Strategic management Essay Example | Topics and Well Written Essays - 2000 words - 9

Strategic management - Essay Example Some of the strategies used by hospitality enterprises to achieve competitive advantage include Strategic Planning, Market Research. Business Planning, Retail Growth Strategy, Meal Plan Strategy, Sourcing and Procurement Strategy, Concept Development, Health and Well-Being Strategy, Information Systems Strategy, Food Facilities Planning and Design. Accommodation and food services makes up about 8.1 percent of all employment. (U.S. Bureau of Labor Statistics). Employment in the accommodation and food services industries is predicted to grow 18% between 2002 and 2012, adding more than 1.6 million new jobs. (U.S. Bureau of Labor Statistics). Of the 8,740,000 total workers employed in the accommodation and food services industry in 2003, 5,343,000 works full-time (61%), while 3,397,000 work part-time (39%). (Annual average for 2003, according to the Current Population Survey, a joint project of the U.S. Bureau of Labor Statistics and Census Bureau). The Total Industry Investment is $1,765,000 and the total leveraged resources are $5,900,000. Profit and average room rate at the UK’s chain hotels continued to increase in November, according to the latest HotStats survey from TRI Hospitality Consulting. Across the total UK sample of 462 hotels, income before fixed charges (IBFC) – also known as gross operating profit – rose by 5.6 per cent to  £52.81 per available room. Average room rate increased by 7.4 per cent to  £95.03 in November, a similar rate of growth to the 7.2 per cent achieved during the year so far. In London, profit grew by 7.9 per cent to  £82.19 per available room. London’s hoteliers continued to achieve rate growth at near annual levels with an 8.9 per cent increase taking average room rate to a new high of  £125.85. The capital outlay needed for starting up the operation in this industry is huge ($60 – $70 million), since the leasing expenses and the taxes are high. The capital

Nursing research study Essay Example | Topics and Well Written Essays - 2000 words

Nursing research study - Essay Example It is also essential to point out that the violence in the adults only with intellectual disabilities has been stretched here with prominence. Numerous researchers have laid the area of their work on the violence in care of adult with learning disability (Bonner, et al. 2002; Coyne, 2002; Duxbury, and Whittington, 2005; Hegney, et al. 2003). This is because there is a rising demand in the in-depth study of the violence behavior in the adults in the care centre. The present topic holds a clear title and refers in a very straightforward manner of presence to the topic, which is essentially in demand. We would say that the lock and key arrangement of the topic with the text has been exhibited in the present paper. Strand (2004) and experts in the paper begin their essential focus of interest in the topic by providing a short background and literature review as relevant to the topic. They mention that violence holds its presence in the form of physical, psychological, financial, and sexual abuse. They also held their emphasis that the problem of violence in adults with intellectual disability is quite often underreported. The objective for the present study as presented by Strand and colleagues was to study the present picture with more relevance to the caregivers. The focus was held on the Swedish adult persons with intellectual disability and their caregivers' in-group dwellings. ... It is important to mention that the best research finds its most authentic roof place in a good selection and application of design. In the present research, a total population based survey was carried out. For the purpose of data collection, a questionnaire was forwarded to 164 staff members. The staff members had their belonging from 17 care settings for adults with intellectual disability. The response rate as observed in the research study was 74%. Thus, it should be noted that reliability and validity features of the data to be collected was addressed. Collection of data from 17 different care settings does really reveal that the variation in the results due to change in the location has been kept under crucial consideration. However, we still recommend that a larger sample size of the staff members could have resulted in adding more confidence in the results obtained from the present research study. Questionnaire as a method of data collection presents certain advantages and the important one of them is that it is less expensive and less time consuming (Bassett, 20 00; Bishop, and Freshwater, 2004; Cormack, 2000). Considering the amount of work pressure as faced by the staff members in the care of adult with learning disability, it thus proved to be a better option. In addition, since more than 100 participants were included for the purpose of study, interview as a means of data collection was not a feasible option. The technical skill as required for conducting interview holds its absence in the case of questionnaire (Hendrick, 2000; Ogier, 1998; Parahoo, 1997; Silverman, 1997). Thus, once the questionnaire is constructed skillfully the investigator

SAP Material Management Document

SAP Material Management Document Mission of the Statement The main objective of this document is to provide a Business Requirement document of SAP Material Management. This document gives a brief introduction about the various features of SAP Material Management Software. The document will give an explanation how this software could enhance the productivity of any organization and how to implement it to gain the maximum gains out of it. SAP is an enterprise information software which gives a cutting edge to any organization which uses it, so it is required to give the description of the same in brief. The information has been described in detailed in the following pages. Purpose of the Document The document would give brief about. The functionality of SAP Material Management with a brief description of the same The various features and characteristics of SAP Material Management which make it useful to the market. The document will guide through various aspects and pros and cons of using SAP Material Management. SAP is abbreviation for System Application and Product in data processing. SAP is the the third largest software provider in the world. It was founded by 5 IBM employees back in 1972 in Walldorf, Germany. SAP is basically an enterprise resource planning software (ERP) which is designed to incorporate resource management, manage data and perform process which are essential for business activities as in gaining and working around orders, billing of activities and HR management. SAP sits upon real time activity, It can be configured accoriding to the demand in the market. That is one of the most advance feature of SAP that it is very user friendly and readily adaptive to changes and requirements. This help in achieving the goal in a very short time period, as the customer needs and requirement keep on changing constantly hence this module is designed in such a way so as to accommodate the changes as soon as possible. SAP combines both time and cost and integrate all the data in a single module. Companies use SAP to keep up with their business demands. SAP MM known as SAP Material Management system. SAP Material Management works in the business activities as follows. A business course in SAP is labelled as Module. SAP Materials Management (MM) is a fragment of Logistics area and provideÂÂ   to handleÂÂ   the obtaining course of an organization from procurement. It compliments all features of material management (decision making, regulate etc.). It is the mainframe of the Logistics area which includes features like Marketing