produced one after another to specific custo mer requirements. Lead times on nuclear products ranged from one to two years, and for the others, from six to 12 months. The products were manufactured as individual one-off specials, in a job-shop operation. The company was divided into seven incisions, three by product sector, and the remainder by function.One of the latter was the information technology department. Unlike other departments, although it had a functioning office in the French division it was not a part of the local company IT was attached directly to the levy company in Germany. Its responsibilities encompassed the development and operation of the main computer and bundle systems used on the site for exertion management, purchasing, sales, production costing, and time and attendance systems. The department had additional responsibilities for profits and PCs which variously ran under MsDOS, Windows and Macintosh formats.Where information transfer took place between departments, it was close entirely carried out manually, transferring information to paper, and thusly manually transferring it to the next system. no(prenominal)section used the same oral communication or data dictionary for parts and components. The organisational fancy was partly hierarchical and partly a matrix structure, and used a predominantly formal communications network. There were a veridical number of formal and informal meetings, through which much of the departmental and inter-departmental co-ordination was attempted.All formal systems describing the companys operation and administration were well documented. Each department, though relatively autonomous, seemed to be run with apparent efficiency. The operations and production management elements were especially passing developed, telephoner A J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International daybook of Agile Management Systems 1/2 1999 116126 an d had been subjected to repeated innate scrutiny as well as by local universities. despite this, the company experienced considerable difficulties in meeting quoted leadtimes. Those lead-times were already longer than their major competitors, and the company was also losing price-competitiveness. As much as 50 percent over-run on lead times was common, and substantial under act of possible disturbance, and erosion of market share resulted. Otherwise the company and its products enjoyed a long-standing high reputation, though the managers believed that without this, considerably greater erosion of market would have occurred.Their major competitors, predominantly Japanese and American, through price, technical improvements, and a significantly better responsiveness and delivery performance, were nevertheless making increasing gains at the companys expense. The company was a self-contained profit centre, a division of a larger group that trades throughout the UK. There were approxima tely 25 employees on the site, though there were wide fluctuations in the total payable to a self- impose seasonality in turnover. Certain support services such as accounting and human resources management were provided from the central holding company.Otherwise the company was responsible for all aspects of its operations. The company was engaged in metal polish to the engineering industry and as a first-year tier supplier to several Original Equipment Manufacturers (OEMs). It had two production lines and operated under an ISO 9002 system. The formal IS of the company revolved around the sales order processing ( hook) system operated from group headquarters and accessed remotely over a fixed link. SOP formed part of a non-standard accounting system, originally written for another group company operating in a non-manufacturing sector.The system itself was user uncongenial and slow, and no intuitive use was possible. At the start of the study further one person, the production supervisor, had any training in SOP. However, that training gave even him only limited knowledge of the system. Cryptic codes and generic descriptions entered by him into SOP make it impossible for others to distinguish between one product and another, and the division could not operate in his absence. Product and process knowledge was almost wholly vested in the production supervisors head.There was no formal planning or production scheduling system, and no show system for information concerning production times and material usage. Inter- Company B nal and external rejects were not by and large speaking noted or analysed. The company had three stand-alone personal computers, two of them extremely outdated. The central management-control exercised the most stringent control, and the company was expected to make bottom-line operating profits each month. The whole operational objectives became focused only upon this, and ignored other fundamentals.To reduce costs, non-essential sp ending such as machine maintenance, health and safety, training, housekeeping and sales were ruthlessly cut. Those savings often represented all of the profits made by the division. The lack of an IS significantly change magnitude the time spent preparing reports, reduced their accuracy and eroded local management time. At the start of the study, new management was installed in the company. Several initiatives aimed at improving operating performance were considered. The absence of any suitable or appropriate IS soon e link upd.In some cases, lack of coherent historical information prevented the justification of proposed initiatives, while the military capability of others could not be judged within the imposed periodical timescale. Machine and process measurement systems were designed and put into place. They quickly showed that processes were incapable. Similarly, measures of rejects and returns showed that external rejects were in excess of 30 percent while infixed rejects w ere almost 60 percent. An analysis indicated the causes of the problems, and allowed them to be addressed.Reject rates fell to less than 1 percent within a few weeks. However the centre continued to rigorously apply the accountants previous control measures. A monthly operating profit remained a continuous and absolute requirement even though large backlogs of rejects, and uncoated, badly corroded customer parts required processing, and machines needed to be brought to reliable operating condition. Consequently, employee training was vetoed, and men stabilization measures overturned. In a climate previously dominated by dismissals and redundancy, the workforce actively delayed the implementation of an IS.After some time, substantial employee involvement began to spank this barrier, and they became enthusiastic participants in data collection and process improvement. Customer corporeal trust began to return and the customer base marginally improved. However, the new IS also begu n to disclose previous managerial shortcomings, especially at group level. In response, Draconian short-term financial measures were utilize 119 J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International Journal of Agile Management Systems 1/2 1999 116126 rom the centre, and initiatives overruled. The workforce was further reduced, and training programmes cancelled. cypherforce morale and customer trust fell sharply. The division has now closed. Company C was a esoteric limited company, whose directors were its owner-managers. There were approximately 60 employees, with recruitment rising because of rapid growth and expansion. The company was in its third year of trading. The company operated under a newly introduced ISO 9002 based system. The company had two product lines. The first produced simple, low volume components for the automotive sector.The second built components fo r the machine tool industry. The operations involved in both of these activities were largely manual. The second group of products were much more complex many containing more than one gigabyte sub-components. A number of variants of each were produced, and all work was carried out by hand. Much of the information within the company was held on personal computers. The internal system was networked into three sections operations management (OM), purchasing and administration. OM includes fiber assurance and control (QA), and a computer aided design ( cad) station.Each section was self-sufficing of the others. Employees were inadequately trained in the use of software and frequent problems arose through their lack of understanding of the packages in use. There was considerable duplication of data entry, with employees in each of the sections entering and extracting information in an unstructured manner. Where information transfer took place between sections, it was almost entirely carried out manually, transferring information to paper, and then manually transferring it to the next system. No section used the same nomenclature or data dictionary for parts and components.Manufacturers references and descriptions were entered in a casual and unstructured way, making cross-referencing impossible. The data structure of each system was entirely different, and there were further large differences even within systems. CAD and QA were not integrated into the OM system. Consequently, internal systems were largely unsynchronised. As they grew in size, so the problems that they created were progressively magnified. Build and wiring order was an important factor, especially in the case of control cabinets. It could significantly affect productivity, quality and finished appearance.Company C Consequently, the order and format of cutting and build lists were central to production aims. Despite this, methods of list production failed to recognise this. It was difficult to derive build-order from examination of design information alone. Product variants caused additional difficulties and required translation by unequal to(p) production operatives. As a result, operatives frequently transferred build instructions onto handwritten sheets and maintained unofficial work instruction systems. There was no formal method of transferring or retaining their build-order knowledge.Comparative attributes, and a summary of the most significant problems arising from the collection and use of information, knowledge and data for each of the three companies are shown in get across I. Identified success factors/ dysfunctional areas In order to more accurately compare and analyse the areas of dysfunction in each of the companies it is necessary to use an objective measure. Bailey and Pearson (1983) have produced one of the most definitive and widely used lists of factors that identify the success factors in ISs. Li (1997) added a further seven factors.These 46 elements have been used to form a matrix, shown in Table II, against which the ISs of the case study companies can be compared. However we have made minor modifications to some of the original criteria to widen references from a computer based information system (CBIS) to exclusively information system (IS). A hash () is shown in the description in these cases. A seven-point scale has been used to describe the degree of success or dysfunction of the IS when first observed. The scale used is as follows 0 Not applicable 1 importantly unsuccessful or dysfunctional 2 somewhat unsuccessful or dysfunctional 3 Broadly neutral neither successful nor unsuccessful 4 Moderately successful 5 Significantly successful X No information available. Discussion and analysis The companies studied were self-selected, with the only common factor being that they were experiencing operational difficulties which extended to their trading environment in one form or another. There was nothing to suggest that they w ere other than typical of great hundred J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studiesInternational Journal of Agile Management Systems 1/2 1999 116126 Table I Company attributes Company B UK Manufacturing General engineering Throughout UK Yes Yes 25 Very high commencement ? 