Critical evaluation of ROCE as a performance metric on Culharb plc - Free Essay Example

Return on capital employed (ROCE) is a measure of performance where it shows the return on every penny invested by an organisation. It is the ratio between the wealth generated to the wealth invested. The simplest way of calculating it is taking the ratio percentage of operating profit before tax and interest against the capital employed i.e. ROCE = Operating profit before tax and interest/ Capital employed*100 Given that short-term profit is not being generated at the expenses of long term, this ratio should be as high as possible. To achieve higher ROCE either the profits have to be kept high through higher volume of sales or the capital invested has to be kept low by efficient usage of capital. A higher return on capital employed value indicates higher performance. It is arguable that performance is about realigning managerial calculations towards those of the investor around higher returns on capital. ROCE though is a good way of measuring organisational performance, has few drawbacks. It can be observed from the given case that Culharb plc., is a multi-divisional organisation with each division having its own investment responsibility. One particular problem is that ROCE may understate capital employed. Research and development, trademarks, brand, etc. are not considered in spite of the fact that they still represent the capital employed. However the advantages of not considering these intangible assets are that, it helps in keeping ROCE consistent by measuring only operating efficiency and also this does not change operating efficiency of a business being acquired (In case of an acquisition of a smaller brand by a bigger one, it does not impact the performance rating of either of them). Secondly ROCE does not consider depreciation to which it is very sensitive. If one division is writing off assets at a relatively faster rate than the other, then its ROCE will be affected. Also if a division is using an asset which has been largely written off, both its current depreciation charge and its investment base will be low. As a consequence its ROCE will be high in relation to newer divisions as in case of Visicon division and other divisions together. If there are some costs which are utilised over a period of time like equipment cost, it is not considered to be a year on year investment but as a onetime initial investment. Thus the year on year capital employed decreases if other costs are kept the same. And if we assume that the profits are also constant over years, ROCE decreases though the management has done nothing towards driving the financial value of the firm. In this case there are proposed projects wherein the divisions will be trading with one another (Pumps and Visicon trading the automation technology). When this happens, the cost at which goods are procured or traded by the respective divisions will certainly affect their divisional performance. Another fact which should be considered here is that ROCE reduces if the cash reserves are high i.e., money generated (through equity or debt) is not invested but kept as reserve. Finally the condition under which the divisions operate plays a major role in their performance. But unfortunately the conditional factors are not considered while calculating ROCE. If one division operates in a market where the conditions are favourable in terms of high rates of return, while the other suffers excessive competition, the differences may cause one to look bad and the other good. This is a percentage measure and managers may try to manage the ratio by reducing the level of investment rather than increasing profits. For example, a profit of pound;10 over zero investment gives a performance level which is infinite. It is also more difficult to allow for the relative risks associated with the different divisions within the group when percentage returns are being compared. Considering all the above discussed factors it is not preferable using ROCE as a measure to assess divisional performance in Culharb plc. In order to use this concept at the divisional level, the division must exercise control not only over sales revenue and relevant associated costs but also over the level of investment made in this area of business. It is therefore much suited for self contained independent units within a large group of business. And in the given case Culharb plc the divisions though enjoy a significant amount of autonomy, they are not totally independent and the control is over access to funding. The group wishes to allocate funds to those divisions which will generate the best risk adjusted return over time. Residual Income as an indicator of divisional performance Residual Income (RI) is nothing but the operating profits that an organisation is able to generate above some minimum return value (preset rate) on its capital employed or assets. And it is calculated using the below mentioned formula: RI = Net Operating Income (Minimum Rate of Return on Investment x Operating Assets) where Net Operating Income is operating profit, Minimum Rate of Return on Investment is an organisation preset rate, which is the expected rate of return from the investment (Capital Employed) being made. Operating assets is the capital employed. When RI is used to evaluate divisional performance, the objective is to maximize the total amount of residual income, not to maximize the overall return on investment percentage figure. RI is preferred sometimes as a measure of performance because it encourages accepting investment opportunities that have rates of return greater than the charge for invested capital. Using RI, the organisation levies a charge in terms of interest on any funds utilised by the division. The level of interest applied depends on the risk associated with the division and investment; however it reduces the net profit of a division compared to its investment. Hence the remaining profit which is the residual income is the net contribution of the division towards the wealth of the organisation. The advantages of using residual income in assessing the performance of a division in Culharb plc., would be the fact that it considers the opportunity cost of tying up assets in the division. Secondly the rate of return could be modified according to the risk undertaken by the division. Next advantage is that various assets might be required to earn different returns depending on their risk. Finally the effect of maximizing income