and Sales, Design Development, Plant Control, Project Feasibility, Warehouse Development and design which are very dependent on Materials Management module. Features of SAP MM The basic functionality and features of SAP MM system are: SAP MM module of SAP deals with material and inventory management Material Management module takes charge of the fact that there is no gap in the material which can hinder the Supply chain process in any company. SAP MM expedite the obtaining and material handling activities taking into account both time and cost factors. It works with detailing the material management (both the services and delivery output) modules of an identity with the focus on keeping up the efficiency, decimating various cost factors and improving the overall productivity and also be able to handle the real time changes. It works with the Procurement handling, managing the mater data for both the client and vendor, account recognition and evaluation of the various materials, Inventory management and invoice authentication, Material requirement handling and Planning. Benefits of SAP MM Most business associations need to deal with a procedure that starts with sourcing and acquisition of various types of materials and assets. In this way, from the time that such acquirement starts, to the time that the installment is finished, there is the need for a procedure that is proficient, viable and bodes well also. Also, this is precisely where SAP MM becomes possibly the most important factor. With such learning levels, a business association can appreciate: Better seller administration, Streamlined information stockpiling, recovery and use, Better buying systems, Smoother stock administration, Higher nature of materials assessment and Overall change in quality control also. Considering the way that low quality materials will cut down the general nature of the completed merchandise or items, each business association will in reality need to put resources into smooth materials administration forms. A portion of the advantages of SAP MM touch upon key viewpoints, for example, A superior comprehension of hierarchical structure, Better control over coordinations and receipt check, Clearer comprehension of various buy methodology, Forecasting materials prerequisites, Creating and utilizing MIS or Management Information Systems with particular reference to materials administration. SAP MM Process Flow The run of the mill acquirement cycle for an administration or material comprises of the accompanying stages: 1. Assurance of Requirements Materials necessities are distinguished either in the client offices or through materials arranging and control. (This can cover both MRP appropriate and the request based way to deal with stock control. The consistent checking of stock levels of materials characterized by ace records, utilization of the request point strategy, and anticipating on the premise of past use are imperative parts of the last mentioned.) You can enter buy demands yourself, or they can be produced consequently by the materials arranging and control framework. 2. Source Determination The Purchasing segment helps you recognize potential wellsprings of supply in view of past requests and existing longer-term buy assentions. This speeds the way toward making demands for citation (RFQs), which can be sent to sellers electronically by means of SAP EDI, if wanted. 3. Seller Selection and Comparison of Quotations The framework is fit for recreating evaluating situations, permitting you to think about various distinctive citations. Dismissal letters can be sent naturally. 4. Buy Order Processing The Purchasing framework receives data from the demand and the citation to help you make a buy arrange. Similarly as with buy demands, you can create Pos yourself or have the framework produce them consequently. Merchant planning assentions and contracts (in the SAP System, sorts of longer-term buy understanding) are likewise upheld. 5. Buy Order Follow-Up The framework checks the update time frames you have determined and if important consequently prints updates or expediters at the predefined interims. It likewise furnishes you with an a la mode status of all buy demands, citations, and buy orders. 6. Products Receiving and Inventory Management Products Receiving work force can affirm the receipt of merchandise essentially by entering the Po number. By indicating passable resiliences, purchasers can confine over-and underdeliveries of requested products. 7. Receipt Verification The framework bolsters the checking and coordinating of solicitations. The records payable representative is told of amount and value fluctuations in light of the fact that the framework has entry to PO and products receipt information. This speeds the procedure of inspecting and clearing solicitations for installment. Regular Tables utilized by SAP MM: The following are couple of essential Common Tables utilized as a part of Materials Management Modules: EINA Purchasing Info Record-General Data EINE Purchasing Info Record-Purchasing Organization Data MAKT Material Descriptions MARA General Material Data MARC Plant Data for Material MARD Storage Location Data for Material Pole Material to BOM Link MBEW Material Valuation MKPF Header-Material Document MSEG Document Segment-Material MVER Material Consumption MVKE Sales Data for materials RKPF Document Header-Reservation T023 Mat. bunches T024 Purchasing Groups T156 Movement Type T157H Help Texts for Movement Types MOFF Lists what sees have not been made A501 Plant/Material EBAN Purchase Requisition EBKN Purchase Requisition Account Assignment EKAB Release Documentation EKBE History per Purchasing Document EKET Scheduling Agreement Schedule Lines EKKN Account Assignment in Purchasing Document EKKO Purchasing Document Header EKPO Purchasing Document Item IKPF Header-Physical Inventory Document ISEG Physical Inventory Document Items LFA1 Vendor Master (General area) LFB1 Vendor Master (Company Code) NRIV Number range interims RESB Reservation/subordinate prerequisites T161T Texts for Purchasing Document Types Exchange Codes: RFQ to Vendor ME41 Raising Quotation ME47 Examination of Price ME49 Production of PO ME21N Products Receipt MIGO Receipt (Bill PAssing) MIRO Products Issue MB1A Physical Inventory MI01( Create doc) MI04 (Enter Count) MI07 (Post) SD Process Flow: The business archives you make are singular reports however they can likewise frame part of a chain of between related records. For instance, you may record a clients phone request in the framework. The client next solicitations a citation, which you then make by alluding to the request. The client later submits a request on the premise of the citation and you make a business arrange with reference to the citation. You send the merchandise and bill the client. After conveyance of the merchandise, the client claims credit for some harmed products and you make a for nothing out of pocket conveyance with reference to the business arrange. The whole chain of reports the request, the citation, the business arrange, the conveyance, the receipt, and the ensuing conveyance for nothing out of pocket makes a record stream or history. The stream of information from one record into another decreases manual movement and makes issue determination less demanding. Request and citation administrati on in the Sales Information System help you to arrange and control your deals. Exchange Codes: Request VA11/VA12/VA13 Citation VA21/VA22/VA23 Deals Order VA01/VA02/VA03 Conveyance VL01N/VL02N/VL03N Charging/Invoicing VF01/VF02/VF03 Procurement Processing To do with the business requirement all the organizations need materials. The Procurement process deals with the purchase of materials and taking services from various vendors. The whole Procurement activity should be facilitated