170k ? 40 million gloomy Hierarchical High Very low Central Mixed, central file server, local PCs High wretched Very low Yes No Very low Manual Management accountant Very high Yes Medium High Very Low Yes Yes Low Directors High Yes Company C UK Manufacturing Automotive/machine tools English Midlands No N/A 60 Fairly high Low ? 1. 8 million ? 1. million Both high and low Team based Low Medium local owner/directors Local PCs Characteristic Company A Country of operation event of company Sales sector Sales area Part of a group High degree of central control Approximate number of employees on site Employee turno ver rate General level of employee skills Approximate site sales turnover Approximate group sales turnover Product complexity Organisational structure Organisational formality Degree of manufacturing sophistication Origin of ace control Type of information systemDegree of manual systems Degree of computerisation Degree of IS training Islands of information Local networking Degree of IS integration Transfer between systems Provider of IT support everyday information systems External audit systems (e. g. ISO 9002) France Manufacturing Nuclear engineering/oil and particle accelerator production Worldwide Yes No 180 Low Very high ? 12 million ? 900 million High Hierarchical/matrix High Very high Local Mixed, central central processing unit (financial), local mainframe and PCs Low High Medium Yes Some Low Manual IT department Medium Yes 121 (continued) J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs c ase studies International Journal of Agile Management Systems 1/2 1999 116126 122 Table I Company B . . . . . . . Characteristic Company A Company C promontory symptoms . . . . . . . Poor lead time performance Higher prices than competitors Loss of market share Serious loss of available turnover through lower throughput times . .Poor quality performance Poor lead time performance Extremely small customer base offering low cheer work Low profitability High degree of seasonality Poor quality performance Poor lead time performance Poor cash in flow Frequent stoppages due to material shortages High degree of duplication and wasted effort Principal causes . . . . . . . . . . . . . . . . . Failures in communication in communicatory systems formal and informal Need to manually transfer data between separate IT systems leading to delays and inaccuracy Poor communication with suppliers and failure to keep adequate ata on vendor performance want of integrated IT and IS strategy . . . . . . . . Lack of any formal operations management and scheduling system Failure to keep manufacturing performance records Control using inappropriate measurements Failure to monitor lizard customers records and address reasons for erosion of customer base Failure to understand market conditions Failure to understand employment market Self-imposed seasonality High round turnover and dispatcheeim Constant loss of skills and competencies Lack of skills sharing Poor training Inappropriate SOP systemInformation systems unable to cope with rates of growth ambiguous data gathering Inappropriate transfer of information to factory trading floor leading to proliferation of informal systems Failure to feed back information and knowledge from production Failure to understand employment market Limited knowledge base and deliberate limiting of skills base Lack of understanding of quality failures Lack of appropriate IT training Inappropriate IT systems Ad-hoc IT systems leading to Lack of unified IT and IS strategyJ. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International Journal of Agile Management Systems 1/2 1999 116126 Table II Success factors and dysfunctional areas Factor no. 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Description factor Top management involvement Competition between computer based information system (CBIS) and non-CBIS units Allocation priorities for IS resources () Chargeback method of payment for services race between users and the CBIS staff Communications between users and the CBIS staff Technical competency of the CBIS staff Attitude of the CBIS staff Scheduling of CBIS products and services Time required for systems development Processing of requests for system changes Vendors maintenance support Response/ turnabout time Means of input/output with CBIS cent re Convenience of access Accuracy of output Timeliness of output Precision of output dependability of output Currency of output Completeness of output Format of output Features of computer language used Volume of output Realisation of user requirements subject area of errors Security of data and models Documentation of systems and procedures Users expectation of computer-based support Users understanding of the systems sensed utility (worth vs. ost) Users confidence in the systems Users participation Personal control over the IS () Training provided to users Job effects of computer-based support Organisational position of the IS unit () tractability of the systems Integration of the systems Users attitude toward the IS () Clarity of output Instructiveness of output Support of productivity tools Productivity improved by the IS () Efficiency of the systems Effectiveness of the systems A 3 2 3 X 4 4 4 3 3 3 2 X 4 4 4 3 2 3 3 2 4 4 4 2 4 4 4 5 4 4 4 4 4 4 4 4 4 2 2 4 4 4 4 4 3 3 Com pany B 1 1 1 2 1 1 2 1 1 1 1 1 1 3 2 1 1 1 2 1 1 1 1 2 1 1 3 1 1 1 1 2 1 1 1 1 4 1 1 1 2 2 1 1 1 1 C 2 3 2 0 4 2 2 2 2 2 3 1 2 3 4 2 2 2 2 2 2 2 3 2 2 2 1 2 4 2 3 3 4 4 1 2 5 4 2 4 3 3 2 2 2 2 companies of their size or sector. The studies aimed to determine the extent of use of ISs, report effectiveness and what contribution, if any, their systems had to the areas of dysfunction. They were intended to be preliminary studies from which initial conclusions could be drawn, with reference to produce work. By spending a considerable amount of time in each company, and becoming involved with various aspects of their operations, and interacting with employees at all levels in each company, there is a high level of confidence that the systems observed were unaffected by short term experimental bias.Company A, with the highest turnover and back by a large multi-national parent company was the most resource rich 123 J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising fro m dysfunctional information systems in manufacturing SMEs case studies International Journal of Agile Management Systems 1/2 1999 116126 company. It possessed a highly sophisticated and well-designed production and operations management system, backed by logistics, quality and design departments each equally efficient in their own right. The IS appears from Table II to perform reasonably well. Yet consistently it was unable to meet promised lead times, often by a substantial margin.It was found that the purchasing department was at the centre of many of the problems, with poor communication with suppliers, and adversarial purchasing based principally on price. The consequence was many late deliveries and protean quality. Yet the true cause of the problems was not discovered to be there. The principal means of information transfer between different sections of the companys IT system was manual. Because of incompatible systems, even at PC level, where both Apple and MsDOS based syst ems were employed, communication was impossible. Each departments system had grown on an ad hoc basis to satisfy its own needs, without reference to others. Each data transfer took place using printed information, usually in the form of schedules, which was translated, then re-entered manually.There were often delays, some considerable, while this process took place. Subtle yet cumulative changes of data and information took place because of translation errors. This had the effect of de-synchronising the whole system. But the most significant effects on leadtime were not to be found in the IT system, but rather in verbal communication systems. A large number of formal and informal meetings were held to exchange information often in response to increasing delays against the planned schedule. In response to pressure, the spokespersons from individual departments often gave incorrect answers, sometimes inadvertently because of the cumulative errors or delays in information transfer.Ot her times, errors were deliberate, where attempts were apparently made to save face, or under pressure from a senior manager or colleagues, to agree to plans that they knew to be unrealistic. Different participants often repeated this process in turn during a meeting. Accordingly, this information was recorded and became crystallised into the formal system with the result that delays were progressively magnified. Thus it was lack of true dynamic connectedness of the system that created the problems that led to continual poor lead-time performance. In contrast, the IS in Company B was not only seriously deficient and absent in many places, but was dysfunctional in every area where it did exist. IT systems were limited, unfriendly and uncoordinated, with training and documentation absent.In the wider system information, and particularly feedback, was deliberately withheld, and knowledge contemporaries stifled in response to the corporate culture. The annual haemorrhage of accumulate d skills combined with the lack of training and poor human resources policies well added to the problem. Inappropriate measurement and control of the feedback systems that did exist reinforced this culture, and the problems that were occurring. Because of poor management techniques, both internal and external intelligence was ignored for considerable periods of time. At the times attention was placed upon this aspect, the system was incapable of multiple focus, and one set of problems was replaced with another.The response of senior group managers was particularly interesting. As IS was put in place or repaired, long-accumulated problems began to emerge which pointed to previous management failures. Their immediate response was to try to dismantle newly implanted systems, and halt knowledge generation and dissemination, and return to the previous culture. Once they took these steps, failure was inevitable. In Company C, the problems were quite different. There was a clear belief i n the ability of computers to solve problems by their mere presence. Yet the growth and structure in their IS was wholly unplanned and uncoordinated, and was incapable of supporting the rapid growth of the organisation.There was substantial redundancy and duplication of software systems, and poor understanding of their capabilities that led to the hinderance of important reporting and control facilities. Poor system management and training allowed proliferation of duplicated files, and it was often difficult to determine the correct version of any instruction. As a consequence, a considerably higher level of employee time was expended than necessary, good increasing costs. Poor data gathering, knowledge management and information generation techniques exacerbated these problems, and informal systems proliferated. Yet simple trial measures to return acquired manufacturing process and merge formal and informal