To find out which antacid tablet works most efficiently using technique called titration Essay Example

To find out which antacid tablet works most efficiently using technique called titration Essay The measurements will use a titration to find what volume of hydrochloric acid an antacid tablet will neutralise.Theory:Our stomachs produce gastric acid to aid in digestion. This acid is mainly composed of hydrochloric acid that is secreted by cells of the stomach lining called parietal cells. Excessive secretion of this acid is common and can lead to many stomach problems such as gastritis, gastric ulcers and peptic acid disease. These disorders are treated by antacids, which reduce the amount of acid in the stomach by various means.Most antacids contain weak bases and they neutralize the stomach acids by reacting with them chemically. These antacids are best taken for occasional stomach problems and they act very rapidly to provide relief. Some of the most common bases that are used as antacids are:* Mg (OH) 2, magnesium hydroxide* Al (OH) 3, aluminium hydroxide* NaHCO3, sodium bicarbonate* CaCO3, calcium carbonateThese chemicals are used because they are weak bases strong bases would lead to the risk of damaging the stomach if too much was taken. Bases neutralize acids by reacting with them to produce a salt and water. This chemical reaction of a weak base with stomach acid can be written in the general form:Weak base + hydrochloric acid salt + waterA specific example of this chemical reaction is:Mg (OH) 2 + 2 HCl MgCl2 + 2 H2OThere are other forms of antacid that work by less direct means. There are two types of pharmaceutical drugs that act indirectly to reduce the amount of stomach acid. Both of these types drugs act to suppress the formation of stomach acids. Essentially, they turn off the biochemical machinery that produces the stomach acid. These drugs are slower acting than the bases mentioned above, but they provide relief for a much longer time. People with chronic stomach problems usually take them.PredictionTablet = SuperdrugActive Ingredient = 0.5g CaCO3Relative formula mass (RFM) = 100Moles of active ingredient = mass / RFM = 0.5 / 100 = 0.0 05 molesEquation = CaCO3 + 2HCl CaCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of CaCo3 = 2 x 0.005 = 0.01Concentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.01/1 = 0.01dm3 = 10cm3Tablet = RennieActive Ingredient = 0.68g CaCO3, 0.08g MgCO3Relative formula mass (RFM) = 100, 84Moles of CaCO3 = mass/RFM = 0.68/100 = 0.0068 molesMoles of MgCO3 = mass/RFM = 0.08/84 = 0.0009523809524 moles (13dp)Equation for CaCO3 = CaCO3 + 2HCl CaCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of active ingredient = 2 x0.0068 = 0.0136 molesConcentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.0136/1 =0.0136 dm3 = 13.6 cm3Equation for MgCO3 = MgCO3 + 2HCl MgCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of active ingredient = 2 x0.0009523809524 = 0.001904761905 moles (12dp)Concentration of HCl to be used = 1M (1mole per dm3)Predic ted volume of HCl needed = moles/concentration = 0.001904761905/1 =0.001904761905 dm3 = 1.904761905 cm3Total predicted volume of HCl needed = 1.904761905 + 13.6 = 15.5047619 cm3 (8dp)Tablet = BisodolActive Ingredient = 0.522g CaCO3, 0.068g MgCO3, 0.064g NaHCO3Relative formula mass (RFM) = 100, 84, 84Moles of CaCO3 = mass/RFM = 0.522/100 = 0.00522 molesMoles of MgCO3 = mass/RFM = 0.068/84 = 0.000809538095 moles (13dp)Moles of NaHCO3 = mass/RFM = 0.064/84 = 0.0007619047619 moles (12dp)Equation for CaCO3 = CaCO3 + 2HCl CaCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of active ingredient = 2 x 0.00522 = 0.01044 molesConcentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.01044/1 =0.01044dm3 = 10.44cm3Equation for MgCO3 = MgCO3 + 2HCl MgCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of active ingredient = 2 x 0.000809538095 = 0.001523809524 moles (12dp)Concentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.001523809524/1 =0.001619047619dm3 = 1.619047619cm3 (9dp)Equation for NaHCO3 = NaHCO3 + 2HCl NaCl2 + CO2 + H2O + HMoles of HCl that should be neutralised = 2 x moles of active ingredient = 2 x 0.0007619047619 = 0.00152380954 moles (11dp)Concentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.00152380954/1 =0.00152380954dm3 = 1.52380954cm3 (8dp)Total predicted volume of HCl needed = 1.52380954 + 1.619047619 + 10.44 = 13.5885716 cm3Tablet = Boots OriginalActive Ingredient = 0.2g CaCO3, 0.06g MgCO3, 0.06g NaHCO3Relative formula mass = 100, 84, 84Moles of CaCO3 = mass/RFM = 0.2/100 = 0.002 molesMoles of MgCO3 = mass/RFM = 0.06/84 = 0.0007142857143 molesMoles of NaHCO3 = mass/RFM = 0.06/84 = 0.0007142857143 molesEquation for CaCo3 = CaCO3 + 2HCl CaCl2 + CO2 + H2OMoles of HCl that should be neutralized = 2 x moles of active ingredient = 2 x 0.002 = 0.004 molesC oncentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.004/1 = 0.004dm3 = 4cm3Equation for MgCo3 = MgCO3 + 2HCl MgCl2 + CO2 + H2OMoles of HCl that should be neutralized = 2 x moles of active ingredient = 2 x 0.0007142857143 = 0.001428571429 molesConcentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.001428571429/1 = 0.001428571429dm3 = 1.428571429cm3Equation for MgCo3 = NaHCO3 + 2HCl NaCl2 + CO2 + H2O + HMoles of HCl that should be neutralized = 2 x moles of active ingredient = 2 x 0.0007142857143 = 0.001428571429 molesConcentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.001428571429/1 = 0.001428571429dm3 = 1.428571429cm3Total predicted volume of HCl needed = 4 + 1.428571429 + 1.428571429 = 6.857142857cm3Tablet = SettlersActive Ingredient = 0.5g CaCO3Relative formula mass (RFM) = 100Moles of active ingredient = mass / RF M = 0.5 / 100 = 0.005 molesEquation = CaCO3 + 2HCl CaCl2 + CO2 + H2OMoles of HCl that should be neutralised = 2 x moles of CaCo3 = 2 x 0.005 = 0.01Concentration of HCl to be used = 1M (1mole per dm3)Predicted volume of HCl needed = moles/concentration = 0.01/1 = 0.01dm3 = 10cm3Active IngredientsSuper drug- 500mg CaCO3Rennie- 680mg CaCO3, 80mg MgCO3Bisdol-522mg CaCO3, 68mg MgCO3, 64mg NaHCO3Boots Original-200mg CaCO3, 60mg MgCO3, 60NaHCO3Settlers- 500mg CaCO3Initial PlanThe initial plan is to find out which indicator shows the best colour change when the reaction occurs and what concentration of hydrochloric acid gives the best results. I will crush the antacid tablet and add water to it. I will then add Indicators to find out which is the best one that shows the colour change. I will then add hydrochloric acid bit by bit and then shake the conical flask to speed up the process. So you can find out the exact amount of acid that was neutralized.Safety* Wear goggles when handling corr osive solutions etc.* Wear gloves* Take of blazers wear aprons* Tuck in ties* Report any breakages or spillsFair testTo make it a fair test I will:* Use the same amount of water each time.* Use the same amount of bromophenol blue each time. By using too much you increase the volume even by the slight mm therefore decreasing its accuracy.* Use the same volumes of acid each time from the burette.* Either uses a whole tablet or a crushed tabled. By using crushed you allow more surface area therefore more reactions.* It is essential that none of the powder be spilt or wasted as this may have major effects on the amount of hydrochloric acid to be neutralised.PreliminaryTo find if initial plan works and which indicator shows best color change and what concentration of hydrochloric acid gives best results.12AverageBuirette Start0.20.10.15Buirette Finish101110.5Titration volume of acid used9.810.910.35The results above are Hydrochloric acid with a concentration of 0.5 Mole. Using 25cm3 of water and the color indicator bromophenol blue.12AverageBuirette Start00.10.05Buirette Finish14159.5Titration volume of acid used1414.914.45The results above are Hydrochloric acid with the concentration of 1 Mole. Using 25cm3 of water and the colour indicator bromophenol blue.After conducting my preliminary experiments I have decided to continue using strength one mole hydrochloric acid and not strength 0.5. I have also decided that the amount of water used to dissolve the powder into is irrelevant as it makes no difference to the actual outcome but I will use 25cm3 of water. This would reflect the amount of water a person would intake with an indigestion tablet. Two test of each type of antacid is sufficient.ConclusionI notice from the results that with a 1 mole concentrated Hydrochloric acid the antacid tablet can neutralize more acid than the 0.5 mole concentrated Hydrochloric acid. I also acknowledged that the initial plan had worked and the method was correct. I also came to th e conclusion that the Bromophenol Blue indicator is the best to use because it is a colour that is more distinct than the others when in this experiment.EquipmentClampClamp standFunnelDistilled water 25ml (for each test)Measuring Cylinder2 Conical flasksBuiretteBromophenol blue 10drops (for each test)MortarAdapted planFirstly set up the equipment as shown in the diagram.* Pour the hydrochloric acid into the buirette using the funnel. Up to 0dmà ¯Ã‚ ¿Ã‚ ½. If the acid has gone over the top either pour the excess acid into another flask or use the measurement in the table. A buirette shall be set up with a stand and lowered below eye height. This is important so that when adding acid none will spill causing possible eye damage.* Crush the antacid tablet in a basin (to allow more surface area in the experiment).* Put the crushed tablet into a flask.* Pout 25mls of distilled water using a cylinder into the flask including the crushed antacid tablet.* Add 10 drops of bromophenol blue to the solution.* Stir and place under the buirette. The conical flask shall be placed upon a white tile so and slight changes in indicator colour can be seen.* Release the buirette clog and pour in 2dmà ¯Ã‚ ¿Ã‚ ½ of hydrochloric acid.* Stir the solution until it reaches its original coulor.* Keep performing this until u reach to 10dmà ¯Ã‚ ¿Ã‚ ½* Then only release 1dmà ¯Ã‚ ¿Ã‚ ½ at a time and stir.* When the indicator returns to its alkaline colour more acid should gradually be added, until alkalinity is not regained.* The solution is then neutralized.ResultsRennie tablet12AverageBuirette Start000Buirette Finish161515.5Titration volume of acid used161515.5Boots original tablet12AverageBuirette Start0.10Buirette Finish117Titration volume of acid used10.91Indigestion relief tablet12AverageBuirette Start0.120.15Buirette Finish111110.5Titration volume of acid used10.999.95Superdrug12AverageBuirette Start9.91215.9Buirette Finish27.821.124.45Titration volume of acid used9.89.114.35Settle rs12AverageBuirette Start0.2126.2Buirette Finish1121.116.05Titration volume of acid used10.89.19.95Biodol12AverageBuirette Start0.50.10.3Buirette Finish12.412.312.35Titration volume of acid used11.912.212.05AnalysisAverage ResultsAntacid TabletAverage Titration Volume Of Acid Used In mlRennie Tablet15.5Indigestion Relief Tablet9.95Boots Original Tablet5.95Superdrug Tablet9.45Settlers Tablet9.95Biodol tablet12.05AnalysisVolume of moles in acid that was neutralised* Rennie Tablet Moles = dm3 ? Concentration Moles = (15.5 / 1000) ? 1 Moles = 0.0155 ? 1 Moles = 0.0155* Indigestion Relief Tablet Moles = dm3 ? Concentration Moles = (9.95 / 1000) ? 1 Moles = 0.00995 ? 1 Moles = 0.00995* Boots Original Tablet Moles = dm3 ? Concentration Moles = (5.95 / 1000) ? 1 Moles = 0.00595 ? 1 Moles = 0.00595* Superdrug Tablet Moles = dm3 ? Concentration Moles = (9.45 / 1000) ? 1 Moles = 0.00945 ? 1 Moles = 0.000945* Settlers Tablet Moles = dm3 ? Concentration Moles = (9.95 / 1000) ? 1 Moles = 0.00995 ? 1 Moles = 0.00995* Biodol tablet Moles = dm3 ? Concentration Moles = (12.05 / 1000) ? 1 Moles = 0.01205 ? 1 Moles = 0.01205Looking at the results I found out that the most efficient and best tablet is the Rennie Tablet. This is due to it being able to neutralize the most acid. Not surprisingly in my prediction I predicted that this tablet would neutralize 32ml of acid but obviously the experiment was inaccurate as the antacid Rennie tablet was only able to neutralize half of the value predicted. Most tablets that I tested including my own came out as only able to neutralize this was either to my inaccurate testing or the incapability of the antacid to naturalize. The Boots original tablet did come close to my predicted measurement. Again this was promptly due to by inaccuracy and methods I used to test the antacids.So when our stomachs produce gastric gas to aid indigestion and causes problems such stated in my theory The Boots original would be the ideal antacid to use to cure us of the disorder.EvaluationBy analysing by results the experiment was successful to its aim and provided enough information for further investigation. But to make my data more accurate I could have done a number of things differently.This experiment is not very reliable and accurate because you cannot find out the exact amount of acid the antacid can neutralize.* Used a stirring machine to accurately stir each solution until it was fully neutralized.* Some of the tablet was stuck to the basin so I could prevent it by using a different basin which wont let any crushed tablet to stay behind. This will allow my experiment to be more accurate because it is decreasing the volume of the tablet and alternating the calculations.* Used less bromophenol blue as is again alternates the calculation as it increases the solutions volume. The experiment could have faulted due to the amount of indicator in the solution, which can affect it.* The Evaporation of the water from the solution in high le vels of heat. If the acid was not added soon enough, the solution would become a suspension, and not all of the antacid will be put to use.* If I were to repeat this experiment I would carry out each tablet between 3 and 5 tests and use a greater range of tablets.ConclusionI conclude The Rennie indigestion tablet was tested to be the best. This was because it was able to neutralize most volume in dmà ¯Ã‚ ¿Ã‚ ½ of hydrochloric acid. I believe to be due to its greater mass over the other tablets. It would have contained a greater amount of alkaline so could neutralise more acid.