so that it accounts for all the right measurement of the material accumulated at right time and at right cost. The procurement processing is further divided into following: Basic Procurement Special Procurement Basic Procurement Basic procurement is the activity of gaining or acquiring the services or material in the required amount with keeping onto account the cost and time. Hence the process of getting the services and equipment and supplies from the vendors in the right quantity and at right time is called procurement. The whole idea of Procurement I to strike the right balance for example: Organizations generally keep the inventory to a low as the inventory management costs are quite high but at the same time if there is shortage of raw material during production activity it can cost to the company a lot. Everyone always try to get the best price for any service but also balance between the product quality, vendor relationship and availability is also very important. Procurement Lifecycle Most present day associations acquisition take after some consecutive strides which are depicted underneath: 1.Requirement and Information Procurement: Acquisition handle begins with get-together data about item and its amount. At that point for required items and administrations, it is important to search for providers who can fulfill the necessities. 2.Supplier Contact In the wake of social occasion necessities one will search for the providers who can satisfy the prerequisites. In light of that citation demand or data demand can be reached can be made with them. 3.Background Review Once the provider is known item/benefit quality is checked, and any necessities for administrations, for example, establishment, guarantee and its support are examined. A few specimens of the items can be acquired for quality examination. 4.Negotiation A few arrangements with providers is made in regards to value, accessibility and conveyance timetable of the items/administrations. After this an agreement is marked that is a coupling authoritative report amongst provider and requesting party. An agreement will incorporate all fundamental data like cost and amount of material, conveyance date, and so on. 5.Order Completion Requested material will be dispatched, conveyed to the requesting gathering and provider is paid as needs be. Preparing and Installation of item or administrations may likewise be incorporated. 6.Consumption, Maintenance and Disposal As the items/administration is devoured the execution of the items or administrations is assessed and any subsequent administration bolster if required is dissected. 7.Contract Renewal Once the item or administrations are devoured or contract lapses and should be reestablished, or the item or administration is to be re-requested, organization involvement with merchants and specialist co-op is inspected. In the event that the items or administrations are to be re-requested, the organization chooses whether to arrange from past provider or consider new providers. The Basic Procurement is further divided into two subparts: Procurement for Stock Vs Consumption External Vs Internal Procurement Procurement for Stock Vs Consumption These two points gives the demarcation between the Stocks Vs Consuption: For Stock- A stock material is a material that is kept in stock. These materials are kept in stock once got from the merchant. The supply of this material continues expanding or diminishing in light of measure of the amount got or issued. To arrange a material for stock, the material must have an ace record inside the framework. For Consumption-At the point when acquirement is for direct utilization i.e. it will be expended when it is gotten, the client ought to indicate the utilization reason. To arrange a material for utilization, the material may have an ace record inside the framework. External Vs Internal Procurement Below given points gives the difference between the External and Internal Procurement External- It is the way toward securing merchandise or administrations from outer sellers. There are 3 essential types of outside acquisition by and large bolstered by the Purchasing segment of IT framework. One time orders are for the most part utilized for material and administrations that are requested unpredictably. For materials that are being requested consistently and in huge amounts, we can arrange manage the merchant (vendor) for evaluating or conditions and record then in an agreement. In an agreement you likewise indicate the legitimacy date. In the event that a material is requested on a regular premise and is to be conveyed by correct time plan, then you set up a planning understanding. Huge corporate associations may claim different separate organizations or organizations. Inside Procurement is procedure of getting material and administrations from among indistinguishable organization. In this way, each of these organizations keeps up an entire accounting framework with particular Balance, Profit and Loss Statements so when exchange happens between them it will be recorded. Unique Procurement Unique stocks will be stocks that are overseen contrastingly as these stocks did not have a place with organization and these are being kept at some specific area. Exceptional acquisition and unique stocks sorts are isolated into the consequent regions. Dispatch Stocks Material that is accessible at our store premises, in any case despite everything it has a place with the merchant (dealer)/Owner of the material. In the event that you use the material from dispatch stocks, then you need to pay to the merchant. Outsider preparing In outsider preparing, an organization passes on a business request to partner outer merchant (vender) who sends the products specifically to the client. The business request is not prepared by your organization, however by the merchant (vender). Outsider things can be entered in buy orders, buy requests and deals orders. Pipeline taking care of In pipeline taking care of, the organization needs not to request or store the material included. It is possible as and when required by means of a pipeline (for instance, oil or water), or another style of link, (for example, power). The material that is devoured is settled with the merchant (vender) all the time. Returnable Transport Stock The organization orders merchandise from a seller (vender). The products are conveyed with returnable transport bundling (beds, compartments) that has a place with the merchant (vender) and is put away on the client premises until they return it to the organization. Subcontracting The seller (the subcontractor) gets segments from the requesting party with the assistance of which it delivers an item. The item is requested by your organization through a buy arrange. The segments required by the merchant (dealer) to fabricate the requested item are recorded in the buy request and gave to the subcontractor. Stock exchange utilizing stock transport order Products are obtained and provided inside an organization. One plant arrange the products inside from another plant (accepting plant/issuing plant). The products are secured with an extraordinary sort of procurement request the stock transport arrange. Youll have the capacity to demand and screen the exchange of merchandise with a stock transport arrange. SAP MM-Organization Structure Association structure is the system of organization as per which business is led in each. Organization structure comprises of many levels which have relationship to some. Association structure is additionally alluded as big business structure. Venture structure is comprised of numerous hierarchical units having association with each other. SAP Implementation Guide At the point when customer buys SAP it arrives in a CD in type of programming. At the point when SAP is initially