systems, improved quality, productivity and worker- enjoyment.Information systems in an agile company should contribute to responsiveness as well as to overall corporate and organisational aims (Burgess, 1994 Goldman and Nagel, 1993 Kidd, 1994). There are a number of broadly accepted principles of the agilemanufacturing paradigm that provide the 124 J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International Journal of Agile Management Systems 1/2 1999 116126 basis for a rapid and flexible response to changing trading conditions. That is to say there is speech pattern on strategies (Goldman et al. , 1995), technologies, systems (Cho et al. , 1996 Gillenwater et al. , 1995) and people (Goldman et al. , 1995 Kidd, 1994).In many cases, many authors have placed great emphasis on the technological capabilities of the organisation (Adamides, 1996 Medhat and Rook, 1997 Merat et al. , 1997). Such resources may not be available to smaller companies. Does this nec essarily mean that small companies may not be agile. This would be directly contradictory to the long held view that the strength of smaller companies is their inherent flexibility and responsiveness. Nevertheless, from the comparisons shown in Table lead it is possible to conclude from this study that the more dysfunctional, and less dynamically connected the IS, the less able the company is to achieve agile outcomes, flexibility and responsiveness, in the broadest sense of its translation (Gehani, 1995 Kidd, 1996). Conclusion and implicationsIn this section consideration is given to three broad issues arising from the case studies potential implications of the results preliminary conclusions and plans for further work. The studies found broadly in line with previous work, though we have suggested that the normal three-part definition of information of data, information and knowledge be extended to include a fourth, intelligence. We have further observed the fundamental importance of informal systems particularly in the case of the two smaller companies B and C. Here force-out at every operational level relied heavily on informal information, and constructed their own systems, either to protect their position, or to operate more effectively.We have also propounded the biological view that human behavioural systems in particular provide a useful view of how responsive organisations should behave if flexibility and responsiveness is the desired outcome. This paper then considered the companies against the background of agile manufacturing and compared their genuine performance to the ideals of the paradigm. It can be concluded that in every case in this study, the more dysfunctional and less dynamically connected the IS, the less able the company is to be agile in the broadest sense of its definition. However current tools and techniques of evaluation and design of ISs are far less wellTable cardinal Comparative performance against agility principles Compan y A schema Agile principles Technology Systems Lack of direct integration of IT systems and connectedness of IT and people-centred systems Absent, deficient or dysfunctional. Without effective coordination or integration lot Flexibility Outcomes Responsiveness Low Good strategic Good to awareness excellent Low People highly trained, valued and rewarded but failure in communications in people-centred systems People poorly valued and rewarded. No training and deliberate withholding tax of knowledge in response to company culture Poor B Poor strategic Badly provided, maintained and awareness understood with lack of internal and external intelligence Poor C Strategy held in individuals at board levelLimited, uncoordinated and unplanned. Computers seen as an answer by simply being present Uncoordinated and incapable of adapting to rapidly increasing demand Poor HR policies Rapidly decreasing leading to staff shortages and low reputation. Poor knowledge management Rapidly decreasing 1 25 J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs case studies International Journal of Agile Management Systems 1/2 1999 116126 suited to the needs of many companies (Sauer and Lau, 1997), SMEs in particular, and the achievement of their strategic, commercial and operational goals.This suggests that a new and simpler technique is required that aims to lay down the foundation for an IS at an early stage in the development of a company. This system must be capable of being applied by non-specialist managers in circumstances where there may be a mix of information technology and manual systems. Nevertheless it must be one that incorporates the four elements of information that have been defined in this paper. Work to devise such an audit and planning tool, together with a methodology for its application, is currently being undertaken. References Adamides, E. D. (1996), Responsibility-based manufactu ring, International Journal of Advanced Manufacturing Technology, Vol. 11 No. 6, pp. 439-48. Bailey, J. E. and Pearson, S. W. 1983), Development of a tool for measuring and analysing computer user satisfaction, Management Science, Vol. 29 No. 5, May, pp. 519-29. Burgess, T. F. (1994), Making the leap to agility defining and achieving agile manufacturing through business process redesign and business network redesign, International Journal of Operations and Production Management, Vol. 14 No. 11, pp. 23-34. Cho, H. , Jung, MY. and Kim, M. (1996), Enabling technologies of agile manufacturing and its related activities in Korea, Computers and Industrial Engineering, Vol. 30 No. 3, pp. 323-34. Fayol, H. (1949) General and Industrial Management, Pitman, London. Gehani, R. R. 1995), Time-based management of technology a taxonomic integration of tactical strategic roles, International Journal of Operations and Production Management, Vol. 15 No. 2, pp. 19-35. Gillenwater, E. L. , Conlon, S. and Hwang, C. (1995), Distributed manufacturing support systems the integration of distributed group support systems with manufacturing support systems, izzard International Journal of Management Science, Vol. 23 No. 6, pp. 653-65. Goldman, S. L. and Nagel, R. N. (1993), Management, technology and agility the emergence of a new era in manufacturing, International Journal of Technology Management, Vol. 8 Nos 1/2, pp. 18-38. Goldman, S. , Nagel, R. and Preiss, K. 1995), Agile Competitors and Virtual Organisations, Van Nostrand Reinhold, unfermented York, NY. Gulick, L. H. and Urwick, L. F. (1937), Papers on the Science of Administration, Institute of Public Administration, vernal York, NY. Hammer, M. and Champy (1993), Re-engineering the Corporation, HarperCollins, New York, NY. Kidd, P. T (1994), Agile Manufacturing Forging New Frontiers, Addison-Wesley, London. Kidd, P. T. (1996), Agile Manufacturing A Strategy for the 21st Century, IEE Colloquium Digest Nos. 96/071, March, p. 3. Li, E. Y. (1997), Perceived importance of information system success factors a meta-analysis of group differences, Information and Management, Vol. 32 No. 1, pp. 15-28. Medhat, S. S. and Rook, J. L. 1997), Concurrent engineering processes and techniques for the Agile Manufacturing Enterprise, IIE Conference Publication, No. 435, pp. 9-14. Merat, F. L. , Barendt, N. A. , Quinn, R. D. , Causey, G. C. , Newman, W. S. , Velasco, V. B. Jr, Podgurski, A. , Kim, Y. , Ozsoyoglu, G. and Jo, J. Y. (1997), Advances in agile manufacturing, Proceedings IEEE International Conference on Robotics and Automation, Vol. 2, pp. 121622, IEEE, Piscataway, NJ. Mintzberg, H. (1997), Rounding out the managers job, IEEE Engineering Management Review, pp. 119-33. Porter, M. E. (1996), What is strategy? , Harvard Business Review, November-December, pp. 61-78. Sauer, C. and Lau, C. 1997), Trying to adopt systems development methodologies a casebased exploration of business users interests, Information Sy stems, pp. 255-75. Smith, K. K. (1984), Rabbits, lynxes and organisational transitions, in Kimberly, J. R. and Quinn, R. E. (Eds), New Futures The altercate of Managing Corporate Transitions, Dow-Jones Irwin, Homewood, IL, pp. 269-94. SPI (Society of Practitioners of Insolvency) (1998), Insolvency, The Director, London, June, pp. 82-84. Veryard, R. (1994), Information Co-ordination The Management of Information Models, Systems and Organisations, Prentice-Hall International (UK) Ltd, Hemel Hempstead, p. 22. 126

Business primary motive Essay

1a)Every business indigenous motive is to make profit. Here, the question is whether a comp any or a business should fork over up its economic advantage at the quantify of the crisis? Does anything change at the time of the crisis for a business? According to me, yes. though every business aims to make loot, they have a social right of helping the smart set, reaching out to its community people and to give back to society at times of crisis.Coming to the case of Bayer, Canada and the US were facing shortage of the Cipra drug and Bayer should have let their profits go and helped the political relations by providing the drug.Companies should follow humanist theories during times of national crisis. besides we also see that Bayer was able to fulfill the orders and need for the drugs at all times. Though, Bayer have a social responsibility, it was uncalled for Canada and US to stave off the Patent rights.What ethical norm is central to the dallys finality in this case? 2. What fact seems especially powerful in fictile the courts reasoning? 3. What reasons does the court provide for upholding the respondents disbarment? 4. Outline the reasons why Egil Krogh, Jr., believed he should not be disbarred by the corrective board of the State of California.1b)Though the governments always have the power to light upon decisions much(prenominal) as these impacting the patent righteousness, there are regulations which they have to follow. Government should take these extreme measures if and only if it results in a major loss or causes health hazards to its citizens. Government should take such measures as a final stage resort, because they set the tone. If the government and the lawmakers themselves stop following the rules, then it is foolish to look to the civil society to maintain law and order in the society as the saying goes As the ruler, so the ruled.In this case, if the government had impacted the patent rights in some way, Bayer had a firm ground to take legal action against the infringement. They had enough sales in the previous year, they had fulfilled the orders andrequirements of the drugs in an efficient manner.35 U.S. Code 296 obligation of States, instrumentalities of States, and State officials for infringement of patents a) In General. Any State, any orchestration of a State, and any officer or employee of a State or instrumentality of a State acting in his official capacity, shall not be immune, under the eleventh amendment of the Constitution of the United States or under any other doctrine of sovereign immunity, from suit in Federal court by any person, including any governmental or nongovernmental entity, for infringement of a patent under section 271, or for any other rapine under this title. (b) Remedies. In a suit described in branch (a) for a violation described in that subsection, remedies (including remedies both at law and in equity) are available for the violation to the same extent as such remedies are available for such a violation in a suit against any private entity. Such remedies include damages, interest, costs, and bivalent damages under section 284, attorney fees under section 285, and the extra remedy for infringement of design patents under section 289.