rather than a percentage leads to achievement of organisational goal. Considering the proposal from pumps division, the capital employed is zero as the division is not investing anything, but shelving a product to earn income. Applying ROCE here yields an infinite value which indicates an excellent performance rate for the division. Whereas this might be unfair when compared to the performance of forging division which could be performing equally well had it had to shun a product and generate income by selling the assets associated with the product (ROCE becomes infinite due to zero investment). Instead they are investing in a new project whose future returns looks promising enough. Thus, it is vitally important to use RI as a performance measure, where the parent organisation sets the benchmark to be achieved by both the divisions and then compares the value to evaluate their performance. Thus it would not be appropriate to set the same target RI for the segments that have different asset value. RI tends to increase over life of an asset. That is as the value of asset depreciates, the finance charge decreases. However, as long as a new investment generates profit at a rate above the companys cost of capital it will increase the total ri of the division. RI may vary from year to year or company to company. Balanced Scorecard approach at divisional level The balanced scorecard (BSC) is a strategic planning and performance management tool that is used extensively in the business industries worldwide to align their business activities to the vision and mission of the organization, improve internal and external communications, and monitor organizational performance against strategic goals. It is a concept for measuring the smaller-scale operational activities of a company and comparing it with the larger-scale objectives in terms of vision and strategy of the organization. BSC was designed to help organisations measure performance considering not only the financial and accounting ratios but also other aspects of performance evaluation. BSC has four perspectives, namely Learning and Growth Perspective Can we continue to improve and add value Internal Business Processes Perspective What must we achieve The Customer Perspective How do customers see us Financial Perspective What do shareholders feel about our value improvement Each of these perspectives is linked to one another. Achievement of one leads to the other. For an organisation to grow financially in the eyes of shareholders it has to satisfy its customers and keep them happy. This can be accomplished through defining a target to be achieved or competencies that the organisation needs to excel in. And this motivation comes from answering the question if the organisation is capable of continuing to learn and innovate, thus adding value to the organisation. Taking into consideration these perspectives as a whole ensures that the managerial decisions made are fair enough because it gives a balanced view of the organisations performance and not just the financial performance. Secondly it helps in differentiating and setting short and long term goals when you know what you want to achieve (customer and shareholder perspective) and how to get there (business and learning perspective). The divisions just need to focus on things to be done in order to sta y competitive in the market. This would be certainly a very good measure of performance as it would consider various aspects of performance measurement, especially in case of Culharb plc., which has different divisions whose operating market conditions as well as requirements are different. Visicon division is relatively new to the market when compared to the other divisions and is yet to establish itself as a major player. And assessing its performance based on financial measurement alone is unfair. The reason being the fact ,that it has made huge investments in RD and also have requested funds for training recruitment process, which tends to yield benefits in the future and not the present. So it will be appropriate if we could measure its performance based on other criterions as well i.e. the non-financial aspect. Unlike ROCE or any other financial performance metric BSC helps in measuring the performance of the divisions across various attributes and not just one. Performance of the divisions should be rega rded as a whole measure and not only. Based on the outcome of a particular divisions BSC, varying targets and strategies to accomplish the task could be set for that division. The way of defining the task and describing the strategy to achieve that could vary across divisions. Thus enabling Culharb plc., to assign different criterions to be met by each division in order to enhance their performance. These factors will largely be dependent on the organisations vision thus enabling Culharb plc., to realise its vision through improved divisional performance. Implementing BSC would result in increased financial output through greater customer satisfaction and motivated employees. Though its not a quick fix solution as it needs a considerable amount of time before it bears positive results, implementation of balanced scorecard approach as a measure of performance in Cuharb plc will be beneficial. Part B Is Economic Value Added a profit centric performance measurement tool? Economic Value Added (EVA) is a performance metric which lays emphasis on maximising shareholders wealth. One important observation to be made is that it is increasing shareholders wealth and not value. This reflects the notion that, for a business to be profitable in an economic sense, it must generate returns that exceed the required returns by the investors. EVA is the measure of the extent to which, if at all, the after tax operating profit of the business for a period, exceeds the required minimum profit, which in turn is based on the shareholders minimum required rate of return on their investment multiplied by the amount of that investment. Hence EVA is calculated using the below mentioned formula: As per the formula what could be understood is that in order to achieve higher EVA either NOPAT has to be increased or R reduced else efficiency of C needs to be increased. NOPAT can be enhanced by registering more profit through sales, R can be reduced by decreasing shareholders expected rate of interest maybe by raising funds through debt and efficiency in C can be obtained by smart investments in high yielding assets rather than low yielding ones. Initially a