Describe the Various Forms of Structural Design Used for Multi Storey Buildings and Evaluate the Benefits and Shortcomings of Each Essays Essay Example

Describe the Various Forms of Structural Design Used for Multi Storey Buildings and Evaluate the Benefits and Shortcomings of Each Essays Essay MULTI-STOREY BUILDINGS CONTENTS page 3: page 4: page 5: page 6: page 7: page 8: page 9: page 10: ASTRON Multi-Storey buildings Tailor-made buildings Steel structure Intermediate floor system Double skin roof (DSR) Alternative roof systems Wall systems Reference buildings 2 ASTRON MULTI-STOREY BUILDINGS BUILDINGS FOR INDIVIDUAL REQUIREMENTS ADVANTAGES: †¢ Turnkey solutions by authorized Builders †¢ Fast completion †¢ Wide free spans without the interference of internal columns †¢ Easy extensions †¢ Certified according to ISO 9001: 2000 ASTRON THE EUROPEAN MARKET LEADER †¢ More than 40 years of experience in steel buildings for industry, commerce and trade †¢ a track record of more than 30 million m2 of constructed buildings †¢ A production output of 70 average-sized buildings per week from two European plants †¢ Specific solutions for industry, commerce and trade, logistics, sports and leisure. DISTRIBUTION BY AUTHORIZED BUILDERS ASTRON buildings are marketed via a Europe-wide network of more than 300 regional building experts. These competent professionals offer creative building solutions while providing a permanent local service, thus ensuring a direct contact between customer, architect and Builder. ASTRON Builders are experts in local standards and codes and will gladly show you reference buildings in your vicinity. 3 TAILOR MADE BUILDINGS The ASTRON Multi-Storey system is geared towards individual design solutions. Most technical requirements, as well as wishes regarding aesthetical and functional aspects, can be accommodated. Large internal volumes without the interference of internal columns allow maximum freedom to plan inside layouts. ADVANTAGES: †¢ †¢ †¢ †¢ Wide free spans Great flexibility regarding the inside layouts Reduced overall building height Rapid erection No disturbing floor beams ASTRON-MULTI-STOREY BUILDINGS: The system combines, in a most ideal way, the flexibility of steel with the solidity of concrete. A special feature of the ASTRON Multi-Storey system can be found in the innovative INODEK floor system. Since its steel beams are integrated into the floor system, the overall height of the building can be considerably reduced. Different roof and wall systems are available, allowing for individual preferences and adaptation to local building requirements. We will write a custom essay sample on Describe the Various Forms of Structural Design Used for Multi Storey Buildings and Evaluate the Benefits and Shortcomings of Each Essays specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Describe the Various Forms of Structural Design Used for Multi Storey Buildings and Evaluate the Benefits and Shortcomings of Each Essays specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Describe the Various Forms of Structural Design Used for Multi Storey Buildings and Evaluate the Benefits and Shortcomings of Each Essays specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Dividing walls can be constructed either in masonry or by using prefabricated elements. Thanks to the combination of functionality and aesthetics, ASTRON Multi-Storey buildings are perfectly suited for commercial, trade and industry premises as well as for offices or administration buildings. The ASTRON Multi-Storey system is also an intelligent solution for car parks and similar structures. THE DELIVERY INCLUDES: ASTRON Multi-Storey buildings basically include: †¢ The steel structure †¢ The floor system †¢ Different roof systems †¢ Various wall systems 4 STEEL STRUCTURE The structure consists of columns, beams and stabilization elements. Beams and columns are made of hot-rolled or welded profiles, purlins and rails from coldformed, galvanized profiles . STEEL STRUCTURE: Columns are fixed to the foundations by anchor bolts embedded in the concrete. Construction elements are connected to each other with galvanized, high-tensile steel bolts. Steel quality is according to EN 10025 (corresponding to S 355 and S 235 respectively). All welded and hot-rolled construction elements are shot-blasted according to SA 2. and have an 80  µ anti-corrosion coating in either red, blue or grey. Optionally, elements can be supplied hot-dip galvanized. ADVANTAGES: †¢ †¢ †¢ †¢ Few columns, thus wide free floor spaces Low building height due to integrated beams Wide free spans Quick and simple erection thanks to bolted connections INODEK FLOOR BEAMS: The floor elements are laid on INODEK beams connected to the columns by buttplates. S TABILIZING ELEMENTS: The diaphragm effect of the floor elements as well as the wind bracing in the roof ensure the horizontal stability of the building. Depending largely on the arrangement of the facade, but also on the building use, vertical stability is provided by additional elements, combined under specific conditions; these may be: †¢ rod bracing (the basic option, low cost and highly effective) †¢ a stabilization frame, which allows greater flexibility in the installation of doors and windows †¢ concrete walls or concrete cores such as lift wells or staircases 5 INTERMEDIATE FLOORS The INODEK intermediate floor system consists of pre-stressed hollow-core concrete elements which rest on the lower flanges of non-symetrical beams. ADVANTAGES: Factory produced, high quality elements of steel and concrete †¢ Quick erection due to dry construction, almost independent from weather conditions †¢ Reduced overall building height due to integrated floor beams (INODEK) †¢ Easier and lower- cost installation of heating and ventilation systems †¢ Free spans up to 13 m INODEK-BEAM: Integrated steel beams wi th a wider, non-symetrical lower flange, on which the hollow-core concrete elements are laid, are used as floor beams. Steel quality according to EN 10025, corresponding to S 355. Fire protection is easily achieved, at lower cost, by protecting only the lower flange of the floor beams. HOLLOW-CORE ELEMENTS: Floor decking is made-to-measure and offers a smooth underside finish. †¢ Concrete quality: C 55 according to EN †¢ Thickness : 20, 27, 32 or 40 cm †¢ Width: 1. 