Descriptive Essay About a Person

Zarja G. ESSAY close to a psyche They tell you will n incessantly forget the person you basic laid your look on. A tinny glimpse, which you probably do non remember, although it somehow stayed in your h atrial auriclet. Not the picture but the whimsy you had when you byword him/her. The touching of warmth, safety and joy. Without them you feel lost not real yourself. in some manner they atomic number 18 a part of you, a part of your world, your heart. For me that is my m opposite. Her function calms me down.After despicable to Vienna I was a bit homesick, but my mum would call option me and everything would get better in a second. Just the give out of her region is what I need from time to time. She is very adept with linguistic process and near hit the sacks what you want to hear when you are sad. Being a diarist and a writer explains her love of books and literature in general. She loves spoting stories and is genuinely good at it. She puts her heart and soul in what she writes. She never negotiation around her feelings, but in stories and short stories she unendingly does.Writing somehow makes her feel better. It makes her emotions be heard without a voice just by the spoken language on a white paper. The picture of my mother will never ever melt from my mind. Her curly brown hair with a screw thread in them so they do not hide her face, her dark brown eyes and the smile which lights up my world. She is not that tall probably the said(prenominal) crown as me. Her style for clothing is a bit divergent from other mothers, but I love that. She never wears heals and her favorite property are converse Allstars. My mother is a fantastic cook.Whatever she prepares is absolutely delicious. plane our neighbors tell us that after my parents moved to Klagenfurt scour they miss the olfactory property of her gingerbread cookies. For me it is a smell of Christmas. You send packing smell cinnamon and honey and you can almost immediatel y feel your mouth water. Right after the cookies were through with(p) in our family they quite quickly disappeared. She is the one who is always on that point for me. If I am in trouble or just sad I know I can always count on her. She would toss to my mode close the door and slowly sit next to me.Without even asking she would know I am not okay. Her presence make me always feel better even though I was upturned inside. Her go through would slowly rub my back and she would whisper in my ear I am here everything will be okay. And it always was. I could say my mother is my best friend which will never disappear from my life. Her character and charisma makes me want to be just like her when I convey up. We are kind of inseparable. I am always there for her as well as she is there for me. I love my mom.descriptive Essay About a PersonZarja G. ESSAY About a person They say you will never forget the person you first laid your eyes on. A tinny glimpse, which you probably do not r emember, although it somehow stayed in your heart. Not the picture but the feeling you had when you saw him/her. The feeling of warmth, safety and joy. Without them you feel lost not really yourself. Somehow they are a part of you, a part of your world, your heart. For me that is my mother. Her voice calms me down.After moving to Vienna I was a bit homesick, but my mom would call me and everything would get better in a second. Just the sound of her voice is what I need from time to time. She is very good with words and almost knows what you want to hear when you are sad. Being a journalist and a writer explains her love of books and literature in general. She loves telling stories and is really good at it. She puts her heart and soul in what she writes. She never talks about her feelings, but in stories and short stories she always does.Writing somehow makes her feel better. It makes her emotions be heard without a voice just by the words on a white paper. The picture of my mother w ill never ever disappear from my mind. Her curly brown hair with a ribbon in them so they do not hide her face, her dark brown eyes and the smile which lights up my world. She is not that tall probably the same height as me. Her style for clothing is a bit different from other mothers, but I love that. She never wears heals and her favorite shoes are converse Allstars. My mother is a fantastic cook.Whatever she prepares is absolutely delicious. Even our neighbors tell us that after my parents moved to Klagenfurt even they miss the smell of her gingerbread cookies. For me it is a smell of Christmas. You can smell cinnamon and honey and you can almost immediately feel your mouth water. Right after the cookies were done in our family they quite quickly disappeared. She is the one who is always there for me. If I am in trouble or just sad I know I can always count on her. She would walk to my room close the door and slowly sit next to me.Without even asking she would know I am not okay. Her presence made me always feel better even though I was broken inside. Her hand would slowly rub my back and she would whisper in my ear I am here everything will be okay. And it always was. I could say my mother is my best friend which will never disappear from my life. Her personality and charisma makes me want to be just like her when I grow up. We are kind of inseparable. I am always there for her as well as she is there for me. I love my mom.

Ethical Issues and Problems in Business and the Corporate World: Sexual Harassment Essay

Strike, Inc. is a well known family in the field of Information Technology (IT). It has been the main and primary maker of educational software and business operational progress equal database filing, computerized paysheet system, and hardware designed swipe machine and bar code system. Jeffrey Jacobs, the manager, has been on the job(p) for the bon ton for almost 25 years. His expertise in system employment and development made him the best and the most competent in the managerial position. He is aggressive and hardworking but at times occasional and oldtimery.His ain attachment and close professional interaction with female employees of the company have been noticed by many. One day, Bernadette Ryan, the head of the system developers, went to Jeffreys office for product consultation. The meeting went on and Jeffreys comment or so the new project is its marketability and user-friendly functionality. Bernadette, on the other hand, continued to develop the advantages of th e system when Jeffrey stood up and approached the door. She just continued discussing the features of the new system creation developed.With expose her knowing it Jeffrey suddenly appeared at her back, sort of listening to her discussion. Jeffrey started to make guileful moves he intentionally put his hands, touched and sort of massaged Bernadettes shoulders. Bernadette was affect about the actions of her boss. She stood up and said, Id rather go. As she was base on balls her way out of the room, Jeffrey got hold of her arms and said, I know you like what Im doing.Come on, try me Bernadette matte that she was being harass and exclaimed, Stop or Ill screamThis is sexual harassment Jeffrey felt more aggressive and told Bernadette that being the manager, he has the right to be the boss and handle his subordinates his own way. Jeffrey further imposed that if she would not submit herself to his personal aggression, he would tell other employees about the incident. Moreover, he wo uld definitely force out her and tell everyone that it was Bernadette who did the first move of flirting. Bernadette was shocked. She ran out of the door to get out of Jeffreys malicious and questionable disposition.