target can be set for EVA for a business as a whole or for individual units. These values can then be compared with the actual values or returns generated after the completion of the planning period. What EVA says is that to assess it with greater accuracy and detail some adjustments is necessary which otherwise would result in inconsistent measurement data. This is done due to the problems and limitations of conventional accounting measures. The amount of capital used is also subject to various adjustments including capitalising R D and operating leases. However these adjustments are matter of judgements. It all depends on the perception of the person who is evaluating the factors and variables for adjustments. A variable which might be important from one evaluators point of view might not be as significant for others. Right from the beginning what can be observed is that EVA is shareholder centric and gives negligible relevance to stakeholders. To drive the performance of any organisation using EVA would mean creating more wealth. This hardly emphasises on other value drivers such as stakeholder benefits which can be observed from the EVA formula where profit after tax is considered and not before tax signifying that its shareholder benefits (more wealth) which has more prominence. EVA signifies momentary swings in the capital market rather than performance. Not any other types of changes except economic changes are reflected in EVA, though the drivers might be relevant to performance. For example, a sudden downturn (eg. Credit crunch) in the market resulting in a varied product requirement might effect the sales of the company thus reducing the revenue and the overall profits generated. Though the organisation might have performed well till now, it will still result in a lower EVA value because of low operating profits and not being able to achieve the predetermined EVA target. So its until the organisation is generating more and more wealth it is creating economic value for its shareholders. In order to earn more profits the organisation might increase the capital employed, which is not an efficient way of creating wealth. Sometimes EVA might be blown out of proportion just to reflect a higher economic value whereas in reality it might be even lower than the risk free rate. Hence EVA can be considered to be a measure of monetary performance and not an overall way of assessing performance of an organisation. Bibliography Arnold ,G. (2007) Essentials of corporate financial management, Financial Times: Prentice Hall Broadbent, M. And Cullen, J. (2003) Managing Financial Resources, 3rd ed., Butterworth-Heinemann Cobbold, I. and Lawrie, G. (2002). Classification of Balanced Scorecards based on their effectiveness as strategic control or management control tools, Performance Measurement Association Davies and David B. (2005) Managing financial information, 2nd ed., Chartered Institute of Personnel and Development Gowthorpe, Catherine (2005) Business accounting and finance for non-specialists, 2nd ed., Thomson Learning. Kaplan R S and Norton D P (1996) Using the balanced scorecard as a strategic management system, Harvard Business Review Jan Feb pp75-85. McLaney, E. J. (2006) Business finance: theory and practice, 7th ed., Financial Times: Prentice Hall Ward, Keith (1996) Strategic management accounting: Using finance for strategic advantage, Kogan Page

Literary Analysis Of For Whom The Bell Tolls - 1760 Words

Section I A) I can connect to Robert Jordan’s hopelessness as he is stranded in Spain with my future. He has to worry about being caught by the Fascists and put to death, I relate to that by worrying if I will make something of my life. B) In For Whom the Bell Tolls’ chapters 1-10 I noticed that Hemingway utilized a literary device of sarcasm when writing Robert Jordans part. â€Å"So is the chest of a man like the chest of a bear,’ Robert Jordan said. ‘With the hide removed from the bear, there are many similarities in the muscles. (Ernest 44)† This adds a unique twist to the normal standard in Historical fiction of characters being boring and bland. C) Check the page after this one D) In the first ten chapters of â€Å"For Whom the Bell Tolls†Ã¢â‚¬ ¦show more content†¦Also, the development of Spanish civil war needed to be opened up in the beginning of the story. F) I imagine the people reading â€Å"For Whom the Bell Tolls† would be surprised by the realistic presentation of the Spanish Civil War. Due to a lack of documents about this war, people reading this story would be shocked by pretty much the first piece of literature about one deadly war that is overlooked quite a bit. Section II A) In the second section of â€Å"For Whom the Bell Tolls† I can connect Pablo’s nervousness to Henry Fleming in â€Å"The Red Badge of Courage.† They both have a nervousness about fighting and making it through the war. Even though Pablo already had fought he still has the same feelings as Henry Fleming did going into his first battle. B) While reading through this section I realized Ernest Hemingway utilized imagery to get his point across in multiple situations. â€Å"And when the flash came it was as though the whole world burst red and yellow before your eyes and two more bombs were in already. (Hemingway 212)† C) Check the page after this D) In the section 11-20, Hemingway elaborates upon the opening fielded in Section one. The group talks with a guard Joaquin who agreed that the planes were a bad sign. After they leave El Sordo’s Pilar needs to rest. She tells Maria to live her life, and that she was a jealous because she was an old ugly lady. While Robert and Maria are walking back, theyShow MoreRelatedThroughout his career, Ernest Hemmingway’s writing style has brought many questions from critics1500 Words   |  6 Pageswriting was simple and direct unlike other fellow writers. This made it easier for people to comprehend and it made connections to his ideas straightforward. In works such as Old Man and the Sea and For whom the Bell Tolls, Ernest Hemmingway uses his style of writing to convey his purpose and ideas of literary elements, such as plot, mood, character, symbolism, and theme, which can be analyzed with New Critical Theory and Iceberg Theory. 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Moving Prostitution Through The United States - 2100 Words