20 m (cut-to-length on demand) †¢ Spans: up to 13 m †¢ Fire resistance: 30 120 min. Openings for staircases and lift wells, or for technical installations, (heating/ventilation/electrical ducting, etc) can be planned on request and madeto-measure. INSTALLATION: Precast hollow-core elements are installed directly from the truck without intermediate storage. The elements are placed on the lower flange of the INODEK beams by means of a special lifting equipment. The diaphragm action of the concrete slab is assured by installing a peripheral tie beam: either by reinforcement bars that are laid into the factory prepared channels or by steel beams. 6 DOUBLE SKIN ROOF SYSTEM The double skin roof consists of two steel panels; the lower is fixed directly to the roof purlins with omega spacers and ASTROTHERM insulation installed below the outer panel. DOUBLE SKIN ROOF SYSTEM: The double skin roof employs a PR roof panel (trapezoidal panel) as the inner skin plus a standing seam CF panel as the exterior skin. The PR (or alternatively, a PS roof panel) is always used as the interior skin. The easy installation of these panels allows the building to be made weather-tight quickly and thus speeds up the interior finishing and occupancy . ADVANTAGES: †¢ †¢ †¢ †¢ †¢ †¢ Fulfills highest energy saving requirements Low heating costs Excellent acoustical performance Good fire rating Quick and easy erection Early start to the interior finishing of the building †¢ Large range of accessories TECHNICAL DETAILS: Cold-rolled Z-profile purlins are bolted to the rafters on a 1. 5m spacing. To these are fixed the inner skin and Omega spacers. The height of the Omega spacers depends on the thickness of the ASTROTHERM insulation to be installed (nominal thicknesses: 100, 120, 200 mm). The inner steel panel serves as a vapour barrier, allowing the use of an insulation without facing and achieving a fire classification of A2. A continuous rail is fixed to the Omega spacers over which the exterior skin of the roof is installed. Using ASTROTHERM insulation with nominal thickness of 200 mm, an Um value of 0. 20 W/(m2 ·K) can be achieved. 7 OTHER ROOF SYSTEMS According to building plans and regulatory and/or other requirerments, alternative roof systems can be employed. ADVANTAGES: †¢ †¢ †¢ †¢ †¢ †¢ Attractive aesthetics of a standing seam roof Hidden fasteners; fixed from the inside No piercing of the roof skin Extremely long lasting Optimum weather-tightness Free thermal expansion/contraction of the roof CF ROOF SYSTEM: The CF profile is a standing seam roof panel that can also be employed as the exterior skin of a double skin roof. A clip, integrated into the standing seam longitudinal connection, is fixed to the omega rail and the roof panels without any piercing of the roof skin. This standing seam connection, which includes a factory-installed butyl sealant, ensures an excellent fit and weather-tightness. The clips are designed to compensate for any eventual thermal expansion/contraction of the panels. ADVANTAGES: †¢ †¢ †¢ †¢ †¢ Low peak height Simple and low cost parapet Can be used for complex roof shapes Simple and economical rainwater drainage High degree of thermal insulation (depending on the specification of the built-up roof system) MULTITEC-ROOF SYSTEM: The MULTITEC roof system is based on coldformed, colour-coated or galvanized ribbed steel panels. It is designed for a built-up roof and is therefore particularly suited for low slope roofs (flat roofs) and for roofs with simple, low cost parapets. The degree of thermal insulation depends on the type of built-up roof. The panels of the MULTITEC system are fixed to the purlins by means of self-drilling steel screws and are also secured to one another longitudinally. The Z-profile purlins are fixed to the structure on a 1. 5 m spacing. 8 WALL SYSTEMS Various possibilities for the design of the facade can be employed, such as lightweight concrete elements or various ASTRON steel panels. All can be combined together as well as with traditional materials such as stone, wood or glass. LIGHTWEIGHT CONCRETE ELEMENTS: Those lightweight, insulated facade elements include factory installed fixation bolts which are directly welded to the substructure without intermediate frames. The exterior side of the lightweight concrete elements is covered with a water-repellent, breathing plaster layer, while the inner side can be provided with either a porous pumice structure that guarantees a good acoustic performance, or with a smooth plaster finish, comparable to an usual interior wall. ADVANTAGES: †¢ †¢ †¢ †¢ †¢ Flexible architectural layout Facade elements with large dimensions Excellent acoustic and thermal insulation Fast erection without intermediate structure Fire rating F 90 STEEL WALL SYSTEMS: ASTRON offers a large range of attractive, economic and high-quality wall systems made of steel. Single and double skin systems are available as well as sandwich or cassette wall systems. ASTROTHERM insulation and a range of compatible accessories round off the supply. Additionally, other wall systems or traditional building materials can be employed. ADVANTAGES: †¢ †¢ †¢ †¢ †¢ Individual design Various shapes, colours and layouts High quality coatings Simple erection Combination with other building materials 9 REFERENCE BUILDINGS Office and informatic supplier, Luxembourg Aviation subcontractor, France Cold storage, France Pharmaceutical industry, France Delicatessen, Luxembourg 10 Pharmaceutical storage, Switzerland Retail, Luxembourg Hydraulic technology, Poland Fire brigade, Luxembourg Administration and restaurant, Spain Clothing manufacturer, France Sales Training Center, Germany 11 A member of the Lindab Group 2006 Printed in december 2005 ASTRON BUILDINGS S. A. Route d’Ettelbruck P. O. Box 152 L-9202 Diekirch, Luxembourg Tel. : +352 80291-1 Fax: +352 803466 [emailprotected] biz www. astron. biz ASTRON Buildings c/o Lindab Building Systems Evans Business Centre Mitchelston Industrial Estate Mitchelston Drive Kirkcaldy, Fife Scotland, KY1 3UF Tel. : +44 (0)1592 652300 Fax: +44 (0)1592 653135 info. [emailprotected] biz www. astron. biz ASTRON ®, ASTRONET ®, CYPRION ® and REFATEX ® are registered trade marks of ASTRON BUILDINGS.  © Copyright 2004-2005, ASTRON BUILDINGS. ASTRON plant in Diekirch (Luxembourg): 28,000 m2 Your local ASTRON-Builder: This brochure is not a contractual document. The technical information contained herein is to be considered indicative only and may be subject to change. Under no circumstances should it be considered to engage ASTRON BUILDINGS, in contractual responsibility. In case of contradiction, the current ASTRON specifications prevail. MSB 600-08 01/06 02 3. 8