introduced, SAP has its standard set up that should be arranged by need of customer i.e. association. Setup of SAP programming like include fields, to change handle names, to alter drop down records and so forth to modify as indicated by working of your association is done through usage control known as IMG. IMG is the place we characterize venture structure and different settings that are required for working of SAP programming as indicated by need of an association. SAP IMG Path To do any sort of arrangement as per our association require the initial step is to achieve the execution (IMG) control screen. We can achieve usage control in 2 ways: Menu way Value-based code Menu way We can explore through the accompanying way to contact IMG: SAP Easy Access => Tools => Customizing => IMG => Execute Project SAP IMG Path Value-based code Best and basic approach to connect any SAP screen is TCode i.e. value-based code. Value-based code to connect IMG: SPRO (SAP Project Reference Object). Enter the Transaction code in order field and afterward tap on enter. SAP TCODE SAP IMG IMG screen can be connected quite recently by taking after the underneath steps: After SPRO, on the following screen tap on SAP Reference IMG. SAP IMG Next Screen will show up as takes after. This is the last screen from where we can do setups. SAP Display IMG Each association has some system or some structure is characterized by the entire business runs. Endeavor structure is the structure that speaks to an undertaking in SAP ERP framework. It is subdivided into different hierarchical units which for lawful reason or business related reason are assembled together. Endeavor structure characterizes different levels in an association. These levels are set by chain of importance. Every level has some particular usefulness connected with it, which combinedly portrays the working of an association. Likewise endeavor structure characterizes different authoritative units that are available in an undertaking. The Organizational Structure in MM comprises of taking after Organizational Levels: Customer Organization Code Plant Capacity Location Acquiring Organization Acquiring Group Taking after graph is one such authoritative structure which depicts the levels consolidated in an association. Customer being at the highest, trailed by numerous organization code, trailed by various plants, plants having different capacity area with their own particular or brought together buying associations. Customer The basic clarification of Client is as per the following: Customer is a business authoritative unit in R/3 framework. It has its own arrangement of ace information with autonomous table sets. As per progression, Client is at most elevated amount in SAP framework. Information that is kept up at customer level is legitimate for every single authoritative level. Organization Code The key clarification of Company Code is as per the following: Inside Client, Company code is the free bookkeeping unit. It is a legitimate substance that has its own benefit, misfortune and adjust proclamation. It is the littlest unit in association for which a total free record set can be reproduced. Plant The central clarification of Plant is as per the following: Plant is an authoritative unit inside an organization where exercises happen. A plant will create merchandise and makes products accessible for the organization. It is unit having fabricating office, stockroom conveyance focus or a local deals office inside calculated. It subdivides a venture in various viewpoints. Capacity Location The basic clarification of Storage Location is as per the following: Capacity area is an authoritative unit which really separates between various material stocks in a Plant. Capacity area is a place where stock is kept physically. Plant can comprise of different stockpiling area. All information is put away at capacity area level for a specific stockpiling area. Obtaining Organization The crucial clarification of Purchasing Organization is as per the following: Obtaining Organization is an authoritative unit under organization or plant which is in charge of acquisition exercises as per prerequisites. It is in charge of outside Procurement. Obtaining association can be at customer level i.e. brought together buying association. Obtaining association can be at organization or plant level i.e. organization particular or plant particular Diverse types of buying can be portrayed as takes after: Incorporated Purchasing Acquiring association is not doled out to any organization code it obtains for all organization codes having a place with various customer. Organization particular Purchasing Buying association is alloted to an organization code just, Plant having a place with the organization code can buy through this Purchasing association. Plant particular Purchasing Buying association is alloted to a Plant, just this particular Plant can buy through this Purchasing association. Buying Group The basic clarification of Purchasing Group is as per the following: Obtaining gathering is an authoritative unit which is in charge of ordinary acquisition exercises inside an association. It is a purchaser or gathering of purchaser in charge of obtainment exercises in an acquiring association. Prerequisite Analysis SAP MM gives usefulness to keeping up the accompanying expert information: Materials Administrations Merchants Acquiring Info Records Source List Merchant Evaluation Criteria Conditions (Commercial) Installment Terms Proposed Business Process: Materials: The material doc contains data on every one of the materials that an organization acquires or delivers, stores, and offers. It is the organizations focal hotspot for recovering material-particular information. This data is put away in individual material ace records. The material master is utilized by all parts in the SAP Logistics System. The incorporation of every material dat in a solitary database protest kills repetitive information stockpiling. In the SAP Logistics System, the information contained in the material ace is required, for instance, for the accompanying capacities: In Purchasing for requesting In Inventory Management for products development postings and physical stock In Invoice Verification for posting solicitations In Sales and Distribution for deals arrange preparing In Production Planning and Control for material prerequisites arranging, booking, and work planning Vendor Master Benefit ace records, in which depictions of all administrations that may should be obtained can be put away Vendor Master Information in merchant ace records controls how exchange information is posted and handled for a seller. The seller ace record additionally contains every one of the information you require to work with your merchants. The ace record is utilized in Accounting as well as in Materials Management. By putting away seller ace information midway and sharing it all through your association, you just need to enter it once. You can avert irregularities in ace information by keeping up it midway. On the off chance that one of your merchants changes their address, you just need to enter this change once and youre bookkeeping and obtaining offices will dependably have exceptional data. Buy information records You utilize this part in the event that you wish to store data on a merchant and a material as ace information at obtaining association or plant level. You can make obtaining data records for various acquirement sorts (standard, subcontracting, pipeline, dispatch). Source List The source rundown is utilized as a part of the organization of wellsprings of supply. It indicates the permitted (and prohibited) wellsprings of a material for a specific plant inside a predefined period. Every source is characterized by method for a source list record.