Free Essays on Princess Diana

Princess Diana Princess Diana who is renowned for her elegance and prestigious title â€Å"Her Royal Highness†, displayed many leadership qualities and characteristics as she reigned over the country Wales. I believe Princess Diana is a good leader because she possesses these five important qualities: patience, open-mindedness, trustworthiness, confident speaker, and intelligence. Without some of these qualities, Princess Diana would have been lackluster in maintaining her royal status as the â€Å"Princess of Wales.† In order for a leader to be effective, one must have patience, which requires self-control and perseverance. Blossoming in the eyes of the publicists and paparazzi, Princess Diana became very patient as her notoriety took throne. Being indulged with numerous amounts of rumors and reports, she remained calm and maintained her composure as the rumors took toll. I believe that her association in helping with charities and childcare centers account for her patience because she must remain humble and self-controlled when dealing with children and homeless people. With patience, a leader can achieve many things, and can also withstand many inevitable watersheds. Princess Diana whom I believe has patience, signifies exactly that. A leader must also be open-minded in order to contribute ideas and to have an effect on something or someone. Princess Diana presumably carried an open-mind at all times and was always attentive and wanting to help other people. Indeed, Princess Diana always seemed to go the extra mile, learning sign language to address a deaf association she was assisting for and penning personal notes to the families of diagnosed patients with HIV she had met. She constantly wanted to learn and sought to improve many charities with her diligence and open-mindedness. Princess Diana was quite prevalent when it came to being open-minded, which contributed a lot to the society. Trustworthiness is subseque... Free Essays on Princess Diana Free Essays on Princess Diana Princess Diana The Princess of Wales was one of the kindest people. Her life was like that of a fairy tale, a dream to many. She had everything: beauty, grace, kindness, compassion for others, glamour, and much more. The Princess didn’t lead an extremely happy life as many thought. She was sometimes called a â€Å"Queen to Peoples’ Hearts.† She lived a great life during her childhood years, married life, and while she was Princess of Wales. Her name was Lady Diana Francis Spencer. Lady Diana was born on July 1, 1961 to Francis and Johnnie Spencer. They were hoping for a baby boy but were surprised to have a baby girl. They didn’t know it yet but she would later touch many peoples’ lives, inspire many people, and her name would be known around the world. Diana lived at Park House most of her childhood years. When she was 6 years old her mother and father were separated and later divorced. Diana attended school when she was 6 years of age. She lived a childhood filled with happiness but mostly it was filled with sadness. Diana met Charles when she was about 17 in a plowed field by Nobottle Wood, in November of 1977. Diana’s sister, Sarah, â€Å"played Cupid† even though she was the girl Charles had recently dated. In February of 1980 Charles proposed to Diana. They were wed on July 26, 1981. There were millions of people at St. Paul’s Cathedral that day. Diana’s popularity began to increase greatly after that. She was becoming very popular shortly after her and Charles were wed. She helped many people who were sick and had aids or any other diseases. Diana only saw them as another person to love not someone with a disease. Lady Diana gave birth to Prince William of Wales on June 21, 1982 (her first son). Later she gave birth to her second son Harry. After Charles and Diana were divorced she met Dodi Fayed, son of Muhammad Fayed, owner of Harrods. Shortly after, Diana and Dodi were tragically ki... Free Essays on Princess Diana Princess Diana Princess Diana who is renowned for her elegance and prestigious title â€Å"Her Royal Highness†, displayed many leadership qualities and characteristics as she reigned over the country Wales. I believe Princess Diana is a good leader because she possesses these five important qualities: patience, open-mindedness, trustworthiness, confident speaker, and intelligence. Without some of these qualities, Princess Diana would have been lackluster in maintaining her royal status as the â€Å"Princess of Wales.† In order for a leader to be effective, one must have patience, which requires self-control and perseverance. Blossoming in the eyes of the publicists and paparazzi, Princess Diana became very patient as her notoriety took throne. Being indulged with numerous amounts of rumors and reports, she remained calm and maintained her composure as the rumors took toll. I believe that her association in helping with charities and childcare centers account for her patience because she must remain humble and self-controlled when dealing with children and homeless people. With patience, a leader can achieve many things, and can also withstand many inevitable watersheds. Princess Diana whom I believe has patience, signifies exactly that. A leader must also be open-minded in order to contribute ideas and to have an effect on something or someone. Princess Diana presumably carried an open-mind at all times and was always attentive and wanting to help other people. Indeed, Princess Diana always seemed to go the extra mile, learning sign language to address a deaf association she was assisting for and penning personal notes to the families of diagnosed patients with HIV she had met. She constantly wanted to learn and sought to improve many charities with her diligence and open-mindedness. Princess Diana was quite prevalent when it came to being open-minded, which contributed a lot to the society. Trustworthiness is subseque... Free Essays on Princess Diana All the world loved Princess Diana and she could not help but love them back. She invested her life in the poor, lonely, and sick as well as the rich and famous. Her loving spirit warmed those that she came in contact with and her charm and grace delighted the world. Princess Diana’s glory and grace shed light upon many peoples lives, she will forever be our candle in the wind. Princess Diana was born July 1, 1961 at Park House on the Sandringham estate in Northfolk(paralumun.com/dianachild.htm) Diana’s parents were Frances Roche and John Viscount Althorp(Diana7). In 1954 the young couple commenced in marrige at Westminster Abby(Diana7). Diana was the third child to be born. All the children before Diana was born were girls and Diana’s parents hoped that she would be a boy. â€Å"Diana picked up on this and through out her life it gave her a sence of failure and guilt†.(Diana 9) When Diana was at the tender age of six her parents split apart due to another man. This also caused Diana deep pain and emotional uproar in her life. Diana was very bashful growing up, but she never lacked for attention. Her older sisters Jane and Sarah ,saw that all Diana’s needs were taken care of. In 1968 Diana went to Silfield School in Kings Lynn. There she took part in many activities such as basketball, tennis , hockey and croquet. When Diana was eight she changed schools to thrther her education. It was here that â€Å"Diana blossomed into a woman and took the first steps tward her glamorous destiny†(Diana 10). Young Diana wanted to be a ballerina but she was to tall and lanky to sweep accross the floor. This downfall did not stop Diana from dancing. She decided to try tap dancing and she was very good at it. Though their were sad times in Diana’s child hood there were many happy time too. As a child she never imagined the the triumph her future would hold.( Diana 9,10,11) Was it Love at first sight or a carefully planed conspiri cy by... Free Essays on Princess Diana Biography FULL NAME: Diana Frances Spencer TITLE: Her Royal Highness The Princess of Wales BORN:July 1, 1961 at Park House, Sandringham, Norfolk DIED:August 31, 1997 in Paris, France MARRIED:Prince Charles on July 29, 1981, at St Paul's Cathedral, London. Watched by 750 million people worldwide on television. CHILDREN:Prince William, born on June 21, 1982 and Prince Henry (Harry) on September 15, 1984, both at St Mary's Hospital, Paddington, London SEPARATED: December 9, 1992, announced by Prime Minister John Major in House of Commons. HOMES:Kensington Palace, London SCHOOL AND CAREER:1966 until 1974 : Riddlesworth Hall Prep School at Diss, Norfolk 1974-77 : West Heath near Sevenoaks, Kent 1977-78 : finishing school at the Institute Alpin Videmanette in Rougemont, Switzerland. In 1979 she moved to a flat at Coleherne Court in London and for a while looked after the child of an American couple. She then worked as a kindergarten teacher at the Young England school in Pimlico, London. On February 24, 1981, it was announced that Lady Diana Spencer was to marry the Prince of Wales. She was the first Englishwoman to marry an heir to the throne in over 300 years. Diana was involved with dozens of charities and had a particular interest in children and AIDS victims. She held honorary ranks with several regiments of the Armed Forces. She was an excellent pianist and is patron of several music organisations and charities. She died on August 31st, 1997 of injuries suffered in a car crash in Paris, France. BIGGEST ACHIEVEMENTS:Becoming the most famous woman in the world and raising awareness of several socialissues including AIDS, poverty, drug problems, homelessness. Promoting British fashion and the United Kingdom throughout the world....