Much Ado About Nothing Coursework

Much Ado About Nothing Coursework Much Ado About Nothing Coursework Much Ado About Nothing Coursework Much Ado About Nothing is the comedy written by the genius of writing, William Shakespeare. The comedy presents Claudio and Hero, a pair of lovers, who are going to married in one week. Nevertheless, their wedding is planned to be sabotaged. Writing Much Ado About Nothing coursework, you need to decide on the specific topic and explore is thoroughly. Below are several themes of the comedy you may want to explore. In addition, down this page you will the links to the reliable sources of information on the comedy. Moreover, there is a short excerpt from the custom written Much Ado About Nothing coursework. Finally, you may rely on our professional coursework writers and get a customized help with writing. In other words, you may request our writers for professional individual assistance with Much Ado About Nothing coursework writing. Much Ado About Nothing Topic Ideas Opposite Sex Infidelity Deception Trust/Distrust Much Ado About Nothing CourseworkExcerpt If the tale of Hero and the slanderous tongues is structurally the backbone of Much Ado About Nothing, it is none the less clear that it is far from exhausting the dramatic interest of the play. Side by side with the tragicomic theme arranged to trap your emotions, there is also a theme of pure comedy lying in wait for your laughter in the paradox of the relations between Hero's cousin Beatrice and Claudio's friend Benedick. In the working out of the action Beatrice and Benedick come to figure even more largely than Claudio and Hero themselves; and from their names, it may be noted, the play seems at an early date to have derived an alternative title. Beatrice and Benedick are jesters at love, caught in the net of love and condemned in the face of all men's mockery to betray themselves as the inconceivably ready victims of the divinity, whose colours they have flouted and whose reasonable service they have forsworn. Such are the chosen sport of the comic spirit, whose virtue it alway s is, through the garlands of laughter with which it bedecks the surface of life, to lay its finger upon the follies and absurdities of those who hold themselves aloof from the natural and wholesome laws which lie at the foundations of life. Shakespeare had handled the theme before, when he drew in Love's Labour's Lost the picture of the Eveless Eden of Navarre, whose flaming bulwarks fell at the first flutter of a troop of approaching petticoats. Berowne and Rosaline are but faint sketches beside Benedick and Beatrice. Shakespeare came to Much Ado About Nothing, which some believe to be Love's Labour's Won, with a far finer sense for the delicious entanglements of intrigue, and a ripened humour which makes the eaves-dropping scenes in Leonato's orchard a joy for ever. This one may maintain, and yet be willing to admit that the wit-combats of the protagonists sometimes leave one aghast at the Elizabethan notion of repartee, and inspire a firm conviction that no element in human cult ure is quite so fleeting in its transformations as the sense of what is funny in the give and take of dialogue. Benedick entreats Beatrice to remain obdurate in her desire never to hear a man swear he loves her, since 'so some gentleman or other shall 'scape a predestinate scratched face'; and the lady retorts, 'Scratching could not make it worse, and 't were such a face as yours were.' With such subtle quart and tierce of mind did they cross the dialectic foils in Messina If you found this post useful, you may proceed to read anotherreligious coursework: Read also: English Literature Coursework Drama Coursework Help AS Biology Coursework Write a College Term Paper Student Essay Help

WIA, Education, technical personel regulations Research Paper

WIA, Education, technical personel regulations - Research Paper Example Employees should, therefore, be retrained and encouraged to take up training geared toward their career advancements and the country’s economic stability. Employee retraining shifts the focus from the business to the development of the employee and addresses issues of low skilled workers and the demand for more labour in a particular industry. Employee retraining addresses the need for matching employee skills with technological advancements and industry needs. Employee retraining in America has been the sole responsibility of the federal government for over a century. However the rapid growth of the economy at the turn of the 21st century made it necessary for employers to come up with programmes that would not only help them retain their workforce but also equip them to cope in the changing business world. The Workforce Investment Act was introduced in 1998 and led to the creation of Workforce Investments Boards that focused on the development of workers across America (Perkins, 1998). The Workforce Investments Act of 1998 was put in place of the Job Training Partnership Act and was instituted to encourage the participation of businesses in the delivery of Workforce Development Services. The requirements of the act were to be driven by Workforce Investment Boards, which were chaired by the local community or members from the private sector. Work force Development was then divided into sector based and place based. It was further categorized into statewide and local workforce investments systems, job corps and national programs. Other acts also demand that employers train their employees on various areas to cover those protected by regulations like the Tittle VII of the Civil Rights Act on race, color, nationality, and religion. Employers are further forced to invest in employee retraining through federal laws that stipulate that the employee get a given number of hours of training in some industries. In the aviation industry for

HRM(see below my topic) Essay Example | Topics and Well Written Essays - 1500 words

HRM(see below my topic) - Essay Example The size of the labor market, the image of a company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner in which job aspirants are likely to respond to the recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants for selection. (i) Transfer. It involves the shifting of an employee from one job to a one department to another or from one shift to another. Transfer is a good source of filling vacancies with employees from overstaffed departments or shifts. at the time of transfer, it should be ensured that the employee to be transferred to another .job is capable of performing it. In fact, transfer does not involve any drastic change in the responsibilities, pay and status of the employee. Transfers or job rotations are also used for training of employees in learning different jobs. (ii) Promotion. It leads to shifting an employee to a higher position, carrying higher responsibilities, facilities, status and pay. Many companies follow the practice of filling higher jobs by promoting employees who are considered fit for such positions. Filling vacancies in higher jobs from within the organization has the benefit of motivating the existing employees. It has a great psychological impact over the employees because a promotion at the higher level may lead to a chain of promotions at lower levels in the organization(Rao, 2005, p-148) Why should Internal Sources be used Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits (Braver, 1998, p15-16): Employees are motivated to improve their performance. Morale of the employees is increased. Industrial peace prevails in the enterprise because of promotional avenues. Filling of jobs internally is cheaper as compared to getting candidates from external sources. A promotion at a higher level may lead to a chain of promotions at lower levels in the organization. This motivates the employees to improve their performance through learning and practice. Transfer or job rotation is a tool of training the employees to