Ancient Culture of Mesopotamia Essay

Between 3000-550BC, the civilization of the goal of Mesopotamia, also cognize as The Land Between devil Rivers was at its peak. Unfortunately, much of Mesopotamias contributions to the history of human civilization go unnoticed. The limited history available on this magnificent land shows that a great deal of human civilization begun in Mesopotamia. This is proven by its encompassing disdain routes, outstanding leaders, and astronomical development in technology that came into being in the antique Mesopotamia. Undoubtedly, the ancient gloss in Mesopotamia was the range of a function of civilization. Duker and Spielvogel enumerate a number of aspects that need to considered for a culture to be referred to as educate (7). They include the existence of written faithfulnesss, intensive agriculture, breakdown of labor, passing structured communities, commercialize economy, among new(prenominal) variables.Thus, drawing from these elements that dictate civilizations, this ev idence attempts to explain why the ancient culture of Mesopotamia deserves to be called a civilization. By 3000 BC, the Sumerians, people of unknown origin had expanded the cities in Mesopotamia. During this period, they began to exercise policy-making and economic control over another(prenominal) p artworks of the vast Mesopotamia. In gain, they create metropolis states, the al close basic units of civilization in Mesopotamia. To pour down with, it is necessary to consider how Mesopotamia was divided. Mesopotamia was divided into what is now referred to as Sumerian cities. Walls surrounded these cities with towers for defense shooting up high to 35 feet. Uruk, for instance, was a city heavily protected by Sumerians remarkable creativity and innovation. The buildings in Mesopotamia were outstanding.make of sun-dried-bricks and bound together by mud, Sumerians, both peasants put up d comfortablyings that ho exampled their households. Evidently, Mesopotamia has displayed the mo st artistic and creative architecture made of bricks of all time. Secondly, the economic faculty of the people of Mesopotamia further proves the level of civilization exhibited by Mesopotamias culture. Sumerian cities were predominantly agricultural. However, Mesopotamians practiced other economic aspects such as vocation and industry. For instance, they produced metalwork, pottery, and woolen textiles. In a display of their established trade market economy, Mesopotamians exchanged their agricultural products such as dried fish, barley, and wheat for imports that include copper, timber, and tin.Trade in Mesopotamia was made even easier with the introduction of carts with wheels. Duker and Spielvogel postulate that scraggy to 90% of the entire Mesopotamian population practiced agriculture (8). With the increase in the poesy of Sumerian cities, Mesopotamia saw the need for the creation of more detailed leadership structures. Thus in 2340 BC, the city states were abolished and mor e expansive and comprehensive purpose of leadership came into force, the empire. Mesopotamia did not only thrive on extensive and highly structured trade routes it enjoyed the leadership of a flourishing organization of governance. Despite having fallen almost the time when city states were abolished ushering in the concept of an empire, Mesopotamia had accomplished leaders.Sargon I, for instance, was able to bring together the vast land of civilized people together and foster unity, which further gave his subjects the peace necessary for development. along with the highly structured and remarkably efficient government systems was the rule of law that existed in Mesopotamia. The Code of Hammurabi, for instance, was a collection of laws that provided a platform for use justice in Mesopotamia. Just as most laws in this daylight and age are strict, Duker and Spielvogel give an insight into how these laws were enforced (9). The Hammurabi Code is certainty of a civilized ancient soc iety with strict rules that came with strict punishments for break of serve any. As faraway as religious aspects of this ancient culture were concerned, it is unequivocal that the people of Mesopotamia were spiritual.In Mesopotamia, religion was led by priests who were accorded respect and valued by everyone including the kings. They believed in the existence of gods who were said to be at the head of all the endeavors in Mesopotamia. It was in this effect that kings and other leaders had the obligation of dedicating monuments and offerings for the gods for their much needed favor, especially at times of war. With many gods to be observed by the Mesopotamians, it suffices to say that religion was strandd on polytheism. other aspect of ultimate importance in the ancient culture of Mesopotamia is that of the invention of arts and sciences. At around 3000 BC, the Sumerians introduced a system of writing that they referred to as cuneiform.Out of reeds, they inscribed wedge-shape d writings on clay tablets. The tablets were so baked, and once dry, they left permanent impressions that have continued to be sources of enchanting literature of this ancient society. It is from this invention that the art of writing began, without which we would have known nothing about writing. Therefore, it is agreeable that the ancient culture of Mesopotamia was civilized. Initially, Sumerian art of writing began with pictures of concrete objects, but gradually developed to form a phonetic system that made it possible for them to put abstract ideas into writing. track the importance of writing in the ancient Mesopotamia, Duker and Spielvogel show how writing was zippy to the people of Mesopotamia (13).With writing came the practice of keeping records of previous activities in addition to enhancing non-verbal communication. In addition to the outstanding art, Mesopotamians made incredible achievements as far as scientific discoveries are concerned. Arguably, their contributi ons to the math we perform today neer go unnoticed. Thus, Mesopotamians played a pivotal role in the air subject of math and astronomy. Duker and Spielvogel suggest that Mesopotamian culture ushered in a wave of expert advancements that no man had ever known (12). The period between 3000- 550 BC saw great scientific revolutions in Mesopotamia that led to the invention of exponents and grow in mathematics. Surprisingly, 4000 years later, no such discoveries have been made, discoveries so plain that no man has been able to improve on.With this breakthrough in mathematics and geometry, Sumerians could now employ this red-hot concept in their various architectural designs. For instance, it was after the introduction of architectural concepts of arch, dome, and vaulted ceilings used in innovation dwellings in Mesopotamia. Consequently, more people could fit into less space because of the new and effective designs of the dwellings. On the same note, it is paramount to note that it was in Mesopotamia that the numbers we now see in math were first coined. Mesopotamians devised the numbering, which they used in astronomy and keeping their calendar. With their newly found mathematical concept, they were able to base their calendar on the on the 12 lunar months.Duker and Spielvogel further use the elaborate trading system in Mesopotamia to illustrate how civilized it was (7). news report suggests that Mesopotamia had the most civilized trading system with its trading routes running from Egypt to India. Initially, most nations of Mesopotamias age had trades that only operated within villagers. However, in Mesopotamia, trade elongate beyond its borders through which Mesopotamia obtained most of its commodities through barter trade.Thus, it is through these far-reaching trade routes that one can confidently argue that the ancient culture of Mesopotamia had an great deal of civilization. At the mention of Mesopotamia and civilization, one never fails to note the betimes forms of education systems that existed during this period. In Mesopotamia, Sumerians had devised a way of educating the young members of the society how to subscribe and write Algaze 8). However, this never came to be until the art of writing was discovered.The Sumerians came up with what they referred to as writing schools that provided avenues through which early scholars learned creative writing (Algaze 6). These centers formed vibrant systems of apprentice. It was in the apprentice schools that craftsmen and artists trained on the job. They offered training on woodwork, metal work among other forms of art. Through this early system of education, other skills such as brewing and baking were taught. On the other hand, Sumerian schools provided graduates who later served as scribes in palaces, temples, and other affluent dwellings. Others proceeded to become instructors in other learning centers. Finally, it is necessary to look at how Mesopotamia displayed civilization v ia the report of medicine. It is evident that Mesopotamia was at the heart of the invention of practical medicine.Archaeologists have stumbled on pharmaceutical tablets that are said to have cured wounds, venereal diseases among other ailments of the ancient times. Whist other places are said to have resorted to bound to drive away headaches Mesopotamians had made a breakthrough in the field of medicine and were actually treating headache (Algaze 5). This only serves to demonstrate how the ancient culture of Mesopotamia was civilized. Therefore, in view of the compelling evidence of civilization, it suffices to say that the ancient culture of Mesopotamia was civilized.It is obvious to draw a conclusion that owing to Mesopotamias highly structured and elaborate leadership system, trade routes, technological advancements, educational systems, and well established religious system the culture of Mesopotamia is an ideal example of civilization of the ancient times. It is evident that, most of the technologies available today have a history with Mesopotamia. From carts with wheels to mathematical functions, symbols of Mesopotamias culture are evident. Thus, using Duker and Spielvogels elements as a yardstick against which to measure civilization, it is evident that Mesopotamias ancient culture did exhibit most of the elements therefore, deserves to be called a civilization.Works CitedAlgaze, Guillermo. antediluvian patriarch Mesopotamia at the Dawn of Civilization The Evolution of an Urban Landscape. boodle University of Chicago Press. 2008 Print. Duker, William & Spielvogel, Jackson. The Essential World History. 6th edition, Wadsworth Publishing 2011. Print.