Moving Prostitution in the Right Direction in the United States Abstract: This paper explores the world’s oldest and most controversial occupation and puts forth a foundational plan for legalizing and regulating sex work in a safe way that satisfies both radical and liberal feminists ideals. To understand how prostitution has evolved to where it’s at today, this proposal travels through the history of prostitution in the United States (heavily focusing on the twentieth century.) Prostitutes were initially accepted and openly sought after. A shift in societal norms and values placed sex work in a heavy degradation. The regulation of prostitution in Nevada began in 1970 and resulted in the first licensed brothel in 1971. Fast forward nearly fifty years and prostitution is outlawed in 49 out of 50 states. Vast amounts of money are being spent annually in failed attempts to stop prostitution all together. Radical feminists are those who would identify as conservative. They are against prostitution on the belief that it victimizes and de grades women in poverty. Liberal feminists strongly agree that the government has no place in a women’s body and that the right to perform sex work is human right. This paper analyzes these different perspectives and incorporates a model that will resemble the current working regulation in Nevada. Stricter stipulations such as health requirements and the legal age should help influence radical feminist to expand their perspective and acceptance.Show MoreRelatedLegalization Of Prostitution : The United States From The Beginning Of English Settlements1542 Words   |  7 PagesProstitution has underlyingly lingered in the history of the United States from the beginning of English settlements. In the industrial times, five percent of the population of women working were prostitutes. During the migration to the West, prostitutes were the majority- if not the only women in boom towns. 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Critical Analysis of NMBA Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Critical Analysis Case study of NMBA. Answer: Topic Sentence: The AustralianNursing and Midwifery Council (ANMC) have initially adopted an idea of introducing a code of conduct for registerednursing and Midwifery professional practising in Australia. Elaboration: The concept behind the development of the code of conduct is to determine the capacity of the professional conduct within a set of regulations. The development of the code of conduct would be helpful for understanding the activity of thenursing professionals within regulations which eventually monitor and restrict unprofessional and unethical conduct regarding handling health care users. The primary objective of the Code of Professional Conduct for Nurses in Australia is to formulate a set of professional conduct for the nursing professionals within their professional domain. The healthcare users, regulatory and professional bodies can expect or assess the performance of thenursing professionals with the help of these guidelines or code of conduct. In the present discussion, a reflective essay has been outlined for the understanding of the professional conduct of the respondent in the case study in line with the Code of Professional Conduct for Nurses in Australia. The contextual cas e is the documentation of the tribunal conducted by Nursing and Midwifery professional standards committee NSW against a set of professional conduct by Heather Conyard within the health care premises. The objective of the reflective essay is to develop a scope of further research and new incorporations through the analysis of the professional conduct of Heather Conyard mentioned within the tribunal proceeding in line with the professional code of conduct. The below mentioned standards are the suitable code of conduct for the best outcome relative to the critical situation mentioned in the case study I am considering three nursing standards for conducting the critical analysis of professional conduct of Heather Conyyard within the health care premises regarding patient A. Therefore a comparative analysis could be done on that basis for the understanding of the nursing code of conduct mentioned in NMBA and for the development of the comprehensive idea about an unsatisfactory performance (Fisher M, 2017 ). Standard 1.6: According to registered nurses standard of practice, Standard 1.6 is applicable to maintain the standard practice of nurses with the health care premises for developing a research applicable for the treatment plan. According to the standard 1.6, a registered nurse needs to maintain a comprehensive, accurate and on time documentation of the vital signs of the patients for the development of the assessment and corresponding treatment plan (Terry et al. 2017). Standard 3.7: The nursing standard 3.7 has been mentioning the core competencies of a registered nurse. According to the Standard 3.7, a registered nurse has to encourage the best practises during the professional service period resulting from the best outcome for the treatment plan of the health care user. Therefore, a nurse has to be competent for the role in the health care system in accordance with all necessary code of conduct during a treatment procedure which would be helpful for developing the best treatment plan for the health care user (Brown et al. 2017). Standard 4.4: The nursing standard 4.4 has a crucial role in developing a nursing credential. The standard 4.4 elaborates the role of a registered nurse during a crisis period and ability to evaluate the importance of the situation. A nurse should assess the situation and available resources present in the health care premises for encountering the critical situation for further course of treatment as the best outcome for the health care user (Vogt T, 2015). Standard 5.5: A registered nurse has to perform according to a necessary code of conduct for coordinating necessary resources for evaluating the critical situation and construct an efficient planning for the implementation of the significant steps as the best outcome of the practice. Therefore the assessment of the situation would have a huge reflection on the future course of action depending upon the competency of the registered nurse (Terry et al. 2017). Standard 7.3: A registered nurse who has been handling a critical situation has been being competent with the necessary practices which would be helpful for developing a course of action applicable to the situation. Therefore, the nurse has to note and determine the necessary vital signs of the patient and communicates with the concerned person for further guidance (Terry et al. 2017). Evidence: The Nursing and