B2B and Reseller Markets Essay

B2B and Reseller Markets Essay B2B and Reseller Markets Essay B2B and Reseller Markets Business-to-business (B2B) concept involves the aspect of decision-making in the majority of industry sectors (Hutt Speh, 2013). The majority of the collaborative business models in the modern times have made an effort to improve the face of marketing through the support of the B2B relationships amongst the entities. The application of the B2B also comes with challenges in the fulfillment of the negotiations and interactions imposed through the collaborative models in managing public business marketing processes (Hutt Speh, 2013). In this research, the description of the use of interaction protocols in defining and managing the processes in B2B relationships forms the core subject. The advancement of technology has enabled businesses conduct marketing electronically facilitating the existence of the Business-to-Business (B2B) E-Commerce (Hutt Speh, 2013). In some of the B2B relationships, the aspect of interaction forms significant challenge. The interactions within the B2B framework occur in three vital layers including content, communication, and business process. Internet-centered B2B related business models are effective in conducting business-to-business (B2B) commerce in the majority of the industry sectors. As one of the instantaneous mediums, the development of technology provides the business entities with new and improvised electronic marketplaces (Hutt Speh, 2013). Business Processes In the layer of business process, the B2B relationships necessitate the management of two distinct business processes including public processes and private processes (Hutt Speh, 2013). The private processes forms part of the enterprise itself managed through each enterprise in an independent way. The private processes receive support within the enterprises through a traditional Workflow Management System, proprietary systems or the ERP systems (Meyer, 2007). The public processes enable the spanning of the organizational boundaries following the involvement with the enterprises involved in the B2B relationship. The processes are under joint management and agreed on by the partners (Meyer, 2007). The activities of the public process have an abstract nature with the support of the private processes. As a clear distinction aid, the public and private processes enable the corresponding organizations abstract the internal process management from the respective management processes across enterprises. The collaborative business models usage have been proposed under several application domains including the supply chain management. The collaborative models have the support of B2B relationship with the inclusion of public business processes jointly managed through partner organizations (Meyer, 2007). Some of the collaborative models necessitate the businesses to establish autonomous B2B with the partners enabling the organizations collaboration. From the perspective of marketing, the collaborative models impose significant challenges in support of the management of the public business processes involved in B2B relationships and they are: Autonomy, the enterprises should have the ability to behave as relative autonomous entities, hiding their internal activities, decisions, and processes (Meyer, 2007). The information system in the management of B2B relationships in the enterprises should have independence. Decentralized management of the corresponding business processes through the enterprises joint management. Peer-to-peer interactions within the enterprises systems for the management of the B2B relationships to imply that the systems interact in a direct means without the independent third party system mediation Negotiation is inclusive in the management of the public processes. Although the proposal of web service composition and workflow approaches still stands in the management of the public processes, there are shortcomings presented in the achievement of autonomy, decentralization, negotiation, and P2P interaction capabilities. B2B Relationships Interaction Protocols The interaction protocols have been in the long run used in the major area of multi-agent systems for the representation of interactions among the involved agents (Hutt Speh, 2013). In B2B context of relationships, interaction protocol enables the management and modeling of the interactions among the involved enterprises in the B2B relationship. The interactions represent the business processes of the public that the enterprises agreed on the aspect of collaboration. Through this means, adapting the concept to the B2B relationships, an interaction protocol enables the description of the high-level communication pattern (Hutt Speh, 2013). This is through the admissible message sequence amid the enterprises playing different roles. The major objective of the interaction protocols is the abstraction of the public processes from specified services involved within the enterprises framework. This is for executing the supported public services internal activities (Hutt Speh, 2013). Within the system, different interaction protocols have one of the highest abstraction levels. An interaction protocol message does not represent the message on the business network. Interaction protocol message in implemented through the application of a lower-level protocol-involving network set of messages (Meyer, 2007). According to B2B three layers application, the interaction protocols transpire in the business process layer with the communication protocols occurring in the layer of communication. The major elements in the interaction protocol include messages, roles, control flows, conditions, deadlines, and logical connectors (Meyer, 2007). The roles are the responsibility in terms of the message sequence the enterprises performs in the B2B relationship. Messages involve the expression of the interactions containing the semantics defining their form. A message can be a representation of the decision, business information, acceptation, acknowledgement, proposal, and rejection. The messages can be of the asynchronous forms or synchronous. Conditions are defined as the messages to represent when messages can be sent (Meyer, 2007). The interaction protocol has two significant control flows. One of the control flows represents messages control flow defining the parallel or the alternative messages of the interaction protocol steps (Meyer, 2007). The second flow is a representation of the internal execution flow of the role describing the different reactions. These are of the roles to the incoming messages. The basic logical connectors are applicable in defining the control flows with deadline defined on the messages that represents time a role sends a message (Hutt Speh, 2013). B2B Standards and Interaction Protocols The B2B standards enable the exchange of messages amongst the enterprises in the B2B relationship. B2B standards are also utilized in the implementation and the exchange of messages defining interaction protocols (Kurtz, 2014). The enterprises should consider an agreement on the B2B standard to be applicable in exchanging the interaction messages. This is to enable the enterprises implement different and independent systems for the joint execution of similar interaction protocols (Kurtz, 2014). This is without the application of the proprietary communication protocol at a lower level. The B2B standards are large in number and consist of the following specification elements: A machine-process able definition language for defining the public processes An exchange sequence defining the transactions possible as required through every message and the constraints of the specified message, performance and like time-outs The business documents structure involved in the content of the message The form in which the messages are packaged and transported on the corresponding networks through specified communication protocols including SMTP and HTTP Messages Security Mechanisms All the B2B standard elements necessitate the implementation of the interaction protocols. Some of the standards specify only the elements defining the business documents (Pride et al, 2007). The rest of the B2B standards enable the specification of the required elements. The implementation of a message using the B2B standards enables each of the interaction protocol messages to consist of more messages. The transaction messages enable the keeping of the message as a unit through the application of responses. In the business transactions, one of the roles performs the requesting of the specified activity with the other one performing the responding activity (Pride Ferrell, 2007). The B2B relationships are under the management of public and private entities with an explicit separation between the private and public processes managed in an independent means (Pride Ferrell, 2007). The modeling of the public business process through an interaction protocol of the B2B relationships focuses on the messages enterprises exchanges for interaction and message orchestration. The interaction protocols facilitates greater enterprise autonomy in marketing framework since the enterprises hides internal activities, decisions and services necessitated for supporting public processes (Pride Ferrell, 2007). Public Business Processes Modeling with Interaction Protocols In the B2B perspective of modeling interaction protocols, the two languages necessary includes the textual modeling language and the graphical language modeling (Villarreal et al, 2003). The former provides the intuitive semantics that enables the business marketing process designers understand and define the public process for interaction representation between partners. The second language enables the enterprises exchange the interaction protocol descriptions. They can be understood and process able through the information system of the B2B relationships for the interaction protocol execution (Villarreal, Salomone, and Chiotti, 2003). The major difference that exists between the interaction protocols and the other approaches for public processes modeling is the interaction protocols not defining the services or activities (Kurtz, 2014). The modeling of the process with the aspect of the interaction protocols draws the focus on the messages sent and received through the roles of the enterprise in every step of the process. For exemplifying the interaction protocol modeling, capacity planning and collaborative planning processes are defined through a partner-partner collaborative model. The collaborative model carries out the business process amongst the enterprises manufacturing belonging to different chains of supply in the market (Kurtz, 2014). The model has a public business process carried out jointly by partners in a decentralized procedure. The collaborative model necessitates the enterprise establishment of an independent B2B relationship with the partners (Kurtz, 2014). Conclusion Interaction protocols in the B2B relationships perspective enable the management and modeling of public business processes consideration through autonomous and heterogeneous partners. This is for the relative achievement of B2B relationships goals. The protocols provide an abstraction framework level for modeling interactions that represents public processes. With the models of the B2B relationships, the messages exchanged by the corresponding enterprises are significant. The protocols of B2B also enable the implementation of interaction protocol for marketing systems fulfilling the collaborative business models requirements. IMP communicative acts facilitate the definition of the B2B relationship interaction protocols without the consideration of the B2B standards applicable in the implementation process. Achieving the independence between the B2B standards and interaction protocols is possible. The independence provides several of the benefits to the business marketing practice. The enterprises have the ability to carry out implementation programs of the interaction protocol with their networks with different partners using B2N standards of different versions. The communicative acts also enable the B2B standards joint functionality for the provision of advanced solutions to the B2B environments. This enables the marketing enterprise systems supporting the B2B relationships to facilitate the understanding of same interaction protocol independent of the technologies used in building them. Visit our online essay writing service to get professional writing help from academic experts who are hired to produce high-quality custom essays from scratch!