Why we dropped the Atomic Bomb Essay -- essays papers

Why we dropped the Atomic Bomb The dropping of the atomic bombs on Hiroshima and Nagasaki in August of 1945 was a definite turning point in the Pacific War of World War II. Earlier that year, Germany had been defeated and the world then turned its attention to the Pacific war. Most history books state the argument that the dropping of the atomic bombs on Japan was necessary to stop the war in order to save thousands of lives of American troops that were planning to invade Japan. "Had the bombs not been employed (so the "wisdom" goes), an enormous number of American troops would have perished in an inevitable amphibious operation against the Japanese mainland."(McManus 1) This paper will demonstrate that Japan was willing to surrender before the bombs were used, and there were other hidden reasons for using the bombs. If you ask a high school graduate what the result of the atomic bombs on Japan was, he or she would most certainly answer the immediate surrender of all Japanese forces. That should be satisfactory enough to not question the issue any further. If you ask the same student wether the Japanese would have surrendered without the bombs, he or she will hesitate and will probably not be able to give an answer. The reason for this is that the history text books at school teach students a black and white fact: the atomic bombs were the only way to make the Japanese surrender. According to Francis E. Kazemek: "most texts focus on abstract facts and figures, offering little discussion of the reality of the bombing."(Kazemek 2) The atomic bomb should not be considered as the only decisive factor for the Japanese surrender, but as the straw that broke the camel's back. After the attack on Pearl Harbor, the Japanese empire continued to expand rapidly during the first half of 1942. Its empire extended from Manchuria and the Aleutian Islands to the north, New Guinea to the south, Burma to the west and the Marshall Islands to the east. Nevertheless, the tide turned against Japan when Germany was defeated in May 1945 and the Americans took over the Marian Islands in 1944.(Long 1) The Americans needed the Marian Islands as an air base to be able to bomb Japan directly. Winston Churchill wrote in his personal narrative of the Second World War, "The time at last had come to strike at the enemy's homeland."(Churchill 540) Before then, J... ...as with the war in the Pacific. The Japanese were not easy to fight and deal with. The fact that the Japanese wanted to have peace talks before the bombs were used makes it clear that there were different reasons for using the bombs. Ending the war with Japan as soon as possible was important to stop Stalin from claiming territories in the far east. The United States had seen what Stalin was doing in Europe, and did not want Stalin any stronger. The fact that the bomb had been successfully tested, and had cost the United States billions compelled the President to use it. The racist feelings towards the Japanese the decision to drop the bombs easier. Nevertheless, many people share what Brigadier General Paul W. Tibbet, pilot of the Enola Gay, had to say:"Those of us who gained that victory have nothing to be ashamed of neither do we offer any apology. Some suffered, some died. The million or so of us remaining will die believing that we made the world a better place as a result of our efforts to secure peace that has held for almost 50 years. Many of us believe peace will prevail through the strength and resolve of the United States of America."(Airmen Memorial Museum)

U.S. Army 8 Person Funeral Detail

8 SOLDIER FUNERAL DETAIL COMPOSITION OF DETAIL C-12. The 8 man funeral detail normally consists of an OIC or NCOIC (depending on the rank of the deceased veteran), an NCOIC of the firing party, a five or six soldier firing party (who also act as pallbearers) and a bugler, if available. For this description there is an OIC of the funeral detail and an NCOIC of the firing party/pallbearers. DETAIL, WEAPONS ARE IN PLACE C-13. Weapons are pre-stacked in an appropriate position, in plain view, and a good distance from the gravesite. The firing party, acting as pallbearers, is pre-positioned along the roadside; awaiting the arrival of the hearse.The OIC is located where the hearse will stop. RECEIVING THE CASKET C-14. As the hearse approaches, the NCOIC orders the detail to â€Å"ATTENTION† and â€Å"Present, ARMS. † Once the hearse has passed the detail, the NCOIC calls the detail to â€Å"Order, ARMS† and â€Å"Parade, REST. † The OIC comes to attention and pr esent arms as the hearse approaches his position. The OIC terminates his salute when the hearse comes to a halt. C-15. After the vehicle has come to a halt, the driver gets out and opens the rear door. The driver prepares the casket for movement to the gravesite by removing the stock.The driver pulls the casket to the rear of the hearse. The OIC, with a nod of his head, signals the NCOIC to move the pallbearers to the end of the hearse, three on each side, to remove the casket. The NCOIC marches the pallbearers into place, then orders â€Å"Mark time, MARCH;† â€Å"Detail, HALT† and â€Å"Center, FACE. † After the pallbearers are facing inward, the individuals closest to the casket will grasp the handrails and pull the casket from the hearse. Each pallbearer, in turn, grasps a casket handle as it reaches him. The OIC will render a hand salute while the casket is being removed. Moving the Casket C-16.On the NCOIC's command of â€Å"Ready, FACE,† the pallbe arers will execute the appropriate facing movements so that they are all facing the feet of the casket. The NCOIC orders the detail to â€Å"Forward, MARCH. † Led by the OIC, the pallbearers incline to the proper direction to move to the gravesite, ensuring the casket is level and feet first. Once the casket is over the gravesite, the NCOIC commands â€Å"Mark Time, MARCH,† and â€Å"Detail, HALT. † Once at the head of the gravesite, the OIC will come to render a hand salute until the casket is placed on the lowering device. To maintain uniformity the pallbearer NCOIC will command â€Å"Center, FACE. When pallbearers are facing center, the casket is set on the lowering device. After the casket is set down, the pallbearers come to attention and the OIC will drop his hand salute. MOVING TO THE WEAPONS C-17. On the command â€Å"Ready, FACE,† by the pallbearer NCOIC, the pallbearers all face toward the head of the casket. The next command is â€Å"Forward, MARCH. † The pallbearers move from the gravesite to the location of the weapons. Just