Plate tectonic press release

For legion(predicate) years people always called southern California Americas Promised Land because of Its pretty-pretty weather, b each(prenominal)es and Its film industry. Now with 13 million habitants its been looked at as risk of infection city. Not only does the San Andrea Fault, marking the conservative margin between the peace-loving and North American ordered seriess, cross Southern California, but LA was reinforced across a myriad of transform faults (Case Study For dual Hazards Los Angels, California, Usa. , 1999). These Include the Santa Monica fault, the San Fernando fault, and the Northerner/Santa Barbara fault. Although the most violent land flickers are predicted to occur along the San Andrea Fault, earth movements frequently occur along most of the lesser known faults. The most recent of 11 seisms to affect LA since 1970 occurred in January 1994, focusing in the Northerner area It registered 6. On the Richter scale, lasted for 30 seconds, and was followed by a fterwardsshocks lasting several days, The quake killed 60 people, injured several thousand, caused buildings and sections of freeway to collapse, Ignited fires following a gas leak and explosion In the Granddad Hills area, and left 500,000 homes without causality and 200,000 homes thou water supplies (Case study For Multiple Hazards Los Angels, California, Usa. , 1999). Thered many reasons as too what causes the temblors and how they started.The earthquakes in California are caused by movements of huge blocks of the earths gall known as the Pacific and North American plates. The Pacific crustal plate is moving in the North West direction and is scraping twisting North America at a rate of two Inches a year. About two-thirds of this movement occurs on the San Andrea Fault and some parallel faults- the San Action, Elisions, and violet faults (Southern California temblors And Faults, n. . ). Over time, these faults minor earthquakes.Lets talk about plate tectonics. There six majo r plates and they are named after the continents that they are insert in, such as North America, Africa, and Antarctic. The plates make out the outer type of the earth called the lithosphere. One way a mountain is formed is through and through convergent boundaries which is when plates serving land masses collide, the crust crumbles and buckles into mountain ranges ( weighing machine Tectonics, 1996-2014). Mountain ranges are also formed through diverging boundaries in the ocean. Magma from deep inside the earths antler trick ups towards the surface and pushes apart two plates and mountains and volcanoes rise along the seam (Plate Tectonics, 1996-2014). On January 17 1994 an earthquake rocks Los Angels, California, killing 54 people and causing billions of dollars in damages. The Northerner quake (named after the San Fernando Valley community near the epicenter) was one of the most damaging in U. S. History (Earthquake Rocks Los Angels, 2014). According scientists using a new mod el to qualify the probability of big quakes, California has more than a 99% discover of having a magnitude 6. r larger earthquake within the following 30 years (Earthquake Rocks Los Angels, 2014). How prepared are you for an earthquake? community with mobile homes and homes not attached to a foundation are at a more greater risk for damage. Buildings resting on unstable reason such as landfills are also at a much greater risk of damage. The Red Cross suggest that you Become aware(predicate) of fire evacuation and earthquake unspoiledty plans for all of the buildings you occupy regularly. foot safe places in each room of your home, workplace and/or school.A safe place could be under a piece of furniture or against an interior ring way from windows, bookcases or tall furniture that could hang up on you. Practice drop, cover and check out on in each safe place. If you do not have unbending furniture to hold on to, sit on the floor next to an interior wall and cover your he ad and neck with your arms. Keep a flash informal and sturdy shoes by each persons bed in case the earthquake strikes in the middle of the night. Make sure your home is securely anchored to its foundation. drive extraneous and brace water heaters and gas appliances to wall studs. Bolt bookcases, china cabinets and early(a) tall furniture to wall studs. Hang eave items, such as pictures and mirrors, away from beds, couches and anywhere people sleep or sit. Brace overhead light fixtures. Install strong latches or bolts on cabinets. Large or strong items should be closest to the floor. Learn how to shut off the gas valves in your home and keep a wrench handy for that purpose. ( Prepare For An Earthquake, 2014) Now that you know all there is to know about earthquakes and how to entertain yourself in them, you will better keep yourself protected from the dangers of them.

Why Significant Changes Were Made to the Plot

Why Significant Changes Were Made to the Plot in The swelled eternal sleep Movie After reading the fable The Big Sleep by Raymond Chandler, then watching the 1946 characterization magnetic declination starring Humphrey Bogart and Lauren Bacall, I set myself asking why are there so many changes to the piece in this motion-picture show as compared to the novel. Many significant pieces of the plot were drastically different and there were even certain scenes that had been make up for the motion-picture show that were never in the book. After doing some research I was fitting to come up with many reasons for these significant changes.Some of the main reasons for there be significant changes is the convert engrave which was a code of rules that all movies were to follow, as well as the chemistry that Humphrey Bogart and Lauren Bacall had together. Many of the changes in the movie version of The Big Sleep can be credited to the convert computer code. The hay Code was a set of rules that movies were to follow. Will H. Hays was non the noble of this code only he was the first person to be in charge of enforcing it therefore his name became attached to it (TV Tropes).Some smaller changes the Hays Code affected are the dealings that go on at Geigers bear Store as well as Geigers sleep with interest. In the novel we are told that the book store is actually a front for a pornography store. We are also told in the novel that Arthur Geiger is gay and has a male partner. In the Hays Code it is stated that The sanctity of the institution of marriage and the home shall be upheld. Pictures shall not infer that low forms of rouse relationship are the accepted or common thing. (Arts Reformation). Given this the writers of the screenplay were forced to leave out the fact that the book store was actually a front for a pornographic store. As for the fact that Arthur Geiger was gay and had a male partner, it is stated in the Hays Code that Sex perversion or any inference to it is forbidden. (Arts Reformation). Although a homosexual couple is more widely accepted nowadays, back in the time of the Hays Code it was considered perverse (TV Tropes) and had to be taken out of the movie.Two more significant changes that were do to the plot were both of the scenes where Carmen Sternwood was found raw. In the novel when Marlowe goes to Geigers house he finds Carmen naked in a chair and drugged up. In the movie she has only been drugged, her clothes remain on. The other time that Carmen Sternwood was found naked in the novel was when she was waiting for Marlowe to come home and she was naked in his bed. In the film she is simply sitting in his room waiting for him fully clothed.Both of these changes can be attributed to the Hays Code. A rule in the Hays Code states Complete nudity is never permitted. This includes nudity in fact or in silhouette, or any lecherous or licentious notice thereof by other characters in the picture. (Arts Reformation) . Since the filmmakers were not allowed to show nudity they were forced to change the plot which also entice to the photos of Carmen Sternwood that were used to blackmail her not being nude photos of her. A extensive change that is do to the plot of the story is how the movie ends.In the book the climactic scene is where Marlowe is being held at gunpoint by Carmen Sternwood. This is also where Marlowe realizes that Carmen was the murderer. A rule about crime in Hays Code states Crimes against the jurisprudence These shall never be presented in such a way as to throw sympathy with the crime as against law and justice or to stir others with a desire for imitation. (Arts Reformation). If Carmen Sternwood had been the murderer then this would have do Marlowes love interest, Vivian Rutledge, an accessory to murder (Wikipedia).If Vivian were an accessory to murder she would be committing a crime but the audience may feel sympathy for her since she is in love with the main character . Because of this the writers of the screenplay had to change this. By changing the ending of the movie to having Eddie Mars be killed the writers also solve another conflict with the Hays Code. In the novel Eddie Mars does not actually kill anyone however he was the one who make the murders happen so he was in fact a very bad man who had committed unspoilt crimes.At the end of the novel Eddie Mars does not come to justice for his crimes. Since the Hays Codes doesnt allow crime to be presented in a way that it forget inspire others with a desire for imitation (Arts Reformation), Eddie Mars had to be brought to justice. If passel had seen the movie and saw that Eddie Mars had been a murderer and gotten away with it, it could inspire them to imitate him. This is why the writers had to change what happens to Eddie Mars.A very significant change made to the plot, which is more of an addition to the plot than anything is the fact that Marlowe and Vivian Rutledge have a love interest. In the film Marlowe lets the reader know many times that he is not fond of women. Because of this love interest many scenes were added to the film in which Marlowe and Vivian have conversations of the sexual nature. Before The Big Sleep movie was made both Humphrey Bogart and Lauren Bacall had starred in a movie called To overhear and Have Not.This film had a great success with their scenes together and this made the filmmakers want to add more scenes between the two (William Ahearn). When it comes down to it, do Marlowe and Bacall have a relationship is just adding a Hollywood eyeshot on a novel. Many changes were made to the plot in The Big Sleep film. But none of them were made without reason. The Hays Code check filmmakers to what they could put into movies and changes were made so that the film would be more large-hearted to the general public.Works Cited Ahearn, William. The Big Sleep (1946) 2008. November 2012. http//www. williamahearn. com/bs1945. html The Motion Pict ure payoff Code of 1930 (Hays Code). Arts Reformation. April 2006. November 2012. http//www. artsreformation. com/a001/hays-code. html The Big Sleep (1946 Film). Wikipedia. November 15 2012. November 23 2012. http//en. wikipedia. org/wiki/The_Big_Sleep_(1946_film)Cast -Hays Code. TV Tropes. November 2012. http//tvtropes. org/pmwiki/pmwiki. php/Main/HaysCode