Midwifery Council of NSW is the responsible body for assessing the professional conduct of registered nurses within the nursing code of conduct for establishing the professional conduct as unsatisfactory. The contextual case study is the documentation of the decision statement regarding an unsatisfactory conduct of Heather Conyyard within the healthcare premises. According to the case study, an 81 years old female patient has admitted to Glen Innes District hospital with various physical discomforts and various treatment attempts have failed to recover her. She died on 12th January 2012 under the supervision of Heather Conyyard who was the respondent for recording and conducting the professional duties within the protocol or nursing code of conduct. I am conducting a critical analysis of the professional conduct done by Heather Conyyard within the capacity in line with the nursing code of conduct for the understanding of the unsatisfactory conduct which would be helpf ul for reviving the patient A. The contextual case study, the patient, an 81 years old female patient admitted to the Glen Innes District Hospital with significant physical discomfort. The vital signs at that time were not critical and associated treatment plan has been advised by Dr Haron and waited for the further review. On 11th January, Heather Conyyard, a registered nurse was in charge of the shift. According to the case study, the respondent has done all necessary steps during the shift change procedure regarding the patient but there was a significant unsatisfactory professional conduct took place between 17.10 hours to 21.00 hours which results in an unfortunate demise of the patient in the following morning. Heather Conyyard failed to assess the situation completely between 17.10 hours to 21.00 hours and performed significantly critical mistakes contrary to the code of conduct.as a registered nursing professional, Heather Conyyard has to perform accurate and timely document ation as the reference of the further treatment plan which she failed to do (White and E. 2017). Example: The lack of documentation has been further resulting in an insignificant reviewing which misled the course of treatment. Heather Conyyard has to identify the appropriate course of nursing conduct complying with the critical situation for the best outcome for the patient. According to the case study, Heather Conyyard failed to identify the necessary course of conduct suitable for the best outcome of the patient as the vital signs of the patient showing no significant improvement and additional complains also has been mentioned (Fisher M, 2017 ). Therefore, the nursing practices performed for the patient was not complying with the code of conduct mentioned in NMBA and not in line with nursing standard 3.7. Therefore, it is a significant breach of the code of conduct which would a critical offence according to section 139B of the National Law. Furthermore, Heather Conyyard also breached the nursing standard 4.4 as she failed to assess the significance of the situation between 17.10 hour s to 21.00 hours resulting in a delay of the treatment (Brown et al. 2017). Hence an unsatisfactory performance regarding code of conduct takes place which is a clear violation of the section 139B. Standard 5.5 and 7.3 also have been violated during the treatment proceeding as the respondent failed to assess the resources during the critical situation and simultaneously failed to inform the concerned doctor or any substitute doctor. Therefore, the whole treatment has been delayed which resulting in the demise of the patient (Brown et al. 2017). From the above discussion it could be concluded that the competency of the nursing profession would be very crucial for assessing and handing a critical medical situation. NMBA has developed a significant code of conduct for the registered nursing professionals, which clearly identifies the role of the nurses during various critical conditions and liability towards the nursing ethics. Therefore the professional conduct of the nurses has been monitored and controlled by NMBA for the best outcome of the health care users. During the critical analysis of the unsatisfactory conduct of Heather Conyyard, I have noticed that as a registered nurse she has completely failed to perform in accordance with the standard code of conduct which is a clear breach of standard practice. Therefore, a violation of section 139B of national law has been observed in this case which identifies critical unsatisfactory professional conduct not performed for the best interest of the patient. Concluding sentence: Every registered nurse has to be competent about their responsibility and perform in accordance with the capacity of the code of conduct for the best interest of the patient. This critical analysis has clearly identified the areas of the standard code of conduct which has been violated during the course of treatment and a comparative study also has been done for the comprehensive analysis of the unprofessional conduct by Heather Conyyard. Therefore, critical areas have been identified which need to assess for further evaluation of necessary code of conduct during the various critical medical emergency. References: Brown, R.A. and Crookes, P.A., (2017). How do expert clinicians assess student nurses competency during workplace experience? A modified nominal group approach to devising a guidance package.Collegian,24(3), pp.219-225. Daly, J., Speedy, S., Jackson, D. (2017).Contexts of nursing: An introduction. Elsevier Health Sciences. Edmonds, L., Cashin, A., Heartfield, M. (2016). Comparison of Australian specialty nurse standards with registered nurse standards.International nursing review,63(2), 162-179. Fisher, M. (2017). Professional standards for nursing practice: How do they shape contemporary rehabilitation nursing practice?.Journal of the Australasian Rehabilitation Nurses Association,20(1), 4. Schneider, Z., Whitehead, D. (2013).Nursing and midwifery research: methods and appraisal for evidence-based practice. Elsevier Australia. Terry, K., Stirling, C., Bull, R., Fassett, D. (2017). An overview of the ways nurses understand and utilise the existing Australian Competency Standards for Registered Nurses.Collegian,24(2), 109-116. Vogt, T. (2015). Life after graduationProfessional issues and registration 101.Women and Birth,28, S6. White, E. (2017). Clinical supervision: Invisibility on the contemporary nursing and midwifery policy agenda.Journal of advanced nursing,73(6), 1251-1254.