prior to reaching the stacked arms, the firing party NCOIC, and formerly the pallbearer NCOIC, gives â€Å"Mark Time, MARCH† and â€Å"Detail, HALT. The firing party NCOIC assumes their position and gives a â€Å"File from the Left, Forward, MARCH. † On the command â€Å"March† the firing party performs the proper movements to form a single file to the rear of the weapons. When the firing party are to the rear of the stacked arms, the NCOIC gives â€Å"Mark Time, MARCH† and â€Å"Detail HALT,† and the appropriate facing movement to face the rifles. Retrieving the Weapons and Conclusion of Religious Services C-18. The next command given is â€Å"Take, ARMS. † On the command of execution, the stack man secures the first two weapons. The left and right soldiers receive the weapons from the stack man.The left and right soldiers then pass the weapons to the outside soldiers. The stack man grasps his center weapon. The left and right soldiers step toward the stack and remove their weapons, returning to the position of Attention. Once the left and right soldiers retrieve their weapons, the stack man secures his weapon and comes to the position of Attention. Once all of the firing party is at Order Arms, the firing party NCOIC gives them â€Å"Parade, REST. † The firing party will remain at Parade Rest until the end of the religious services. Once the religious services are over, the Chaplain steps away from the casket.The OIC steps to the head of the casket and renders a hand salute. This is the signal for the firing party NCOIC to command the firing party â€Å"ATTENTION. † Firing of Honors C-19. After bringing the firing party to Attention, the NCOIC gives the command of â€Å"Ready. † At the command of Ready, each rifleman executes Port Arms, faces Half Right, and moves his right foot to the right ten inches. Each rifleman then chambers a round, places his weapon on Fire, and resumes Port Arms. When the firing party has completed the movements, the firing party NCOIC gives the command â€Å"Aim. On the command of Aim, the detail shoulders their weapons with the muzzles of the weapons at a 45-degree angle from the horizontal. When the NCOIC commands â€Å"FIRE,† the detail fires and returns to Port Arms. On the subsequent commands of â€Å"Ready,† each rifleman pulls and returns the charging handle of his weapon. After the third round is fired each rifleman resumes Port Arms, and the firing party NCOIC commands â€Å"CEASE FIRE. † Each rifleman places his weapon on Safe, resumes the position of Order Arms, and faces Half Left. The firing party NCOIC then commands â€Å"Present, ARMS† for the playing of â€Å"Taps†.The bugler plays â€Å"Taps. † If a bugler is not available, one soldier is positioned to turn on the high quality recording (and is n ot part of the firing party). STACKING ARMS C-20. After â€Å"Taps†, the NCOIC brings the firing party to â€Å"Order, ARMS,† and then commands â€Å"Stack, ARMS. † On the command of execution, Arms, the stack man grasps the barrel of his rifle and places his rifle directly in front of him. At the same time, the left and right soldiers grasp the barrels of their respective rifles, step toward the center and insert the muzzles through the sling loop of the stack man's weapon.Both soldiers swing the butts of their rifles out and then down to the ground ensuring the stack is steady. The two outside weapons are then passed to the stack man, who adds them to the stack. RETURNING TO GRAVESITE OR SHELTER C-21. After Stack Arms is complete, the NCOIC moves the firing party two steps backward and gives the appropriate facing movement to have the firing party move back to the gravesite. From this position, the NCOIC will form the firing party in two columns by giving the command â€Å"Column of Two to the Right, MARCH. † Once in Column of Two formation, the NCOIC takes the last position, and gives â€Å"Forward, MARCH. The firing party marches to the gravesite along either side of the casket. Once at the gravesite the NCOIC gives â€Å"Mark Time, MARCH,† and â€Å"Detail, HALT. † The NCOIC gives â€Å"Center, FACE,† to ensure that all of the pallbearers are facing the casket. FOLDING THE FLAG C-22. After the pallbearers have faced the casket, they use their peripheral vision to take their cues from the NCOIC. As a unit, the pallbearers reach down and secure the flag. Once flag is secured, the detail folds flag. The flag is first folded with the lower stripe area over the blue field. It is then folded so that the folded edge meets the open edge.The triangular fold is started at the striped end and is continued until only the blue field remains. The flag margin is then tucked in and the flag is ready for presentation. PRES ENTING THE FLAG. C-23. After the flag has been folded, it is passed down to the soldier closest to the right side of the OIC. This soldier executes a Half Left as the OIC executes a Half Right and the flag is then passed to the OIC at, chest level. After the pallbearer has passed the flag, he salutes the flag for three seconds then executes Order Arms. The soldier executes a Half Right as the OIC executes a Half Left and resumes their original position.At this time the pallbearers will leave the gravesite. The NCOIC commands â€Å"Outward, FACE,† (pallbearers face towards the head of the casket) and â€Å"Forward, MARCH. † Once the detail is out of the area, the OIC will present the flag to the next of kin or Chaplain, it next of kin is not available. The OIC recites the following passage: |†Ma'am (sir), this flag is presented on behalf of a grateful nation and the United States Army as a token of appreciation for your loved one's | |honorable and faithful servic e. † |C-24. At the conclusion of the remarks and presentation, the OIC will render a hand salute and hold the salute for three seconds then assumes Order, Arms. OIC then executes marching movement and marches back towards the direction of the pallbearers. CONCLUDING THE CEREMONY C-25. The firing party returns to the location of the stacked arms in the same manner as before. When commanded to â€Å"Take, ARMS,† the party retrieves the rifles in the same manner as before. After retrieving the weapons, the NCOIC marches the detail away from the funeral site to clear and inspect the weapons.The firing party will police all of the brass after the service is over and the next of kin have left the area. The OIC is not required to escort the next of kin back to his/her vehicle. 