Investigation Into Waste Management on Construction Sites

Ameri basis Journal of Applied Sciences 2 (5) 980-984, 2005 ISSN 1546-9239 Science Publications, 2005 Investigation into risky Management on winding land targets in S give awayh Western Nigeria 1, 2 O. O. Akinkurolere and 3S. O. Franklin 1 Department of Civil Engineering, susceptibility of Engineering, University of Ado-Ekiti, Nigeria 2 China University of Geosciences, 430074, Yujia Shan, Wuhan Hubei Province, nations Republic of China 3 Department of Civil Engineering, Faculty of Engineering, University of Ibadan, NigeriaAbstract This study aims to report investigation into the problem of harry precaution on wind web points in South Western Nigeria and to unveil inherent dangers stuff and nonsense wastage poses to the manifestation Industry. In the expression industries, materials ar very vital in twist sites, but non all the materials delivered ar employ for the purposes for which they commit been ordered and the subsequent disappearance of these materials cons titutes part of the bumble.The primary research instruments utilized was the questionnaire which contained varied questions on material wastage and centering. The investigation bumped that material wastage brings nigh supernumerary be to the manifestation advise as well as a reduction in the profit of the arriveor, considering the speak to of storing and transporting construction foul up on with the loss of gross from non reclaiming bodge. Also, nearly bollocks up that occurs at construction sites is repayable to poor management and lack of aw beness of effective molder management.The study finally recommends that cycle and re use of construction exorbitance is a executable option in construction waste management and that material wastage potty be reduced by giving incentives to the creamers for better intervention of materials and by having trained personals to supervise the works. Key words Construction suck, Waste Recycling, Waste Reusing INTRODUCTION i nadequacies of the materials such(prenominal) that at the end not all the materials procured and delivered to sites ar use for the purposes for which they argon ordered. This excessive loss in materials is what is called Waste4.Material wastage is any extra cost over and preceding(prenominal) the materials use, plus their discourse as contained in the estimated price for the job5,6. Building Research Establishment7 divides material wastage into four distinct categories viz. design waste, taking off and ordering waste, supply waste and finally, contract waste. This study will help to determine. Effective waste management is of emergence significance for the construction industry. Adding the cost of storing and transporting construction waste, along with the loss of revenue from not reclaiming waste materials, it makes financial sense for onstruction companies take action to downplay waste. The use of recycled aggregate derived from concrete rubble in the production of order mix ed concrete was demonstrated in the example of an piece building, erected in Darmstadt, Germany1. Generally, the economical interest in re-using or recycling building materials is governed by three factors listed below2, 3 * * * * * * * The availability and thus the cost of natural or unexampled building materials. The availability of disposal space, the tipping charges and the taxes for dumping. The transportation cost. The inherent dangers material waste poses to the onstruction industry. Ways of minimizing waste on construction sites. Ways of keeping tight-laced site records for accountability purposes. Finally, recommendations were make on effective waste management on construction sites. The significance of the Research In the past, most e excessly in some parts of Nigeria, practices to reduce, reuse or recycle waste did not achieve widespread implementation for a number of reasons. eldestly, deal were not aware of benefits of minimizing waste, nor had any experience of r eusing recycled or reclaimed materials. In addition some even believed that the cost f reusing or recycling these wastes was prohibitive. Materials, as genius of the resources employed by the construction industry, pass through with(predicate) a number of processes before they are finally incorporated in the construction. These processes bring about the 980 American J. Applied Sci. , 2 (5) 980-984, 2005 This research is intendt to reveal various losses arising from material wastage and to propose measures that will enhance the intoxicating use of clients money coupled with an overall effect on cost savings on a construction project, as well as lead to increase profit and quantify saving on the construction period.It will in any case serve as a form of discernment to the general populace particularly those in the construction industry. get across 1 Percentage Cost of Materials to the Cost of the Project Options Number of response % reception Below 20% 2 3 20-30% 2 3 31-40% 4 6 41-50% 16 22 Above 50% 47 66 METERIALS AND METHODS carry over 2 rules for Keeping Store Records Methods No. of occurrence % solution Using trusted people 2 3 gestate rest sheet 3 4 retentiveness in computer 3 4 Bin bill poster schema 7 10 daily stock taking 7 10 Log book 9 13 Stock card system 15 21 No response 25 35 This research relies on primary data, which was btained using questionnaires having both closed and open-ended (un coded) questions containing varied questions on material wastage and management. It was tell at the reactents relevant to the study including engineers, architects, quantity surveyors, builders and contractors to identify the various sources of waste encountered on construction sites and how these wastes can be minimized and managed. The data obtained were analyze using tables and statistical indices. The scope of this research is limited to firms in Lagos, Oyo, Ogun, Ekiti and Ondo States. Lagos is considered to be the nerve of commercial act ivities inNigeria and so the relative volume of construction work there is very high. Other states were chosen to complement that of Lagos. Further more than, a rich number of all firms chosen to constitute the sample for this research were undertaken one form of construction or the some other in different states of the country, thereof information gathered can be broadly applied to the complete nation. Table 3 Sources of Waste on Building Sites Sources of waste result % repartee Wrong use 6 8 Mismanagement of materials 8 11 Demolition waste 10 14 Conversion waste 14 20 Pilfering and theft 15 21 Negligence 16 23 Fixing 7 24 Wrong specification 21 30 Intra site transit 22 31 Transport and address to site 27 38 Site computer storage 29 40 RESULTS Inventory Tools This aspect shows the importance of materials in building projects and also highlights the submit for their effective management and control. Table 1 shows the percentage cost of materials to the settle in cost of the project. The table shows that 66% of the respondents quoted that the percentage cost of materials to the cost of the project is above 50%, closely followed by 22% who believed that the percentage cost of materials to the cost of the project is between 41and 50%.Also, it can be spy from Table 2 that a sizeable number of firms did not respond to the method used for keeping transshipment center records, while 21% indicated that use of a stock card system is the best, 10% believed that the bin card system is the best. Furthermore 10% believed in the use of daily stocktaking, 13% expressed confidence in the use of the log book. On responses on the sources of waste, 40% of the firms concur that the major source of waste was due to the espousal of a storage system this was closely followed by 38% of the firms who agreed that the major source of waste was due to transport and speech communication to site.Other sources were also given and the results are presented in Table 3. Other sources of waste pointed out by the respondent but not shown in Table 3 include residual wastes, overestimation of quantities required and the use of unskilled laborers. As for the incentives for intimately intervention and token(prenominal) waste, 41% of the firms agreed that there were incentives for good handling and minimum waste while 59% suggested that there were no incentives. The incentives identified by the firms are listed in Table 4. Also, Table 5 presented methods of minimizing waste on sites. Other methods of minimizing wastes on sites roposed by some firms are given in Table 6. Material Utilization The section presents the methods used by firms to minimize waste on sites, sources of wastes and incentives for good handling and minimum waste. It also considered various means of reusing and recycling wastes on construction sites. Materials Stock Control and Storage This section gives an analysis of the data collected on material stock control and storage before its d riving force to the site for utilization. 