The Toad Essay Example For Students

The Toad Essay Military Organizational StructureOrganization involves a intentional formalized structure of roles. People working together towards a common goal, but in specialized areas. The overall effectiveness of any particular association is directly proportional to the functioning of its members. As a firm increases in size the participants lose sight of the concept of teamwork. To maintain the competitive edge a corporation must remain flexible. To this end, varying styles of organizational structure have been implemented. Much of this framework is determined by the business type, goals to be achieved, and even the sociological level of advancement. Our armed forces today reflect this philosophy. We will write a custom essay on The Toad specifically for you for only $16.38 $13.9/page Order now Traditionally the military has used a rigid organizational structure. A well defined chain of command is used to delegate responsibilities, even to this day. Divisionalization structure was a common style to maintain a self-contained support and service center. As pointed out by Dessler, this style requires more managers with general management abilities (401). Most subordinates job is to follow instructions from the higher level (Adams 102). This behavior has been reinforced by a high level of discipline, required for battlefield operations. As technology has redefined combat operations, so has the organizational and management style changed. The military organization today is based upon a geographic departmentalization structure. A specific section is tasked to go into a special area first should the need arise. This metamorphosis is a requirement due to the reduced number of personnel and the need for quick worldwide responsiveness. These numbers alone are not sufficient for adequate results in reaction to many needed operations. To make up for the lack of qualified people, the reserve forces are part of the new reactionary force. In any contingency worldwide these assets may be called up with short notice for global engagement. National Guard personnel serve under the command authority of their respective state or territorial governors until mobilized for a federal mission. This unique status does involve some creative managerial solutions. As a National Guard member I have noticed a uncommon organizational structure utilized. In some ways my unit is organized as a network system. The network is comprised of formal and informal structures. Work has been divided among varies specialized shops centering around maintaining expertise in that one area. Other aspects of the unit show a matrix structure to be present. The fact I have more than one supervisor, as in a project and functional manager illustrate (Wheelen and Hunger 231). This is manifested by the emphasis that work is important not the formal structure surrounding it (Nohria and Eccles 193). A result of multitasking requirements and a limited amount of resources available to non-federal units. But overall, at least upon the surface a functional organizational structure is present. A boundaryless organizational design is an interesting concept. However not practical in the military work environment. In my shop alone there are individuals who need to know who is in charge, or they would be nonproductive. A formal, functional structure, or at least be able to work within one must be maintained. Being accustomed to this style makes the transition of working with our active duty counterparts much easier. Yet our informal network based, matrix style organization is focused upon completing the mission with all our resources, not solely upon described duty roles. The military organizational structure has evolved greatly in the last two decades for the better. And they will do better to incorporate successful National Guard techniques. Any established group that is planning to endure and succeed today must remain flexible. Works CitedAdams, J. L. Conceptual Blockbusting. San Francisco,: W. H. Freeman Co., 1974Dessler, G. Management: Leading people and organizations in the 21st century. Upper Saddle River, N J: Prentice Hall, 1998Nohria, Nitin and Robert G. Eccles. Networks and Organizations: Structure, Form, and Action. Boston: Harvard Business School Press, 1992. .ud11d6714a323a10e0ecc65838a8b734f , .ud11d6714a323a10e0ecc65838a8b734f .postImageUrl , .ud11d6714a323a10e0ecc65838a8b734f .centered-text-area { min-height: 80px; position: relative; } .ud11d6714a323a10e0ecc65838a8b734f , .ud11d6714a323a10e0ecc65838a8b734f:hover , .ud11d6714a323a10e0ecc65838a8b734f:visited , .ud11d6714a323a10e0ecc65838a8b734f:active { border:0!important; } .ud11d6714a323a10e0ecc65838a8b734f .clearfix:after { content: ""; display: table; clear: both; } .ud11d6714a323a10e0ecc65838a8b734f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud11d6714a323a10e0ecc65838a8b734f:active , .ud11d6714a323a10e0ecc65838a8b734f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud11d6714a323a10e0ecc65838a8b734f .centered-text-area { width: 100%; position: relative ; } .ud11d6714a323a10e0ecc65838a8b734f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud11d6714a323a10e0ecc65838a8b734f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud11d6714a323a10e0ecc65838a8b734f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud11d6714a323a10e0ecc65838a8b734f:hover .ctaButton { background-color: #34495E!important; } .ud11d6714a323a10e0ecc65838a8b734f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud11d6714a323a10e0ecc65838a8b734f .ud11d6714a323a10e0ecc65838a8b734f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud11d6714a323a10e0ecc65838a8b734f:after { content: ""; display: block; clear: both; } READ: Teen Suicide EssayWheelen, Thomas L. and David J. Hunger. Strategic Management: and Business Policy. 