Various organizational police functions (local, state, federal) Essay

Various organizational police functions (local, state, federal) - Essay Example Local police officers: apprehend violators; preserve peace; prevent crime; enforce the law; protect human life and property; and serve the public (Johnson and Cox III, 2004). According to Shane (2010), the functions above differ from one another hierarchically [roles and powers are assigned to these levels hierarchically]. Federal police agencies enforce particular types of federal laws, state officers enforce state laws, and local police officers operate at the county level. In respect to the foregoing, a federal agent has jurisdiction over the entire country, while a local police agent has his jurisdiction limited to his town, city or county. A state police agent has jurisdiction over an entire state. There is no better solution to the way the present law enforcement system operates at each level because the hierarchical arrangement of the security systems allows for systematic distribution of roles and duties, and thereby helping extirpate confusion and superimposition of roles. Likewise, with this current system, law and order can be effectively and efficiently discharged, since there is flow of hierarchy. For instance, federal agencies such as the FBI can easily apprehend a criminal by acting on reports from state

Delta Airlines Research Paper Example | Topics and Well Written Essays - 1750 words

Delta Airlines - Research Paper Example Generally a fluctuating exchange rate exists between dollar and euro which implies that one euro is not always equals to one dollar. Hence Delta Air Lines in order to finance its day to day operations has to exchange the euro for the dollars. The airline can be at a disadvantageous or in an advantageous position depending upon the current market situation. This leads to distortion in the earnings of the airlines as the currency exchange affects the revenue of the company. If euro is high as compared to dollars then while Delta Airline is converting its earning, which is from euro to dollar then the company will be able to benefit from this situation. Like for instance if 1 Euro = $ 1.20, then for every euro the company will get more dollar than what it had got if the situation is just reverse. Therefore, cost incurred in monetary terms by the company is of less or more value than company’s income recognized in monetary terms depending on the market condition. The airline compa ny engages in currency hedging in order to mitigate currency risk. Currency hedging signifies protecting against the fluctuations in the exchange rates by locking in a particular exchange rate or a series of exchange rates (Vasigh, Fleming & Mackay, 2010; Papaioannou, 2006)). Delta Air Line participates actively in the Fuel hedging program in order to manage the fuel price risk. This program helps in reducing financial impact that occurs due to change in the price of jet fuel. Different commodity and contract types are used in this fuel hedging program. The economic efficiency of the hedge portfolio is evaluated on a regular basis with the financial targets of the company. According to the prevailing market condition the hedge portfolios are rebalanced,... This paper stresses that there are a number of facilities that are provided by the airport where the airline operates. The airport looks for increasing their total income from commercial sources that creates both concession fees and rents. The rental income arises primarily by renting and leasing the space either directly or indirectly to the airport users like the handling agents, freight forwarders and airlines. On the other hand, concession fees are payment made by the service providers to the airport authority. Delta Air Lines that is operating in various countries also pays rent to the airport authority for using their space. The rent that the airline pays depends upon the area occupied by the company and the number of facilities operating in the airport. This essay makes a conclusion that the international operations of the company are subjected to competition from both foreign and domestic carriers. In such a scenario, the airline in order to operate profitably has entered into alliance with foreign carriers in which they have implemented code sharing and marketing agreement that in turn will increase the ability to sell international transportation and go beyond the traditional gateway cities like Asia and Europe. At the same time the other airlines that have entered into alliance has also benefitted from the alliance by entering into US market. Apart from this, the company is also heavily dependent upon technology for their day to day operations.