2 SOLDIER FUNERAL DETAIL RECEIVING THE CASKET C-26. The OIC is located where the hearse will stop. The NCO is to the left of the OIC. As the hearse approaches, the OIC brings himself and the NCO to â₠¬Å"ATTENTION† and â€Å"Present, ARMS. † The OIC gives the command of â€Å"Order, ARMS,† after the hearse has come to a halt. The funeral director is responsible for removing the casket from the hearse and placing it on the lowering device at the gravesite.When the casket is being removed from the hearse, the OIC commands â€Å"Present, ARMS. † Once the casket has cleared the peripheral vision of the OIC, then the OIC commands â€Å"Order, ARMS,† and â€Å"Parade, REST. † CONCLUSION OF RELIGIOUS SERVICES C-27. Once the religious services are over, the Chaplain steps away from the casket. The OIC commands â€Å"ATTENTION. † The OIC commands â€Å"Ready, FACE,† and the OIC and NCO face in the direction of the casket. OIC then commands â€Å"Forward, MARCH,† The OIC marches to the head of the casket, and faces the head of the casket, while the NCO marches to the foot of the casket facing the OIC.If a bugler is not available , the NCO moves to the device that will play the high quality recording of â€Å"Taps. † FOLDING THE FLAG C-28. The OIC gives the command to the NCO to secure flag. Once the flag is secure the bugler will play â€Å"Taps† and both the OIC and NCO execute Present, Arms. When â€Å"Taps† is complete, both the OIC and NCO execute Order, Arms. The OIC gives the command to side step march (just far enough to preclude the flag from touching the casket). Once the OIC and NCO have cleared the casket the OIC nods to begin folding the flag.NOTE: If a bugler is not available, once the casket is on the lowering device, the NCOIC will march to the recording device and wait for the Chaplain to conclude religious services. He will play â€Å"Taps† after the OIC is positioned at the head of the casket. When â€Å"Taps† is complete, the NCOIC will march to the foot of the casket and then assist in folding the flag. C-29. The flag is first folded with the lower stri pe area over the blue field. It is then folded so that the folded edge meets the open edge. The triangular fold is started at the striped end and is continued until only the blue field remains.While folding the flag the NCO moves towards the OIC. The flag margin is then tucked in by the OIC and the NCO presents the flag to the OIC. Once the NCO presents the flag to the OIC, the NCO renders the hand salute and holds the salute for three seconds then executes Order, Arms. The OIC is ready for presenting the flag to the next of kin. PRESENTING THE FLAG C-30. After the flag has been folded and passed to the OIC, the OIC then moves in the direction of the next of kin and presents the flag to the next of kin while the NCO marches away from the gravesite.The OIC will present the flag to the Chaplain if the next of kin is not available. The OIC recites the following passage: |†Ma'am (sir), this flag is presented on behalf of a grateful nation and the United States Army as a token of a ppreciation for your loved one's | |honorable and faithful service. † | C-31. At the conclusion of the passage and the flag presentation, the OIC will render a hand salute and hold the salute for three seconds then assumes Order, Arms.OIC then executes a marching movement and marches away from the gravesite. CONCLUDING THE CEREMONY C-32. The OIC is not required to escort the next of kin back to his/her vehicle. NOTES C-33. The meaning of the word gravesite also includes a committal shelter. The meaning of the word casket also includes a receptacle containing the cremated remains of the deceased. On windy days, the flag should already be anchored to the casket by the funeral director. If the flag is not secured, the detail will fold the flag immediately after placing the casket on the lowering device, then hand the flag to the OIC. d

The Universal Credit Program: Project Management

Management This report is addressed to the Universal Credit Project Board. Number of words: 1582 Executive Summary The Universal Credit Programme has failed in many eyes because of a lack of good project management. I researched the reasons of the lack of good project management and come to some good conclusions on the following subjects: 1. Project Initiation The programme was underestimated and the goals where to optimistic, the effects of the project initiation are clearly linked back of the complications which appeared later on the project.For example the project has changed project manager 5 times because of a lack of transparency. The lack of transparency can be linked back to setting to many goals in the project initiation. The project should have research the details better on making an IT programme this big. 2. Project organisation and structure The programme has been approached with an agile method, a lot like scrum-method. The biggest mistake that was made is the lack of u se of an agile project framework. It is logical that a programme from this size always includes Waterfall project management'.But in the Universal Credit programme the waterfall-managing ethod was counterworking the agile approach that was used. The project also lacks of a good stakeholders communication department, the communication with the stakeholders has been a big problem with the Universal Credit programme. More details about these conclusions can be found in the rest of the report. Introduction to the report For the course Project Management (344SAM) I am asked to write an report addressed to the Universal Credit Project Board. This is regarding the bad publicity the project has gotten lately from the press.The case study consists of an article form Brian Wernham where he claims that the Universal Credit Program has suffered from bad Project Management and a â€Å"lack of transparency'. In my research I will only use the information available till 5 September 2013, because this is the date when the report was published. In my research I will be focussing on the following 2 subjects: 1. Project initiation Brief background on project For this project I will be do research on the project management of the Universal Credit Programme.This program is developed to make a single monthly payment instead of all sorts separately benefits and tax credit top-ups payments. This rogram includes a ‘subsidy to work, people will be encouraged to work this way. To establish this project there must be a solid and reliable IT system. A lot of calculations have to been made and a lot of external influences must be taken in account. I'm going to research: What where the project goals, scope, organisation, business case, constraints? Which organisation and structure has been used?At the end of the report I will write my conclusions and recommendations. Project Initiation When the project was initiated at the end of 2012, there was a lot criticism on the project. This w as mainly because of a lack of transparency; people didn't really know what the programme meant. 