6th ed. New York: Addison-Wesley, 1998BibliographyWorks CitedAdams, J. L. Conceptual Blockbusting. San Francisco,: W. H. Freeman Co., 1974Dessler, G. Management: Leading people and organizations in the 21st century. Upper Saddle River, N J: Prentice Hall, 1998Nohria, Nitin and Robert G. Eccles. Networks and Organizations: Structure, Form, and Action. Boston: Harvard Business School Press, 1992. Wheelen, Thomas L. and David J. Hunger. Strategic Management: and Business Policy. 6th ed. New York: Addison-Wesley, 1998

Quick Facts About Americas Mount Rushmore

Quick Facts About America's Mount Rushmore Mount Rushmore is located in the Black Hills of Keystone,  South Dakota. The sculpture of four famous presidents - George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln - was carved into the granite rock face over many decades. According to the National Park Service, approximately 2.5 million people visit the monument each year.   Fast Facts: Mount Rushmore Location: Near Rapid City, South DakotaArtist: Gutzon Borglum. Died seven months before it was finished; completed by son Lincoln.Size: The presidents faces are 60 feet high.Material: Granite rock faceYear Started: 1927Year Completed: 1941Cost: $989,992.32Notable: The artist was tagged for the project because of his work on the Confederate Memorial Carving at Stone Mountain, Georgia, which he began. His work was removed and another artist finished it, however. Also in the national park is the Avenue of Flags, representing the 50 states, the District of Columbia, Guam, Puerto Rico, American Samoa, the Virgin Islands, and the Northern Mariana Islands.  In the summertime, the monument is also lit up at night. History of Mount Rushmore National Park   Gutzon Borglums model of Mt. Rushmore memorial, where you see the original plans. Library of Congresss Prints and Photographs Division/Public Domain/Wiki Commons   Mount Rushmore National Park was the brainchild of Doane Robinson, known as the â€Å"Father of Mount Rushmore.† His goal was to create an attraction that would draw people from all over the country to his state. Robinson contacted Gutzon Borglum, the sculptor who was working on the monument at Stone Mountain, Georgia. Borglum met with Robinson during 1924 and 1925. He was the one who identified Mount Rushmore as a perfect location for a grand monument. This was due to the cliffs height above the surrounding area; its composition of granite, which would be slow to erode; and the fact that it faced southeast, to take advantage of the rising sun each day. Robinson worked with John Boland, President Calvin Coolidge, Rep. William Williamson, and Sen. Peter Norbeck to gain support in Congress and the funding to proceed. Congress agreed to match up to $250,000 of funding for the project and created the Mount Rushmore National Memorial Commission. Work began, and by 1933 the Mount Rushmore project became part of the National Park Service. Borglum did not like having the NPS oversee the construction. However, he continued to work on the project until his death in 1941. The monument was deemed complete and ready for dedication on October 31, 1941. It eventually cost nearly $1 million. Why Each of the Four Presidents Was Chosen Tetra Images/Getty Images Borglum made the decision about which presidents to include on the mountain. According to the National Park Service, heres his reasoning: George Washington: He was the first president and represented the foundation of American democracy.Thomas Jefferson: With the Louisiana Purchase, he greatly expanded the nation. He was also the author of the hugely influential Declaration of Independence.  Theodore Roosevelt: He not only represented the industrial development of the nation but was also widely known for conservation efforts.  Abraham Lincoln: As the president during the U.S. Civil War, he represents the preservation of the nation above all costs.   Carving Done With Dynamite The powder monkey is holding dynamite and detonators.   Archive Photos/Getty Images With 450,000 tons of granite that needed to be removed, the sculptor found out early on that jackhammers were not going to take care of the job fast enough. He employed a munitions expert to insert charges of dynamite into drilled holes and blasted the rock off when the workers were off of the mountain. Eventually, 90 percent of the granite removed from the rock face was done with dynamite. Changes to the Design The unfinished hall of records behind Abraham Lincolns head, just as Gutzon Borglum left it. Rachel.Miller727/Creative Commons/Wiki Commons During production, the design went through nine changes. Entablature What appears isnt exactly how the sculpture was conceived by sculptor Borglum, who also had plans for wording to be etched into the rock face, called the Entablature. It was to contain a brief history of the United States, highlighting nine important events between 1776 and 1906, carved into an image of the Louisiana Purchase. Given issues over the wording