Mel Brooks as Jewish Comedian Essay Example for Free

Mel Brooks as Jewish Comedian Essay Mel Brookss membership in the elite club of Jewish comedians is essentially impossible to dispute. The question is whether or not his comedy is atypical. Satirizing Jewish history and klutzy old Jewish men is normal for Jewish comedy. However, Dont be stupid, be a smarty, come and join the Nazi party, is something that you would not expect to hear in typical Jewish comedy (The Producers). Defined broadly, there are two forms which Mel Brookss Jewish humor takes. The first form is to discuss specifically Jewish topics in a funny way. This is evident in The Producers and in the Inquisition scene from History of the World, Part I. The other form is to use certain aspects of Judaism for comedic value. This form, is typically used by Brooks as a means for a quick laugh as opposed to a major source of plot definition, and is most apparent in such scenes as that with the Yiddish-speaking Indian in Blazing Saddles. While exploring Brookss types of Jewish humor, this paper will limit its scope. Only four of Brookss films will be discussed in this paper-The Producers, Blazing Saddles, History of the World, Part I, and To Be or Not To Be. These films were chosen because the quantity of Jewish content in all of them is considerably more than in his other films such as Young Frankenstein or Silent Movie. The four films chosen do an excellent job of portraying the complete range of the types of Jewish-related humor, which Brooks uses. To understand Mel Brooks identity as a specifically Jewish comedian it is important to understand how Jewish he actually was. Melvin Kaminsky was born as the youngest of four brothers in a crowded New York City apartment to Kitty and Max Kaminsky. He grew up in a very Jewish area were on Saturdays, the shops were closed, the pushcarts parked, and Yiddish replaced with Hebrew in over seventy orthodox synagogues. However, Brooks himself spent his Saturdays enjoying matinees at the Marcy Theater. He married a non-Jewish woman and allowed his son, Max, to be baptized only as long as he was allowed to have a bar-mitzvah. When asked by the media if he wanted his wife to convert he replied She dont have to convert. She a star! (Yacowar 10-14). Before discussing the films, it is crucial to identify a recurring theme in Brookss work-Germans and, more specifically, Nazis. He had a brief military career in World War II with very little combat experience, and he actually ended up being the entertainment coordinator for the army. Yacowar analyzes Brooks later feelings towards Germans as subconscious frustration because of his inability to actually fight the Nazis (Yacowar 17). In an interview he was asked about his obsession with Germans, and he replied: Me not like Germans? Why should I not like Germans? Just because theyre arrogant and have fat necks and do anything theyre told as long as it is cruel, and killed millions of Jews in concentration camps and made soap out of their bodies and lamp shades out of their skins? Is that any reason to hate their f-king guts? (Yacowar 32) Brooks has mocked Germans in various works such as in Your Show of Shows and on the Carl Reiner and Mel Brooks at the Cannes film festival audio recording. Regardless, of the origin of his interest with Nazis, if one looks at enough of his work, one cannot help but notice that this theme is an obsession for Brooks (Yacowar 34-35, 48). Mel Brooks made his first feature film, The Producers, in 1967. It is about a Jewish Broadway producer (Max Bialystock) who convinces his Jewish accountant (Leo Bloom) to finance a guaranteed to fail play with the idea that they would take the profits and run to South America. The guaranteed to fail play, Springtime for Hitler turned out to be a huge success. The two main characters both represent completely different Jewish stereotypes and the third area of Jewish interest in the film is the role of Germans both in the play and the ex-Nazi author, Frank Liebkind (Altman 39). Max Bialystock (played by Zero Mostel) is obviously not a first generation American because of his name and his accent. Although he never does anything specifically Jewish, he is still Jewish so it is relevant to look at his relationship to Jewish stereotypes. In his book, Telushkin discusses the tradition of having big and lavish bar mitzvahs, he says that the Jewish tradition has few curbs to halt such excesses(74). It is interesting to see how Bialystock chooses to live in almost poverty. Although he is so poor that he says Look at me now-Im wearing a cardboard belt, he also wears a reasonably nice jacket, has a leather coach, and keeps every old ladys picture in a decent frame. Later in the film, when he gets a lot of money, he spends it on a chauffeured car, a sexy secretary, lavish offices and new clothes, rather then spending it on new office equipment or investing it for future financial security (Telushkin 83). Leo Bloom, the accountant (played by Gene Wilder), represents the opposite stereotype from Bialystock. He represents the meek Jew, the Jew-as-doormat. In the beginning of the movie, he walks in on Max trying to get some money from an investor (he catches them lying on top of each other) and is so surprised and in shock that he has to be told to say oops (The Producers). This fits right into the stereotype of Jews as remorseful and ashamed of their sexual desires (The Poducers). Bialystock fulfills the other stereotype of Jewish men who have been portrayed as sex-hungry animals in many jokes. Blooms choice of career is also known as a Jewish career. In the end, he, like Bialystock, ends up fulfilling one of the most basic stereotypes of Jews-he gives in to his greed (Telushkin 93). There are also many small Jewish references in the film. There is an ignorant, and very gay, director named Roger DeBris, who directs Springtime for Hitler and has a familiar Yiddish term in his name (Telushkin 86-87). Also, in the beginning of the movie Bialystock has a funny dialogue with his landlord and it is the only part of the movie in which religion is involved. Bialystock: Murderer, thief, how can you take the last penny out of a poor mans pocket? Landlord: I have to, Im a landlord. Bialystock: Oh lord, hear my plea: Destroy him, he maketh a blight on the land. Landlord: Dont listen to him-hes crazy (The Producers). When one hears the conversation, with the Landlord speaking in a Jewish accent and Bialystock calling out at the heavens, sounding like an abused Jewish mother, it is a lot funnier and the Jewish element is a lot clearer as well. Brooks message in this movie has been largely debated. Lester D. Freidman thinks, Bialystock and Bloom fail to find their flop because they underestimate their audiences deadened sensibilities (173). Brooks is trying to point out that the shock and horror that everyone should view the holocaust in, is mainly a Jewish mindset. In the movie, he made two perfect Jews, and their perfection caused them two have a mindset that was different from the rest of the American public. Therefore, the movie is about more than a pair of corrupt showmen. It is about the segregation of Jews. Bailystock and Bloom are not yet Americans, they still carry a separate identity. In 1974, Brooks came out with Blazing Saddles which is much less Jewish than The Producers. The movie is about a town with a corrupt Attorney General who wants take over the town. The townspeople get the governor to send a new sheriff to restore order. He sends Sheriff Bart who is a black man with Gucci saddlebags on his horse. The townspeople end up working with the new Sheriff to defeat Hedley Lamarr (the attorney general) and his band of hooligans. Jewish topics are in the film as occasional funny parts and not as major parts of the plot. The funniest and most recognizable part of the movie where Judaism is involved is Sheriff Barts recollection of how his family got to the west. According to the Sheriff, strange Indians attacked their wagon. Brooks, who plays the Indian chief, allows Bart and his family to go, he tells his tribe, Zeit nishe meshugge. Loz em gaien†¦Abee gezint. Which basically means, take off. Some feel this is Brooks trying to get some cheap laughs by using Yiddish, but Friedman points out that it is comically appropriate that the Wests most conspicuous outsider, the Indian, should speak in the tongue of historys traditional outsider, the Jew (77). Other than this reference, Blazing Saddles use of Judaism is really little more than an occasional punch line. When Hedley Lamarr is looking for a way to get the citizens of Rock Ridge to leave, his associate recommends killing the first-born male child in every family, to which Lamarr replies-too Jewish (Blazing Saddles). When Mongo (a gigantic ruffian) comes into the saloon, someone in the background says Gottenew (Oh God! ), another Yiddish term (Yacowar 110). Not surprisingly, Mel Brooks finds a way to squeeze Germans into a movie set in the late 19th Centurys Wild West. In the finale of the movie, Lamarr recruits an army of lowlifes. In the army there is a small group of German soldiers who spend much of the fistfight sitting with a Ms. Lily von Shtupp (a not so talented lounge singer) singing the same war song heard in The Producers (Blazing Saddles). Finally, the Indian on many movie promotional materials (including the video cover) has the Hebrew for kosher for Passover inscribed in his headband. Strangely enough, these relatively small Jewish references got the attention of the Jewish Film Advisory Committee, whose director, Allen Rivkin, spoke to a writer about the offensiveness of the Jewish material. The writers response was, Dad, get with it. This is another century(Doneson 128) Blazing Saddles is a movie of the second type identified. It does not deal with specifically Jewish topics. It does, however, use Jewish topics as a way of forwarding the plot and the comedy. Whether the critics were right that Brooks was just using Yiddish because he found it funny, or if he was using it because he wanted to make a point about racism and exclusion, what is most important is that he actually used Yiddish, instead of something more expected (Yacowar 110). 1981s History of the World, Part I, falls somewhere between The Producers and Blazing Saddles in its level of Jewish content (Freidman 236). The movie, is basically, a quick tour through history going from the discovery of fire to the French Revolution. Within the movie, there are two skits that are specifically of Jewish interest (Moses on Mount Sinai and the Spanish Inquisition. ) In the Old Testament, God identifies himself as the Lord, and asks Moses if he can hear Him. Mel Brooks, in a robe and white beard says Yes. I hear you. I hear you. A deaf man could hear you. When Moses tells the people of the new laws, he says, The Lord, the Lord Jehovah has given onto these 15 [crash] 10, 10 Commandments for all to obey. Although Moses obviously had to be Jewish, one wonders why he had to be so klutzy a comic. In Rome, Gregory Hines, playing Josephus, a slave who is not sold in the auction, attempts to get out of being sent to the Coliseum where he would be lion food. His excuse is that the lions only eat Christians, Christians, and I am a Jew-Jewish person. To prove this, he starts singing Havah Negilah and gets the entire crowd to join him. He even tells the slave trader to call Sammus Davis Jr. (after calling the temple and the rabbi). Eventually, the trader looks down his pants, to prove he is not Jewish (History of the World, Part I). Empress Nympho, Caesars wife, is a strange cross between a J. A. P. and a sex maniac. She has a classic Jewish mother accent and uses Yiddish occasionally-Well shlep him along, for example. Towards the end of the movie, Brooks calls a courtier of Louis XVI a petite putz (History of the World, Part I). This is obviously a strange place to hear Yiddish, unless the intent is comic effect. Finally, though, the most outrageous scene, and the one that some Jews have found quite objectionable is the one about the Spanish Inquisition. It should be noted that Brookss portrayal of the Inquisition as being directed against Jews is historically inaccurate. It was really directed against heretical Christians. Because of this inaccuracy, it is safe to assume that Brooks wanted to put this scene in as a Jewish note into his film, as he did with the other films discussed. The Inquisition scene is filmed in a medieval dungeon. It starts by introducing the Grand Inquisitor Torquemada (Mel Brooks) with Torquemada-do not implore him for compassion. Torquemada-do not beg him for forgiveness†¦. Lets face it, you cant Torquemada [talk him outta] anything, then the music starts. One of the lines in the song is A fact youre ignoring, its better to lose your skullcap with your skull, which is emphasized by two old Jewish men in stocks singing oy oy gevalt. After a few descriptions of the actual torture which individual Jews suffered, he points out that nothing is working, send in the nuns. The nuns perform a synchronized swimming routine in which Jews are sent down a chute into a pool to be dragged under by nuns. At the end of the scene, seven nuns are standing on a menorah with sparklers on their heads, while the chorus, led by Torquemada, sings, Come on you Moslems and you Jews. Weve got big news for all of youse. Youd better change your points of views today. Cause the Inquisitions here, and its here to stay. When Brooks was criticized for this scene he replied: Nothing can burst the balloon of pomposity and dictatorial splendor better than comedy†¦. In a sense, my comedy is serious, and I need a serious background to play against†¦. Poking fun at the Grand Inquisitor, Torquemada, is a wonderful counterpart to the horrors he committed (Friedman 236). This would make History of the World, Part I comparable to The Producers in its satire of Hitler, and makes Blazing Saddles also comparable through its satirical treatment of racism. If one still thought that Brooks made History of the World, Part I with only good intentions, one should also consider the treatment of Jews and Germans in the ending of the film. The promo for History of the World, Part II includes scenes such as Hitler on Ice, and Jews in Space, in which Jews are in a space craft singing Were Jews out in space. Were zooming along protecting the Hebrew race†¦. When Goyim attacks us, well give em a slap. Well smack em right back in the face. It definitely seems that History of the World, Part I is a combination, (just as the others movies discussed are) of exploitation for easy laughs and of exposing the evils of the tyrants who have tormented the Jews throughout history. In To Be or Not To Be, Mel Brooks plays Fredrick Bronski, the head actor in a Polish stage revue, around the time of the Nazi annexation of Poland. His wife, Anna Bronski (Anna Bancroft) falls in love with an Air Force lieutenant working in the Polish platoon of the RAF. The main focus of the movie is how they make fun of, get around, outwit, and ultimately escape the Nazis. This movie is actually a remake of an older film, but it still has a distinctively Mel Brooks feel. The main target of Brookss satire is the head of the Gestapo, Colonel Erhardt (Charles Durning) who is a babbling fool. For example, when on the phone, he says What? Why? Where When? When in doubt, arrest them, arrest them, arrest them! Then shoot them and interrogate them. [pause] Oh you are right, just shoot them. Soon after this, he is led to believe that the shoot first policy led to the deaths of two useful figures and after asking what idiot formed the policy, he got mad at Shultz, his assistant, for reminding him that he made the policy. Later on, he has this exchange with Shultz: Erhardt: What idiot gave the order to close the Bronskis theater? Schultz: You did, sir. Erhardt: Open it up immediately. And once and for all stop blaming everything that goes wrong on me (To Be or Not To Be). After being warned to stop making jokes about Hitler, Erhardt promises, No. Never, never, never again, [emphasis added] strange words to hear from a nazi. Although this movie is not about Jews, there are a few Jewish characters and encounters. Bronski hides a Jewish family in his theaters cellar and during the course of the movie, theyre number increases. At one point, the intelligence agent goes to the theater to find his lover, Bronskis wife. The Jewish women hiding there tells him You know that big house on Posen Street? Well dont go there, its Gestapo headquarters, before actually telling where she was staying (To Be or Not To Be). At the end of the movie, they dress up all the Jews hiding in the cellar (closer to 20 than the 3 who originally hid out in the cellar) as clowns to have them run through the aisle (in the middle of a performance for Hitler) to a truck to safety. One old lady panics in the aisle, surrounded by Nazis. To save the old lady, another clown runs up to them and pins an oversized yellow star, yelling Juden! , this causes an enormous laughter from the Nazi audience. To stall the Gestapo, Brooks dresses up as Hitler, and listens to a Jewish actor perform the Hath not a Jew eyes speech from Merchant of Venice. To Be or Not To Be appears to be Brookss final way of coping with his lack of combat in WWII. While he has The Producers make a play in which they portray the Nazis comically, the ultimate message is that the two Jews in the movie still find them to be patently offensive, and therefore, worthy of some form of respect. In To Be or Not To Be he makes the Nazis into purely comical characters, and this is a step further than Brooks went in The Producers. However, this simply may be because at the point of To Be or Not To Be, Brooks was well into his career as an established moviemaker, so he had more freedom to be offensive. Unfortunately, To Be or Not To Be ended the golden age of Mel Brooks movies, at least from a specifically Jewish point-of-view. His later films make only small mentions of Jewish topics. An example of this is Spaceballs, a parody of Star Wars where the main characters have to save a princess from Planet Druidia (Funny, she doesnt look Druish) from the evil Dark Helmet (Rick Moranis) (Spaceballs). The only Jewish reference in the movie were playing off the theme of the Druish princess and a short scene with Mel Brooks as Yogurt, a reinterpretation of Yoda as an old, Jewish man. Brooks also renamed the Force from Star Wars to something more ethnic-the Schwartz. Although these Jewish references may be equal to the Yiddish-speaking Indian in Blazing Saddles, it is too big of a stretch to link a deeper meaning to them as can be done in his earlier films. In the Big Book of Jewish Humor, Jewish humor is defined as having these five qualities: 1. It is substantive in that it is about some larger topic. 2. It, in many cases, has a point-the appropriate response is not laughter, but rather a bitter nod or a commiserating sign of recognition. 3. It is anti-authoritarian, in that it ridicules grandiosity and self-indulgence, exposes hypocrisy, and†¦. is strongly democratic. 4. It frequently has a critical edge which creates discomfort in making its point. 5. It is unsparing-it satirizes anyone and everyone (Novak and Waldoks xx-xxii). Telushkins definition of a Jewish joke is much simpler. He says it must express a Jewish sensibility (16). To Bernard Saper, a uniquely Jewish joke must contain incongruity, a sudden twist of unexpected elements (76). Christie Davies, points out that people such as Jews, who belong to a minority or peripheral ethnic groups tell jokes both about the majority group and about their own group, and they may tell more ethnic jokes about their own group (and find them funnier) than about the majority(29-30). Are the four films discussed within these definitions? Brooks movies definitely fit the Telushkin test of expressing Jewish sensibility, weather it is through how he attacks the Nazis or the random Yiddish expressions that he uses. A lot of Brooks humor is also incongruous. For example, having a Nazi say never again, fulfills Sapers requirement. Brooks films have a lot of ethnic jokes in them, which deal with Jews or Jewish topics. Brooks probably put these jokes in his movies because he found them funny, therefore fulfilling the Davies test. The definition in The Big Book of Jewish Humor is harder to fit because it is in greater detail. However, the films that were discussed fit them well. Many of Brookss films are substantive in that he deals with racism and Anti-Semitism in almost all of his movies. The point of his films may not be so sharp that when people see them they automatically feel bitterness toward someone, but his movies are definently not pure slapstick which fulfills the second part of the definition. Brooks never attacked Jewish leadership but his films are anti-authoritarian because he clearly attacks government officials such as the Nazis and the Grand Inquisitor. Since there is constant controversy about Brooks films there is always potential for discomfort to arise. Finally, Brooks leaves out nobody from his satire-Nazis, cowboys, and 15th century Spanish Jews are all satirized and made fun of in these films. Even though some of his scenes or individual jokes are not typical Jewish humor, he is a Jewish comedian who, most importantly, makes Jewish jokes. Brookss movies represent the classical paradox in Jewish humor and Jewish experience between: first, the legitimate pride that Jews have taken in their distinctive and learned religious and ethical tradition and in the remarkable intellectual eminence and entrepreneurial and professional achievement of individual members of their community, and second, the anti-Semitic abuse and denigration from hostile outsiders whose malice was fueled by Jewish autonomy and achievement (Davies 42-43). The greatest lesson that Brooks has to teach American Jews of today is the expansion of our boundaries. Through his use of Jewish humor to topics which where previously considered off-limits, he allows his viewers to cope with painful parts of history which they may not have been able to cope with in the past. Brooks describes his role as a comedian by saying, for every ten Jews beating their breasts, God designated one to be crazy and amuse the breast beaters. By the time I was five I knew I was that one (Friedman 171-172). He explains that his comedy derives from the feeling that, as a Jew and as a person, you dont fit the mainstream of American society. It comes from the realization that even though youre better and smarter, youll never belong (Friedman 172). Mel Brookss experience is very similar to that of every American Jew, and his comedy speaks uniquely to the American Jew. So, even Brookss most offensive work is rooted deeply within both typical Jewish Humor and the modern Jewish experience. The greatest lesson that Brooks has to teach American Jews of today is the expansion of our boundaries. Through his use of Jewish humor to topics which where previously considered off-limits, he allows his viewers to cope with painful parts of history which they may not have been able to cope with in the past. Brooks describes his role as a comedian by saying, for every ten Jews beating their breasts, God designated one to be crazy and amuse the breast beaters. By the time I was five I knew I was that one (Friedman 171-172). He explains that his comedy derives from the feeling that, as a Jew and as a person, you dont fit the mainstream of American society. It comes from the realization that even though youre better and smarter, youll never belong (Friedman 172). Mel Brookss experience is very similar to that of every American Jew, and his comedy speaks uniquely to the American Jew. So, even Brookss most offensive work is rooted deeply within both typical Jewish Humor and the modern Jewish experience.