Whether the assumption that Stokes made would affect the Article

Whether the assumption that Stokes made would affect the Incompressible fluid equations - Article Example This volume is known as the control volume. The equation is applied on a number of fluids. These are the Compressible Newtonian fluids, incompressible Newtonian fluids and Non-Newtonian fluids (Gresho 414). These equations are the benchmark for viscous fluids and are derived by relating the Law of Motion by Newton to a fluid. It is important to note the aspects of the Compressible, Incompressible, and Non-Newtonian fluids. The definition of compressibility is important in understanding what compressible fluids are. Compressibility refers to the decline in volume of the fluid because of outside forces exerted on it. It is imperative to note that, there are three basic assumptions that guide the application of these derivative functions to a number of fluids. The derivative function is shown below Application of the above assumptions will lead to a generic equation that has a number of elements. Important elements to note are two distinct proportionality constants that categorically denote that stress is determined linearly by stress rates. These constants are viscosity and the second coefficient of viscosity. The value of the second coefficient of viscosity generates a viscous stimulus that leads to volume change. However, the value is hard to ascertain in compressible fluids and is habitually negligible. It is stipulated that almost all fluids can be compressible to a certain extent. That is, variations in temperature and/or pressure will lead to variations in density. The influence of outside pressure will force a compressible fluid to diminish its volume. In this regard, the numerical extent of compressibility is denoted as the relative variation in volume of the fluid due to change in pressure. Gases are greatly compressible as opposed to fluids. There are two types of c ompressibility. Adiabatic compressibility refers to