and funding and the fact that people wouldnt be able to read it from a distance, that idea was scrapped. Hall of Records Another plan was to have a Hall of Records in a room behind Lincolns head that would be accessed by the public via a staircase from the base of the mountain. On display would be important documents in a room decorated with mosaics. It too was discontinued, in 1939, due to lack of funding. Congress told the artist to concentrate on the faces and just get it done. A tunnel is what remains. It does house some porcelain panels giving the background about the building of the monument, the artist, and the presidents, but its inaccessible to visitors due to the lack of a staircase. More Than Heads Mock-ups of the design include the four presidents from the waist up. Funding was ever an issue, and the directive was to just stick with the four faces. Jefferson Moved Over Thomas Jefferson was originally on the other side of George Washington. Carmen Martinez Torron/Getty Images Thomas Jefferson was originally started on George Washingtons right, and carving of Jeffersons face began in 1931. However, the granite there was full of quartz. Workers kept blasting off the quartz, but after 18 months they realized that the location was just not working. His face was dynamited off and carved on the other side. Carving Stone carvers on scaffolding and hoists carve the face of Thomas Jefferson into Mount Rushmore. George Rinhart/Getty Images Workers hung from a 3/8-inch steel cable in bosuns chairs as they worked with jackhammers, drills, and chisels and carried dynamite. To their credit, no one died during Mount Rushmores construction - or the mountains destruction, as the case may be. A crew of four hundred worked on the sculpture. Facts About Borglum American Sculptor Gutzon Borglum. George Rinhart/Getty Images Art Background Gutzon Borglum studied in Paris and became friends with Auguste Rodin, who heavily influenced the young artist.  Borglum was the first American sculptor to have his work purchased by the Metropolitan Museum of Art in New York City.   Stone Mountain Although Borglum had begun the sculpture on Stone Mountain, Georgia, he never finished it. He left on bad terms, and his work was cleared away from the mountain face. Another sculptor, Augustus Lukeman, was called in to finish the work.   Tempestuous Boss Borglum  was often away during the sculpting of Mount Rushmore. While it was being completed, he also made a sculpture of Thomas Paine for Paris and Woodrow Wilson for Poland. His son supervised the work on the mountain during his absence.   When he was on site, he was known for his mood swings and was continuously firing and rehiring people. His energy for the project and persistence, through many years of trials and issues with funding, eventually led to the projects completion. Unfortunately, he died seven months before it was done. His son completed it. Origin of the Mountain Name The mountain took its name - incredibly - from a New York attorney there on business who asked the name of the location in 1884 or 1885. A local man with the group looking at the mountain informed him that it didnt have a name but said, We will name it now, and name it Rushmore Peak, according to a letter from Charles Rushmore, the lawyer who was in the area for a client researching a mine.

Electro-Mechanical Control Systems Assignment Example | Topics and Well Written Essays - 1250 words

Electro-Mechanical Control Systems - Assignment Example Top-down approach in problem solving is used to solve the problems in different stages and sections. Thus, it is rather easier to solve the smaller problems rather than solving a big problem. It is rapid process of solving the problems. Rather than decreasing the viability of the solution, it enhances the reusability of the solutions and provides solution for various other problems regarding the problems or encircling the major given or discussed problem. Makes larger problems into smaller parts that can easily be solved and remain more manageable. Makes it easier to evaluate the sources of problem and correct the problem from source. In general, top-down approach splits the problems in smaller sections and parts that make the problems easier to solve and more manageable in every manner. The quality of the results remains much better as compared to that presented by other problem solving approaches. At the end, the individual results are combined to solve the problem on a scale (Math ieu, 2002). Ball Screw is a liner actuator that converts rotational motion of a moor or a rotating shaft into linear displacement. It presents very little resistance due to the ball bearing mechanism for the linear displacement of the screw. The assemble with the ball bearings act as the nut of the device while the rotating shaft or the threaded shaft acts as the screw of the device. When the nut assembly moves with respect to the rotating shaft, the balls move inside the nut assembly. There is no direct physical contact between the nut and screw. Ball bearings support and hold both the nut and screw assembled together. The whole mechanism makes the Ball screw to present lowest tolerance and highly precision at every stage. The shaft of the ball screw or the rotating shaft holds the ball bearings and presents helical raceway for the ball bearings. In this manner, the ball screws are able to with stand heavy loads