Joy Harjo (1951--) :: Artist Poet Joy Harjo Biography Essays

Joy Harjo (1951--) Joy Foster was born in Tulsa, Oklahoma on May 9th, 1951 to Wynema Baker and Allen W. Foster. She is an enrolled member of the Creek tribe, and is also of Cherokee, French, and Irish descent. Descended from a long line of tribal leaders on her father’s side, including Monahwee, leader of the Red Stick War against Andrew Jackson, she often incorporates into her poetry themes of Indian survival amidst contemporary American life. In 1970, at the age of 19, with the blessings of her parents, Foster took the last name of her maternal grandmother, Naomi Harjo. As she often credits her great aunt, Lois Harjo, with teaching her about her Indian identity, this name change may have helped her to solidify her public link with this heritage. Although primarily known as a poet, Harjo conceives of herself as a visual artist. She left Oklahoma at age 16 to attend the Institute of American Indian Arts in Santa Fe, New Mexico, originally studying painting. After attending a reading by poet Simon Ortiz, she changed her major to poetry. At 17, she returned to Oklahoma to give birth to her son, Phil Dayn, walking four blocks while in labor to the Indian hospital in Talequah. Her daughter, Rainy Dawn, was born four years later in Albuquerque. For years, Harjo supported herself and her children with a variety of jobs: waitress, service-station attendant, hospital janitor, nurse’s assistant, dance teacher. She then went on to earn a B.A. in English from the University of New Mexico in 1976 and an M.F.A. in poetry from the University of Iowa’s famed Iowa Writer’s Workshop in 1978. She then went on to an impressive list of teaching positions beginning with the Institute of American Indian Arts and ending with her current position with the American Indian Studies Program at the University of California at Los Angeles. Harjo is an award-winning poet many times over. She has won the Lifetime Achievement Award from the Native Writers Circle of the Americas, the Oklahoma Book Award in 1995 for The Woman Who Fell from the Sky and in 2003 for How We Became Human: New and Selected Poems, the William Carlos Williams Award from the Poetry Society of America for and the American Book Award from the Before Columbus Foundation for In Mad Love and War (1991), among other awards.

For Which of the Boys Essay

The boy that I felt the most sympathy for in The History Boys would have to be Posner. The portrayal of his character compared to that of the other boys is entirely different. Throughout the play, Posner is shown to be an outsider; â€Å"too young† to understand most things, and even to be included in Hector’s inappropriate behaviour. It is evident from the start that Posner has feelings towards Dakin, however Dakin’s behaviour towards Posner is far from romantic, hence we can sense that he doesn’t return the romantic feelings that Posner so desperately desires. This immediately creates sympathy for him, as it shows that he has no hope of happiness with the person whom he clearly loves. As the play progresses and develops, we can see that Posner is confused about his sexuality and is tormented by the idea that he’ll never fit in anywhere. He confesses his feelings and worries to Irwin who sympathises, however this does nothing to comfort Posner. As the other boys begin to change their attitudes towards life and learning, Posner seems to remain the same and spend more time with Hector. This could be viewed as very odd behaviour, as the other boys seem keen to avoid any time alone with Hector due to his ephebophilia. This, again, highlights the fact that Posner is extremely lonely and confused, therefore is willing to seek comfort with even the most inappropriate of people. When the disastrous event of the motorcycle accident happens at the end of the play, we are given an insight into just how much it affected the boys in years to come. While it seems that the others have moved on in life, Posner is described to have â€Å"periodic breakdowns† and to have been the only one that â€Å"truly took everything to heart†. This proves that Posner was really affected by those particular years of his life, despite the fact that he was never directly targeted by Hector. Overall, Posner is presented as a confused, lonely character which generates large amounts of sympathy from the audience.