Creativity and Innovation Management in Restaurant

Creativity and Innovation Management in Restaurant SUKHRAJ SINGH CREATIVE AND INNOVATION MANAGEMENT In this document I am going to discuss about the Sousa restaurant that located in the Auckland in CBD. This document is the further part of previous recommendation for innovation in Sousa. Mainly in this document discuss the innovation plan for Sousa. As well as focus on the how to increase the motivation of staff and stakeholder returns. Also talk about the key barriers and how to implement the new creative and innovation idea on the Sousa organization. Determine study on the key goals of Sousa and practice of reward management and performance of curve. Create a plan strategy to control the overcome barriers and how to evaluate the company overcoming barriers. KEY BARRIES TO INNOVATION AT SOUSA We all know that every company faces lot of barriers even if it is new entrant or an old company. Every company tries to develop new inventions and new ideas. When some new ideas implement on company system someone handle easily but some company face lot of barriers. RESOURCE BARRIERS Resource barriers are barriers which related to resource required for efficiently running business. For example: Finances, Human Resources, Technology. Sousa is traditional restaurant but it has some resource barriers which should be taken care for successful running of business. HR- Human resources at Sousa are working since its existence. But all of them lack skills that are trained and equipped with latest requirements of the market. Technology- Sousa is using traditional ways of working. Use of traditional cash register and order booking on memo pad are example of lack of latest technology. Leadership- Sousa has a traditional ownership and none of the past owners and future owners (sons of owner) have leadership skills or experience. Leadership generally directs the future of an organization. So, without skilled leadership, Sousa will experience hard times for innovation. Tools and processes- just looking for innovation and asking employees to do innovative way is not a solution of creating innovation in organization. However, without tools and processes employees find it difficult to generate new ideas. Overcoming the barriers While there are some barriers to innovation in Sousa, there must be some things to overcome these barriers. While overcoming these barriers to innovation; always dig deep to get better solutions to overcome barriers. Organizational culture and innovation Success of organization is so much depends on the culture of organization. Sousa has a very traditional culture of working without many efforts to do something new. Culture of organization impacts the employee’s performance, the interest of investors and suppliers behaviors towards organization. Alignment of the goals plans of organization with organizational culture is necessary. While, Sousa will need a big route level change to implement innovation in organization, culture change is necessary. Awareness of culture is necessary. At the moment, most of the employees are just working for day to day works without any future aspects worries about organizations future. They feel safe and secure with long term relations to Sousa, so making them feeling of new needs is necessary while providing them tools to enhance their interest and skills for innovation. Tools of creating culture of innovation: Increase passion- talk with employees, involve them in organization strategy, ask for solutions, and attach them to a mission of big organizational change and survival + growth of organization. Rewards – rewards and recognition culture should be aligned to involvement in organizational planning and implementation to new ideas. Each employee that comes up with some genuine ideas should be praised or provided some monetary rewards. Give confidence to employees- give confidence to employees to take decision to their own. Most of the employees take it difficult to decide on small issues by their own. Going to boss for every little decision decrease self confidence of employees. So, employees should be given confidence to take decisions which will enhance their ability and confidence for getting solutions to problems. Fail forward- give confidence to people who give ideas that ultimately results in failure when implemented. The main thing is to fail early and try something new, this will make it sure that time and resources are utilized properly. Think little- small organizations like Sousa thinks that they are not big enough to penetrate with new innovations. This mindset shouldn’t be encouraged in Sousa. Each large business started small some day in history. ATTITUDES In a practiced place of work location, bad attitude be able to influence everybody and reason clash with employees. In a number of cases attitude harms are capable to be unseen by the majority of workers and a creative employee through a small attitude difficulty is not a disruption. A boss needs to study how to identify increasing attitude problems inside the place of work to stop them as of suitable a disruption. Everyone face attitude in every place where they go like local area and where they work. In sample words attitudes are the way of thinking towards the person our work. This is also relating to the workplace and outside area. Mainly attitudes has three different components these are as Cognitive – it’s mean what we think, other one is Belief, Affective: the way how to dealing with feeling or emotions, Co native- this show that what action we will take towards something. According to the case study attitudes is the one of main barrier for Sousa, because Sousa used old methods of food making they can’t used new technology equipment so it’s hard to Sousa employee