1 1(The Ethical Deficit of the Proposed Universal Credit, Harley Dean, 2012, The Political Quarterly, Vol. 83, No. 2) The project initiation can be divided in 5 segments, which I will describe separately.Project Goals They are a lot of project goals for the universal credits programme: Good outcomes for claimants, Improved health (mental health especially), Increase the overall level of competencies and qualifications. Get more people from welfare into work. Reduce the amount of people getting homeless. And there are a lot of smaller goals stated in the report. They want to aim to process 95% of new housing benefits within 1 5 days. Also all the claims will merely be online processed. 3 Scope Entrepreneurial Council Board, Corporate Strategy and Governance Board.Project Organisation The project organisation consists of: 1 . Project Manager 2. Administrative employee 3. Trainee's for staf f 4. Online development 5. Communications and marketing 6. WMT The Entrepreneurial Council Board and WMT monitor the project. Business case There is no business case in the Project initiation document (PID). Constraints The PID says: â€Å"The current financial constraint being placed on the Council means we need to be creative about how we continue to deliver our services† 2 The budget and the quality are fixed. l will discuss this part in part 2. ) 2 (Project Initiation document. rtf, Alan Robinson, 2012, https:// knowledgenub. local. gov. uk/) 3 (Project Initation document (PID), Ali Ghanimi (project manager), John Magness (Project sponsor), August 2012, https://knowledgehub. local. gov. uk/) Criticism on the project initiation I will criticise all the parts of the project initiation separately. The project has a lot of goals and sub-goals. This (as seen in the future) will lead to a lack of transparency because there can't be send out one universal project goal.Also becau se of this high amount of goals there will be a lack of focus within the own organisation and even at the project manager. Project organisation The project organisation is monitored by the WMT itself; it could be useful to have influences from external parties. Also as seen in the future the complexity of the IT- part of this program is underestimated in this report. There should be more focus on how this IT-part is going to be set up and what kind of recourses are needed to chieve this. There is stated that no detailed business case is required.As shown in the future it would have been useful if they have done this part more detailed. The report would have set more directions for the programme as a whole. The price and quality are going to be fixed, getting the price fixed for an programme this size will require a lot of research in advance of the programme starting. This will take a lot of time and money and will exceed the 100million maximum development money that was agreed of i n 2012 by the council office. 4 The universal credit has spent over 425 million pound on the development ofUniversal Credit, this could have been prevented by focussing more on the use of project management frameworks and a detailed business case which is supported with reliable research. 1 1 (Universal Credit, Incremental IT, Brian Wernham,2013, Course work briefing 344SAM, moodie) project INITIATION DOCUMENT (Pid) Project organisation and structure As seen in the previous part the project used ‘an agile development approach'. The costs and quality were fixed in advance. This is to ensure that the final product is really going to work.The development method, scrum, has been used, this is a flexible way of developing a roduct. The scrum was used without the use of a project management framework such as the Dynamic Systems Development. The programming was done by the scrum-like approach but as seen in section one of this report; this project has a lot of ‘big picture goal s'; these goals fixed and are mainly in the Waterfall' world. The board wanted a big up front design, which is crossing the scrum-like programming approach which is changing it's goals and methods in an much higher speed.This big picture is counterworking the programmers. Below a illustration how the water-scrum-fall model works. In the Universal Credit System the ‘scrum' didn't have a change to be agile, once they went in a direction it was impossible to â€Å"swim back†. 2 1 (Water-scrum-fall model, Cristian Mesaros, Marketing Manager ,2013, www. iquestgroup. com/en/iquest-news/water-scrum-fall-model-life-sciences') 2 (Universal Credit, Incremental IT, Brian Wernham,2013, Course work briefing 344SAM, moodle) The Overall governance structure is shown in the image below.It must be said that the project manager has been replaced 5 times in over a year of this programme running, how is this possible? The lack of transparency from day 1 has resulted in nclear targets. The project has been monitored by the WMT, this monitoring should have been more in collaborating with the lower-level mangers who where working with a way more flexible approach. Also is there a lack of a good stakeholders communication department, the communication with the stakeholders has been very bad and should have gotten more attention. (Preparing for Universal credit, London Borough of Lewisham local authority led pilot, August 2012, https://knowledgenub. local. gov. uk/) Conclusions The Universal Credit System is a project that has cost 4 times what was counted on. How is this possible and where can we put the blame? I'm going to give my conclusions on this research in 2 departments: Project Initiation The project had too much goals, which has lead to haziness for the overall The project has a lot of goals and sub-goals. This (as seen in the future) will lead to a lack of transparency because there cant be send out one universal project goal.Also money that was agreed of in 20 12 by the council office. Project organisation and structure The project has changed 5 times of project manager because of a lack of transparency, intern and extern. Credit programme. I think the board underestimated he complexity ot this programme; overall the Universal Credit programme should have used project management a lot more. Recommendations Below a list of recommendations I make on what could have done better on the Universal Credit programme: Divide the programme in separate parts, with separate goals.