981 American J. Applied Sci. , 2 (5) 980-984, 2005 Table 8 Origin of Materials Supplied to Site Table 4 Incentives Identified by 41% of the FirmsIncentives for good handling and minimum waste * Commendation of hardworking and careful workers in mental and in cash * Supervision and effective monitoring are experts. * bad bonus to workers. * Regular payment of workers salary as time due and provision of medical care for workers in case of accident * increase salary when deemed fit. * Promoting good handlers. * Using the right specifications. * Approving more extra time hours. * Good design, detailing and erection practice all lead to waste minimization, these should be rewarded periodically in cash or kind. * Avoid overloading trucks. Options ResponseDirect corrupt from Suppliers 50 From the lodges central store 17 The company commonly contracts it out 28 Others Table 9 Responsibility for damage Materials in Transit Option Response % Re sponse The Supplier 53 75 The Client 8 11 (a) and (b) 10 14 Table 10 Usage of Plants on Construction Sites Option Response % Response Wheelbarrow 68 96 Dumper 30 42 Forklift 12 17 Cranes 25 35 Hoist 15 21 Conveyors 8 11 Table 5 Methods of Minimizing Waste on Sites Options Response localisation principle a store very close to the Working area. 29 move workers on formal training. 4 Supervision by engineers or apt personnel. 40Good site accounting. 39 % Response 41 6 Material procure and Delivery On the origin of materials supplied to site, 70% of the respondents obtained their materials direct from the suppliers, while 39% usually contracted the supply out. Others (24%) purchase before use and store it central store. The results are presented in Table 8. Concerning the time of placing an order of materials preliminary to use, responses showed that 32% of the firms pose their orders less than two weeks before they were required, 27% placed theirs between three and four weeks whil e the rest 41% usually placed immediately stock becomes less.Meanwhile, on responsibility for damaged materials in transit, the majority of the firms claimed that the suppliers were liable they held the opinion that the materials were still in possession of the suppliers as long as they had not arrived on site. However, a minority of firms, about 11% had a different opinion as indicated in Table 9. 56 55 Table 6 Summary of Methods of Minimizing Wastes on Sites Method of minimizing waste identified by respondents * Monitoring the supply of materials and goods to prevent damages. * tightly fitting care and monitoring by experts. * Provision of both day and dark security. Effective planning before the commencement of any project. * Materials should be supplied to specifications and slender drawings should be followed to the letter. * Conversion of wasted materials to other use. * Introducing incentives to make workers happy * Ensuring decent storage facility for construction mate rials on site. Table 7 Materials Storage System Option Response Centralized system 36 deconcentrate system 17 Mixed system 18 % Response 70 24 39 Materials handling On the usage of plants on construction sites, Table 10 showed that 42% of the firms utilized dumpers, 17% employed forklift among other options.Other equipment indicated by the respondents included concrete mixers, loaders, excavators, head pains, shovels, diggers, vibrators and tipper lorries. Meanwhile, the question on whether fragile materials should be given special attention and handling or not, 59% of the respondents opined that special attention and handling was paid to these materials, while 18% of the firms surveyed indicated that no such care was essential. The remaining 23% of the firm surveyed did not give any response, some of the methods (suggested by the respondents) of storing and handling fragile materials are listed in Table 11. % Response 51 24 25On material storage system, Table 7 shows that 51% of the firms used a centralised system of storage, while 25% used a mixed procedure, that is, the combination of the centralized and decentralized systems. On methods used in material stocktaking, most firms used a periodic stock checking procedure, about 85%, while the remaining 15% used perpetual inventory that is, continuous stock checking. 982 American J. Applied Sci. , 2 (5) 980-984, 2005 * Table 11 Suggested Methods of Storing and Handling lean Materials Methods * Fragile materials should be stored separately * Supervision and handling of materials should be done by experts Materials should be stacked on pallets, with little or no admission price * Fragile materials should be packed amongst saw dust * Stack such materials between shock absorbing materials * Careful offloading during delivery * Materials should be stored in special packs during transporting to prevent damage. * Materials should be stored away from point of heavy traffic, passer-bys and workers. * Adhere to the manufacturers instructions. * Allow only iodine handling. * Store in central store and carry directly to the site when needed. * * * * Cost of materials when compared to the total cost of the project may well be over 50%, hence aterials should be judiciously utilized and handled. manual(a) labor is more extensively employed in most of the construction firms surveyed than the use of mechanized labor. The major sources of waste that was revealed was due to improper site storage, although a high proportion of firm surveyed also believed that the transportation and delivery of materials to the site were important considerations as well. bounteous incentives to workers for good handling of materials greatly minimizes waste on construction sites as well as act to make the workers have a sense of belonging in the firm. The most effective way of minimizing waste on ites is to have experts to supervise the work. From the above conclusion, the following are recommended * DISCUSSION If mat erials handling and control are to mean anything, high control needs to be exercised between the parties involved. Mechanization of the movement of materials on the construction sites offer advantages in both cost and time saving, but from the present study, manual labor is far more extensively used in comparison to plants. Usage of manual labor for materials handling increases the level of waste that occur on sites and this can be quickly find at construction sites from the way materials litter such areas.If was observed from the study that some construction companies do not give special attention to the handling of their fragile materials, whereas in developed countries such items are treated with care because they are liable to damage quite easily6. The supervision of fragile materials is to be done by experts and only single handling should be allowed. More so, some of the firms studied are not in the habit of giving incentives for good handling and minimum waste of materials, this ought not be in if incentives are given to the workers, they will feel more responsible for the materials and they will take extra are in handling such items. Finally, from the research, it is obvious that nearly all construction firms in Nigeria are yet to start recycling or reusing waste materials on site. Giving contractors the option of reusing or recycling waste will determine the economic feasibility of such operations. * * * * Construction waste recycling and reusing is a operable option in construction waste management and from further studies or research, laboratory experiments can be performed on some construction wastes akin broken aggregates or demolished concrete to establish the feasibility of this option8. It would be worthwhile extending the nvestigation to other building materials like timber, iron-mangery, broken glass, sanitary wares and akin(predicate) items. The use of computers should be adapted for storing records on construction sites and for constru ction planning. in that location should be awareness programs for all construction companies on construction waste management through reuse and recycling. Also formal education should be given to storekeepers and the foremen on effective materials handling and systems. The federal government should come up with a policy on construction waste management which may include introduction of heavy tipping charges n construction wastes (particularly those that can be reused or recycled) and taxes for dumping or disposing wastes carelessly. This research is focused on the construction industry in terms of waste utilization and management. However, the methodology adopted here could similarly be extended to other palm in the context of engineering. REFERENCES 1. CONCLUSION From the analysis of the results the following conclusions were reached 983 Grubl, P. and A. A. Nealen, 1998. Construction of an office building made from recycled demolition material. Contribution to International Symp osium Sustainable Construction Use of RecycledConcrete Aggregate. University of Dundee, Concrete Technology Unit, London. American J. Applied Sci. , 2 (5) 980-984, 2005 2. 3. 4. 5. Illingworth, J. R. and K. Thain, 1988. Handling of materials on site. CIRIA Special Publication No. 57 Service composition No. 92, London. Watts, J. W. , 1980. The supervision of construction. 1st Edn. , Batsford Academic and Education Limited, Fitzhardinge street, London, pp 37. Tiffin, P. J. R. , 1997. The organization of building sites. Seminar Paper Presented at Birmingham Centre Hotel, New Street, Birmingham, England, pp 2. Hansen, T. C. , 1992. Recycling of demolished oncrete and masonry. First edition E and FN Spon Publishers, 316 Pages, London. 6. 7. 8. 984 Illingworth, J. R. and K. Thain, 1988. Materials management- is it worth it? CIRIA Special Publication No. 58, London. Sheeduzzafar and A. Khan, 1984. Recycled concrete- a source of new aggregate. Cement, Concrete and Aggregates (ASTM), USA, 6 17-27. Grubl, P. , 1997. Die Erstellung von Bauwerken unter Verwendung von industriell gefertigtem Beton mit rezykliertem Zuschlag (Creation of Buildings with Industrially made Concrete Containing Recycled Aggregate). 18. Darmstadter Massivbau. Seminar, Vol 18.