to used new food making equipment like new BBQ chambers. They fellows also do not know how they take order with new ipad and how the show the new deals to customer on ipad. Sousa management should provide proper training to front staff how they used this things. Otherwise this put negative attitudes on customers and become barrier for Sousa. Management know that if they can invest lot money on new food making machines but they cannot trained our employees it’s become big barrier towards the Sousa marketing. Sousa management try to fined the sample and easy way to how they trained our staff and staff should learn new skills and delivery service. REWARD MANAGEMENT Reward means that thing given to employee because of his contribution to company. Most of company gives rewards in incentives and some company give employee of month and some give like pay increments. Few companies design reward system regular with organizational goals, visions, missions and job performances. In other words reward systems define that total return given by an employer to a company staff. Simply reward management main motivate is to give motivation to our employees. According to Sousa case study they need to make a perfect reward management because Sousa implements lot of new things in our store. Sousa has 14 restaurant employees and 2 duty managers. Sousa management makes new reward policy when company any employee helps Sousa to achieve goal a reward often follow, but one thing management keep in mind because some time one employee feel jealous to other employee like cast, color and some other reason like harassment. When these type of happen seen in company and workplace area it also put bad impact on the employee work ability. PERFORMANCE OF CURVE The change curve model is originated in 1969 by Elisabeth Kubler-Ross to reveal the performance of people while they come to identify that they have sickness. These years this model is new to each challenge and emergency at what time an organization change their offered strategies or method of job. Likewise as among all models opinion, it has difficulty and debaters, on the other hand, it is a good equipment to use to understand anywhere individuals are in their tour during change. Thus this sympathetic can help director adapt approach and doing well communication to people organization the change, selection them through the move about effectively. Sousa restaurant follow the old traditional way to food making and order taking. But if they can want change in our restaurant then they can try to some changes in staff area like hire new employees those are well experience in food making area, they also know how they can used the new food making machines like they can know what food need how much time and how much temperature because every dish making style is different. Nowadays in Auckland there are lot new people arrive like Indian, Japanese, and European. FIRST STAGE Sometimes any change set up to people in early stages people get shocked and mostly someone are probably they just say straight way disagree to adopt this change. Sousa employee should be shocked when the owner represents the new plan like hire new employees and new technologies machines. SECOND STAGE Anger- is the next stage. The scapegoat, inside the structure of the business, group or exacting person, is often practical. Focus the fault through an individual or one item will let am additional room of the denial by generous one more importance for the doubts since fine anxieties the potential shock can be produce. THIRD STAGE Retaining the exacting commitment to working of individuals, facilitating these people from the change curve, it will eventually grow to be obvious how the change will be here to keep. It is not any fashion and also large changes into their day-to-day lives could possibly be ought to take place. At this stage, folks will frequently try to skimp on a good end result to the change. Communication plan for implementing innovation in Sousa Stakeholder: Stakeholders are someone who have any type of interest in the business activities of organization. Stakeholders of organization I am going to discuss the most important stakeholder of Sousa, that are customers. Customers in Sousa are long term customers and were very loyal till times, but due to introduction of new restaurants in Auckland and change in customer mindset forced them to change to other restaurants which results in falling sales for Sousa. Communication plan for stakeholders: Customers adapt new thing very quickly these days. They get bored very quickly and always look for something new that is convenient to use and interesting. So, communication of innovation in Sousa to customers is necessary. Strategic communication plan This is a planned strategy that is analytical to get par the challenges of getting innovation in Sousa. Communication plan pre requirements: Analysis of stakeholders analyse the customers and their needs for communication. Channel assessment which should be the best channel of communication. For example, advertisement is one of the ways to communicate to customers. Development of communication plan: Time of communication innovation should be communicated while implementation is in process and when it is fully implemented. So, communication with customers should be regular. Required changes in customer behaviour customers should be positively adapting innovation in Sousa. This should result in most customer visits and sales. Message of occasion message should be clear to customer. They must get that which innovation ideas are implemented and what is new in Sousa. Channels of communication best channel of communication to customers are one to one talks within the restaurant. Apart from that, social media and posters should be also used.