Managing Change in Organisations

Master of Business Administration Assignment Programme Title: University of Wales MBA (Project Management) Student Full Name: Raji Shakirudeen Damilare Student STU number: STU32417 Student Email Address: [email  protected] com Module Name: Managing Change in Organisations Word Count: 4273 words Submission Deadline: 16 July, 2012 TABLE OF CONTENTS CHAPTERPAGE CHAPTERS CHAPTER 1 – TASK 1 3 – 5 * Introduction3 * Nature and Scope of Change3 * Major Drivers of Change4 CHAPTER 2 – TASK 26 – 10 * Key Issues and Challenges6 * Action plan 9 CHAPTER 3 – TASK 311 – 14 * Change implementation 11CHAPTER 4 – Task 415 – 16 * Change success 15 * Conclusion 16 REFERENCES 17 CHAPTER 1 TASK 1 1. 00INTRODUCTION Background: Operational wastes come with a lot of cost and it is generated in many forms within an operational system. The intention of any profit making organisation is to maximize customer’s values and yet minimize the waste. Aim and Structure: The assignment will identify areas that will be compelled by the Total performance management TPM as an improvement to the existing system. It will analyse the key contents and benefits of TPM implementation.It does also seek to outline the scope of the change, dealing with key issues and providing actions plans using relevant models. The assignment will evaluate the change models application during the implementation phase, measure in milestones the change success and provide adequate feedback on success recorded. 1. 10NATURE AND SCOPE OF CHANGE Meeting production targets will not be enough anymore to judge production performance if records of customer complaints, rework or defects, overproduction, over processing, delayed inventory, human and equipment breakdowns, administrative delays caused by the bureaucratic setup and low team spirit.Total performance management TPM is an effective performance pillar with nine key components that is designed to completely re-eng ineer the system, integrate functions and take functional expertise into the value creation process. In particular, it is focused on supporting frontline personnel and frontline leaders to eliminate operational waste that will guarantee the optimization of all manufacturing and production processes. The TPM pillar descriptors to be used are: 1. Autonomous Maintenance: This pillar aims to improve equipment reliability through equipment care. . Planned Maintenance: This is a step by step process for improving facility maintenance. 3. Education and Training: This pillar enhances focused knowledge and capability building. 4. Focused Improvement: This pillar provides a structured method to identify and prevent problems. 5. Early Management: This pillar is directed towards the development, design and implementation of new technology and strategy that will cope with the future. 6. Quality Maintenance: This pillar aims to create a system incapable of producing quality defects. . Office: Thi s pillar focuses on ensuring LEAN and error free business processes. 8. Safety Health Environment: This pillar aims to ensure elimination of unsafe behaviours and conditions. 9. LEAN Factory: This pillar focuses on LEAN Thinking specifically applied to logistics management. NCE Introduction (2009, pg 8) 1. 20MAJOR DRIVERS OF CHANGE Key drivers of change are listed and described as follows: Improved Production performance: Production performance is greatly affected by incessant machine and human breakdown.It will be necessary to implement a comprehensive shift management programme and strategic maintenance management system to improve the system. Re-engineered Inventory management: Factory inventory tracking system has been poorly managed, thereby impacting on consumables and spare parts management. Maintenance management system is undermined or sometimes ignored as a result of poor inventory control. Inventory management needs to be re-structured to speed up the existing system proc esses, by providing an effective system application tracking software that will eliminate the threat of delay and low productivity.Optimizing logistical management: Raw materials stock management continues to be affected by late deliveries and poor stock management system. Production plans are disrupted, production volumes are not met and consumers are faced with products scarcity. Early management is required and implementation of a comprehensive system application tracking software that will re-structure the logistical management system to cope with increasing activities. Minimised operational cost: Defected products are separated during production and routine quality checks.Products are also return from markets for quality reasons, thereby resulting to rework and reprocessing which will increase the operational cost of producing a product more than ones. Total quality management strategy will be required at the shop floor. Customer delight: Series of customer complaints have been recorded on products defect, short counting, late delivery and products scarcity. Scarcity provides the advantage to competitors to fill the vacuum created by our ineffectiveness and poor operational management. Market growth:Market projection have shown a steady 10 % annually increase, which means that the total business will be tripled in the next 10 years (MBS, 2009). This forecast has proven to be realistic and achievable from the growth trend recorded in the past ten years. NCE document (2009) Total performance management system will enhance manufacturing and production performance, positioning us for the future opportunity. Excel in compliance: Factory’s existing quality, safety and environment system standards and guidelines are currently managed independently.As these systems are interrelated, they will be integrated into a single management system. This will allow a simplified process for compliance, auditing and improved focus on the specific compliance aspects. Go vernment policies must be fully adhered to enjoy an enabling environment and imbibe best practices within the organisation. Creating Competitive advantage: Part of the main drivers of change is the presence of a strong competitor that is working hard to take over the market. In the modern world of advanced technology, trade secrets cannot be the only advantage that must be possessed.All competitive gaps that are created must be closed by ensuring availability of quality products to the market, delighting consumers at affordable price. Improved marketing strategy will be appropriate. CHAPTER 2 TASK 2 2. 00KEY ISSUES AND CHALLENGES This chapter is expected to identify and define major issues and challenges that have resulted to the generation of operational waste. The cause and effect analysis (Fishbone diagram) will be adopted to define the major problems, brainstorming will be achieved applying the affinity chart that will help categorise related issues and identify the major causes of the problem through Pareto.Problem Definition: Operational wastes have been recorded in so many forms across all major departments. Waste is not anymore limited to tangible and physical objects, but has spread deeply into key aspects of daily operations. Failure to meet production target is a major waste, which can result to increasing production cost, products scarcity and quality issues hereby posing a huge risk to the system. Brainstorming What are the major causes of Operational waste that have been identified in the system?Collective ideas are highly needed at this stage of problem solving, where key players with common objective brainstorm and come up with pool of ideas or suggestion that could lead to the actual cause of operational waste. After a long brainstorming session and thorough investigation, the change management team have come up with list of possible causes of operational waste generated from log sheets across the departments. The group contains different memb er from different school of thought, which have resulted to the initial generation of a large list of possible causes of the challenge.The list was streamlined at random and major possible causes where picked and listed in the table below; System Failure| Lack of operational knowledge| Increased production cost| Customer compliant| Rework / Defects| Production targets failure| Weak quality management system| Lack LEAN mindset| Poor logistics management| Poor inventory management| Ageing equipments| Low production output & performance| Raw material variation| Finished product late delivery| Poor production output| Manual operations| Poor maintenance management system| Less commitment & Engagement| Defected products| Equipment Breakdowns| Safety issues| Poor communication| Poor mindset / Behaviour| Network disruption & Failure| Figure 2. 0. 01 Random selection of major problems The Affinity diagram will help regroup and sort listed problems into related categories in the 6Ms format as illustrated below; People Machinery Ageing Equipment Low production output Poor operational knowledge Less commitment Low production performance Safety issues Poor production output Poor communication Poor mindset / Behaviour Manual operation Equipment breakdown Material Raw material variation Rework / Defect SystemPoor logistics management Production target failure Late delivery of finished products Checks / Control Poor maintenance management Network disruption Weak quality management Increased production cost Process System failure Lack of LEAN mindset Defected / Rejected products Customer complaint Poor inventory management Figure 2. 0. 02 Affinity chart for Operational waste Identify major causes: The problems illustrated in the affinity chart in figure 2. 1. 01, shows a list of possible causes of the problem, categorising them into key six major categories that could be the summary of the possible causes of the problem.The cause and effect diagram will provide a clearer pictu re and additional insight to further link the possible problems from respective sources showing the potential primary and secondary source of the problem, based on the findings of the change team. The major problems have been clearly identified and linked into various sources in a cause and effect diagram as shown in figure 2. 1. 02 below, it is imperative to analyse further the frequency of occurrence of these problems using Pareto. The referring log sheet shows the rate of recurrence of some problems more than the other and clearly defines the effect on daily operations. Figure 2. 0. 03 Cause and Effect diagram for operational waste Figure 2. 0. 4 Pareto chart for operational waste Referring to the Pareto chart above in figure 2. 1. 03, it shows clearly that â€Å"low production output† and â€Å"production target failure† have occurred more frequently than â€Å"low production performance† and others with same frequency of occurrence. The occurrence of most o f the listed problems seem on the high side and needed to be treated as such, having recorded low incidence on problems like â€Å"manual operation†, â€Å"raw material variation† and â€Å"network disruption† which should not be underrated, has it is assumed that most of the major problems recorded could have triggered them as remnants.This invariably indicates that when the bigger problems are completely resolved, it takes care of the ones with low occurrence. The machinery category is the highest contributor of the operational waste, ranging from the machine condition to operations, but seconded by the people category that have in actual sense contributed the largest share of the problems that have made the system unhealthy. Checks, system and process category have their own share in terms of occurrence recorded, this makes it difficult to ignore any of the listed problems no matter how little, because it could develop to a complex and epidemic challenge that will take longer time to solve.Operational waste action plan Prepared by: Change management team. Summary: Operational waste has been generated across the 6 categories of challenges recorded in the organisation, translating clearly the areas that require swift response to change and improvement. The problem solving techniques adopted have identified the root cause of the operational waste and the major area that requires concentration. It is imperative to prepare an action plan to tackle the listed challenges. Solution: The main goal is to implement Total performance management TPM into all functions as the solution to operational waste. 2. 10ACTION PLAN Goals| Measures| Responsible| Target Date|To provide a unique maintenance strategy (Autonomous and planned maintenance). | Perform daily operational review at the shop floor, weekly operational review at the management level to track improvement and report achievements. Report weekly maintenance plan and execution. Measure line per formance and efficiency against set target. | OperationsOperationsManagement| January, 2013January, 2013January, 2013| To lay more emphasis on personnel training and development. | Get training feedback from trainees. Subject trainees to knowledge checks and exercises. Track personnel improvement against line performance. Use performance evaluation to appraise personnel. | HR| January, 2013| To improve in quality management system. Provide in-line quality checks system. Record defects and investigate the root cause. Embark on monthly market visit. Record batch sampling quality. Communicate quality status monthly. | Quality assurance| January, 2013| To be safety conscious at all time| Commence SHE observation and report area weekly safety status. Perform random safety checks. Carryout monthly safety drill to check and re-communicate awareness. | Operation / Management| January, 2013| To introduce early management approach. | Provide detailed template on early management programming. Provide feedback from early management plan and communicate the achievement on implementation. Management| April, 2013| To implement LEAN thinking, system and mindset. | Outline system layout in LEAN concept and map out areas according to compliance. Track awareness level in all staff. Check LEAN mindset reflection in reporting and follow-up. Report cost saving from LEAN implementation. | Operation / Management. | July, 2013| To focus more on continuous improvement. | List areas of continuous improvement, outline changes and business advantage. Compare changes â€Å" before and after†Track improvement progress against global objectives. | Operation / Management. | November, 2013| Fig 2. 