Digestive Process :: essays research papers

Digestive Process Digestive Process It is in the mouth, that the Thanksgiving feast begins its journey through the fabulous digestive system. It is here that the lips, cheeks and tongue, carefully position the food that the teeth will chew. This chewing process breaks up the food, this being a part of mechanical digestion. While the teeth grind up the turkey and tasty stuffings, the salivary glands begin emitting enzymes, these enzymes being contained in saliva. This saliva helps to dissolve some foods, and adds mucus to make the food's passage through the digestive system a little more "speedy". The saliva also attacks dangerous microorganisms which enter the mouth. Saliva also contains an enzyme which helps to break down carbohydrates into sugars. As the food is being ground and coated with saliva, it's passed over the taste buds, which in turn send messages to the brain. The brain uses this information to decide whether or not the food should be swallowed. The food is then gathered into a ball, cal led a bolus, and it is pushed down into the pharynx by way of the tongue. This bolus of "Thanksgiving meal" is then passed down the esophagus, the esophagus being a 24cm long tube which connects the pharynx and stomach. Lining the walls of the esophagus are rings of muscle which contract in waves, pushing the bolus down the length of the esophagus. At the base of the esophagus, where the esophagus and stomach join, a thick ring of muscle called a sphincter, is found. This sphincter acts like a valve, as it allows food to pass into the stomach but does not permit it to pass back up through the esophagus. The stomach, which is in the essence a large muscle sack, contains three sets of glands which produce gastric fluids. One set produces mucus which coats the food, making it slippery, and it protects the stomach walls from being digested by its own secretions. The second set of manufactures hydrochloric acid, which aids in the "break-down" of foods. In conjuction with hydrochloric aci d, pepsin, which aids in the "break-down" of protein into smaller polypeptides, begins the process of protein digestion. The stomach's muscular walls move around the "food" and mucus, mixing them with the gastric fluids produced. The "food" becomes a pasty substances referred to as chyme, after about 2 or 3 hours of grinding within the stomach.