1. 01 Action plan for the implementation of TPM CHAPTER 3 TASK 3 3. 0 CHANGE IMPLEMENTATION Change implementation requires strategic and logical approach which can only be analysed using basic change management models that clearly describes the steps to effective implementation of change. The change implementation will be evaluated in more than one change management model to better outline the model that will be more effective to this particular change implementation. Kurt Lewin and John Kotter models of change management will be critically evaluated as the options for the implementation of TPM. The models will be compared to properly decide on the best option the managers can adopt during implementation.Kurt Lewin Model: Lewin (1951) Model gives simpler overview of change implementation, although it is assumed that conditions exist because of competing forces that are in equilibrium. To effect any change, the force must be adjusted. Cited by F. Ashton Blog (2010) Change or Transitional Refreeze Unfreeze Lewin model comes in 3 stages namely; unfreeze, change or transition and refreeze. The idea is focussed at the implementation of change in an organisation that is already accustomed to a particular mindset and ideology. Existing mindset, ideology, system, attitude and pe rformance TPM fully integrated as a guide to excellent performance. Implementation of Total performance management Fig 3. 0. 1 Lewin Change model Kotter Model: Kotter’s (1996) 8 steps model of change is a top down approach that provides a wider range for change implementation. This change model is linear and it predicts the change processes in steps that identify core areas that should never be neglected if a change where to be effective. Fig 3. 0. 02 Kotter Change model Source: The Change Management Blog (2009) Model Comparison At the first stage of Lewin’s model of change, leadership comes up with the unfreeze strategy that will alter or disengage the existing system practices.It targets the root cause of the problem, by providing the best assumption using the force field analysis to factor out the pros and cons before considering implementation. Unfreezing is carried out at the leadership level, based on assumptions from the analysis. Unlike the first stage in Kot ter’s model that clearly emphasise on the need to first establish a sense of urgency from top-down, by carrying along all members of staff from the inception of the change implementation, sharing with them the reason change is necessary at the time and also help to identify the protagonist and antagonist to the change. Although the force field analysis applied in unfreezing stage also consider the driving and refraining force for the change, but it is clearly based on assumptions.The Kotter’s model starts change communication from the first step of implementation, where preliminary information have been provided for all to brainstorm about, not streamlining it only to the leadership. The second step is aimed at constituting a powerful coalition that will form the formidable, experienced and result focussed change management team. Rather, in Lewin’s model change management team are selected are at earlier stage based on management’s decision. Creating a vi sion for change is the third step in Kotter’s model, where all the ideas, thoughts and brainstorming that have been collected by the change management team are streamlined and integrated into company’s objectives and vision. Perhaps no idea is foolish and the collective enquiry to solve major issues gives employee the sense of ownership and esponsibility towards achieving the collective goal. Lewin’s model distorts an existing system with the intention of introducing or improving a system. This idea and vision comes from the management, who have practically analysed the major problems based on their experiences and knowledge of the company’s objectives. The transition stage, which is Lewin’s second stage for change modelling provides the actual implementation of change. This stage is the roll out phase of change to all employees â€Å"official launching†. This stage seems to be the hardest as the existing ideology, mindset and processes are unfrozen either to extinguish or modify to a new system.The fear of the unknown and resistance may be recorded. That is why Kotter and Lewin emphasise more on communication at this stage. Communication becomes the tools for change campaign. At this stage continuous training and coaching is very key to acceptability and embrace. Kotter identifies communication as a day to day affair and ensuring that antagonist are converted and the supporters are maintained and developed to live the change. Lewin’s transition stage encompasses communication in all forms. Perhaps might take more time than anticipated to achieve the level of acceptance needed, it requires consistent coaching and training to get the buy-in of all employees.Kotter insist that after communication have been initiated, though it is a continuous process but will definitely meet some deadlocks, ranging from the unacceptability, fear of the unknown, structures that do not support the change and the vision. The fifth st age identifies the major deadlocks and provides the right approach to solving them. Lewin’s transitional stage give a lot of room for neglect of some major deadlock identification, hereby living some elements like virus behind, that could develop to catastrophe in the future or even hinder this change process. Lewin’s last stage is the refreezing stage, stability establishment is the main objective once the change has been effected and accepted as part and parcel of the system. The intention is to strengthen and reinforce the change implementation, allowing for full integration by all functions.The new change is freeze and continues to monitor progress of implementation, bearing in mind that change will be continuous and can never be permanent. Theoretically, Lewin target the adjustment of the force field to adequately buy-in employees to acceptance and embrace of the change. The change is integrated into the company’s structure and system and refreezes as the n ew outlook of the organisation. Part of the reason the Lewin’s model could take more time to be fully integrated is the lack of comprehensive practical application that influence acceptance. It is important to target a feedback mechanism that will encourage a swift change embrace.Kotter’s sixth step encourages the need to create a short-term wins that will motivate employees further. Employees deserve first hand information on the benefits recorded so far to elevate their confidence and also management to gain more support from all. The best way is to set milestones where employee’s achievements can be celebrated and recognised. Kotter believes in continuous improvement, that is his main model in the seventh step. Change cannot be cast on stone that will not require further improvement; it requires building upon to achieve maximum effectiveness. The short-term win has various advantages, part of it is the opportunity to see other areas that need improvements and explore other options to achieving set objectives.Lewin’s refreeze does not show the required detail to record areas of further improvement, because the mindset of the employee already fixed on the refreeze syndrome. Managers should consider the Kotter’s model as it also adopts the concept of refreezing, but in a different manner. He believes that when change is stick completely into the system, it should become parts and parcel of the organisation, like a revised constitution that have been adopted, but requires further improvements. It re-emphasises the need to continuously maintain the support of the management and all employees to avoid falling back to the initial problem. TASK 4 CHAPTER 4 4. 00 CHANGE SUCCESSTo assess change management effectiveness, leadership needs to focus on measuring the progress of the change implemented to ensure they are moving on the right direction. To achieve this effective implementation, milestones and measure are required to effecti vely measure the progress and performance of the change. The performance measures are categorised in 7 stages namely: 1. Internal Performance Assessment. When change is assumed to be completely implemented, the organisation needs to be certain of these assumptions. The reason they involve an independent internal audit team to track change implementation progress, using the qualitative and quantitative monitoring approach in determining the level of compliance.Employee change appraisal survey is forwarded to all functions to get the right feedbacks. Individual functions will be audited and informed of areas that still require more attention, compliance and improvements. At this stage, the organisation is certain of the level of compliance and areas that requires more concentration before the pre-assessment and full assessment that will be carried out by external auditors. This usually takes about 3 months before pre-assessment. 2. Performance Assessment. It is important that a pre-as sessment is done after the first nine month of change implementation to effectively measure the level of compliance and adherence to the new change.The outcome of each pre-assessment must define the status of the change as to â€Å"what the goals are â€Å", â€Å"where we are now† and â€Å"where we are going†. The pre-assessment must also measure individual progress using a five-level commitment scale to monitor the commitment level of employees during implementation and then choose specific strategies to help individuals progress through the five levels. Level 1: Awareness: Measure the level of awareness in all functions. Level 2: Acceptance: Measure level of acceptance. Level 3: Application: Measure skill level of employees. Level 4: Adoption: Measure level of adoption and reflection in employee’s daily activity. Level 5: Advocacy: Share and accept feedback amongst employees.The full assessment (gate opening) will be done six month after pre-assessment cer tification and correction of other identified areas of improvement and a yearly post-assessment will also be carried out. 3. Perform Customer Satisfaction Survey This is the next step of assessment performance provide a gauging mechanism to monitor customer satisfaction as a tool to benchmark with acclaimed internal operational success. Feedback is vital from the customers and are closely monitored, recorded and acted upon immediately. This is a continuous exercise. 4. Measure the Volume of Defects We cannot hide from the fact that perfection is nearly impossible, but we must put measures in place to track and check level of amount of rework or defected recorded compare difference with the previous system.System must be in place to ensure that defects are be recorded as they occur and subjected to root cause analysis to check if we still maintain residual problems and follow is the rectification. Key performance indicator KPI is to see reducing trend in the volume of defects generat ed over a period of time, showing the percentage of improvement. 5. Measure the Volume of Failed Changes When measuring success rate of changes being implemented, we must be able to define â€Å"what is† and â€Å"what is not† a successful change, and the criteria being used for each definition. SMART (specific, measurable, achievable, relevant and timely) criteria must be in place where changes are reviewed for success.The KPI is to see the level of compliance increasing, showing the percentage of improvement. 6. Measure the Services Performance Service performance is wide to measure in one piece, so functions shall have a different KPI to measure their performances which is then cascaded to the organisation. Internal and external auditors perform assessment exercise to check impact on indicators, compliance and adherence to the operational documents. 7. Calculate the Return on Investment The main purpose for the implementation of Total performance management is to de light our customers, create competitive advantage and enhance operational performance. The change implementation comes with cost and it must also beget remarkable financial benefits.We must measure and record the saving generated across all functions. Source: Mark, S (2008, pp 2-8) 4. 01 CONCLUSION To reduce operational waste to an acceptable state, the introduction of Total performance management is the solution. We have defined the major causes and the possible solution to be implemented. Solution comes with measures and deadlines, if achieved will provide the positive benefit that is targeted. The benefits from change implementation are targeted to continuously meet company’s objectives in delighting customer’s satisfaction, creating competitive advantage and compliance. The objective is to maximise profit at the best minimum cost.Measure, milestone and deadlines are in place, which are guided by the application of renowned change management models to ensure the rig ht approach to introducing a new change conforms to the company’s culture and objectives. Effective application of the control and monitoring mechanism to track effective transition as illustrated in change measures have enabled the changes to be effective. We have tracked and recorded minor deficiencies which are a result at the acceptance stage of TPM have since been resolved. Positive feedbacks received from customers and remarkable records of decreased customer complaints, because of the new quality management check in-house that has guided quality production output. REFERENCES Woolnough, M. , 2009. Glossary for Nestle continuous excellence NCE document, Nigeria Pg 2 – 3 Ashton, F. , 2010. Lewin Model (K. Lewin, 1951).Available from: http://www. ashtonfourie. com Blog (Accessed 6 July 2012) Kotter, J. , 1996. Leading Change. Available from: http://www. mindtools. com (Accessed 6 July 2012) Mark, S. , 2008. Measuring success- Ideas on how to show that real benefits are being delivered, Fox IT, Pg 2 – 8 Holger, N. , 2009. Change Model 3: John Kotter's 8 Steps of Leading Change. Available from: http://www. change-management-blog. com (Accessed 13 July 2012) Lewin Model. Available from: http://www. change-management-coach. com. (Accessed 6 July 2012) Nestle continuous excellence NCE Introduction VI. 6. Available from: http://www. intranet. nestle. com/NCE (Accessed 6 July 2012)