Female Correctional Officers

Female Correctional Officers Jordan Beth Stevenson Introduction to Corrections October 25, 2012 Saeler Abstract This research paper consists of brief history of how female correctional officers came to be in the system and the court cases that hindered and helped their process. It also consists of the stereotypes and struggles the officers are faced with in this line of work; such as weaknesses and home life association. Sexual harassment and discrimination is a problematic topic that is unavoidable. Statistics will also be mentioned and explained throughout the paper.Being a female correctional officer is extremely difficult and is not encouraged, but it is possible. Female Correctional Officers Women have been involved in the criminal justice system since the beginning. Females have been trying to work side by side with men in every aspect of finding and controlling justice in society. However, women have not been able to work in all of the areas of the system. The correctional off icers of prisons are extremely necessary aspects since the Walnut Street jail in the criminal justice system, yet only men were able to fill that position until the 1970s.Going through the history of how women came to be able to work as correctional officers will give an insight of the challenges and struggles they went through and still fight today due to the stigma of being a woman. The stereotypes that follow female officers cause hiring and retaining issues amongst the work ethic and daily activities of the officers. Overcoming these problems had been a difficult task and still is being tackled in institutions today. Discriminations are also a problem, especially from the male coworkers.Women face possibility of sexual harassment everywhere they go. Working in a male offender facility increases those possibilities. Dealing with the differences between males and females as well as competing for the same position as a man causes tension in the workplace and in society. All of thes e aspects are large parts of the career for female correctional officers. History Women have been in the correctional system since the early 1930s working in the administrative department and as secretary-like positions.The idea of a woman doing more than just paperwork was unheard of and it was looked down upon when a woman tried to excel in anything more. In 1977 though, the U. S. Supreme Court heard a case that forced them to address the issue of women in the correctional system as a working officer. The case of Dothard v. Rawlinson stated that a woman was denied a position as a correctional officer at a male institution in Alabama. It stated she was denied the position because of the conditions of the prison and the predatory nature of the male inmates (Seiter, 2011, p. 406).Women were not seen as equals to men, especially in this department. After this case was publicized, organizations began forming in order to change the law so women could hold the positions they wanted and d eserved. The Public Service Employment Act had only hired men to work in male facilities and women to only work in female facilities. In 1977, The Public Service Commission announced that they were going to review the justification for the restriction and try to overturn it. The commission wanted to have the opportunity for all candidates to be equal in being hired.Certain human right acts also tried to help gain equality by auditing some government agencies to assure there was no discrimination. The Employment Equity Act was formed to enforce compliance for the employment standards (â€Å"Women Correctional Officers,† 2012). With this act, women were able to fight back against the department for the chance to be hired as equals to men. In 1979, a case was presented to the U. S. District Court of Iowa, Gunther v. Iowa, which stated that inmate privacy was not a valid reason to not hire women for the positions of correctional officers (Seiter, 2011, p. 06). When this case was determined, it forced all facilities to consider all candidates for the correctional officer positions. And, if they refused to still not hire females simply because of their gender, they could face being sued and having a bad reputation. It was problematic for most institutions at the time because there was a strong stigma against women, claiming they were not able to perform as well as men. Although women are statistically proven to not be as physically strong as men, it is not proven that they are not as good of workers as men.This logic was flawed and deservingly overturned. Stereotypes and Discriminations Women have stereotypes in every aspect of life. Stereotypes sometimes have a dominating affect on the hiring process and retaining the position. Although credentials and producing good work during your hours is what should count, it does not always take prevalence. It is proven that men are physically stronger than women. That does mean that women do not know how to fight or p rotect themselves. Women are trained the same as men in order to become a correctional officer.According to MacDonald (2012), the fact that women go through a menstrual cycle and have PMS can play a role towards their ‘weaknesses’ of being a woman. Many employers see this as a weakness and that it leaves a window of weakness during that time of the month due to the typical symptoms of a menstrual cycle and PMS. Symptoms such as fatigue, headaches or migraines, menstrual cramps, aggressive behavior and mood swings are the mentioned ones. What is not mentioned is that only 30 to 40 percent of women have PMS (Premenstrual syndrome facts, 2001).So putting this stereotype on all women is statistically wrong. Not only are aspects of every woman seen as weaknesses, but there are a few extreme females who make a title against all other women harder to stand by. A woman who plays the ‘poor helpless female’ or uses the fact that they are good looking to their advanta ge has a ripple effect in opinion of all women. If a male employer falls for the act and then the female employee is not an efficient worker; he stereotypes all women to be like that one bad employee. Women also get the stereotype of being promiscuous, especially if they are attractive.If a romance were to form at work, if a coworker hears of how you act with a boyfriend, or if she is single and flirts with one male coworker, it could get manipulated into that woman being a ‘slut’. It takes a long time and a lot of hard work to eliminate that stigma. All of these features are signs of weakness to the men they work with (MacDonald, 2012). Women can be and are as professional as men can be. In fact, it is more likely for a man to be promiscuous because the hormone in which cause sexual arousal is testosterone. Men naturally produce 4 to 7 milligrams of testosterone a day.Women produce only a tenth of that daily (Kryger, 2011). So, the overall biological sex drive is much higher in male then females. On the other hand, there are the unattractive or just want to do their job and not be social, they are labeled to be a lesbian most of the time. Female correctional officers also struggle with having balancing a home life while working the long and sometime odd hours of a correctional officer. Women are reprimanded for not being more involved with their children or families lives because of the mentality the older generation still has of the women should be a stay at home mother (MacDonald, 2012).Sexual Harassment Female Correctional Officers are faced on a daily basis with the possibility of sexual harassment. When working in a male facility, women are in very close quarters with sexually deprived offenders, including sexual offenders. The sexual tension among the men is going to be high but when a woman is mixed into the tension, the situation could easily escalate. There are three main models of sexual harassment that have been found in male prisons a gainst female officers. The first model is the natural-biological model.It is best explained as harassment that is not harmful but rather brought out simply by natural sexual attraction. Just by placing female correctional officers in the facility increases this type of harassment. The next model is the sociocultural model and is power driven. Men typically feel as they are better and stronger than women both mentally and physically. So, the differences between genders in any workplace could bring out this type of harassment. The last type is the organizational model. This model is best explained by the hierarchical relations.By having a woman in power, such as a correctional officer, the male in a less powerful position want to be in power so they try to use sex to bring the female down to their level or lower. It is a manipulative attempt (Savicki, Cooley and Gjesvold, 2003). All three of these types of sexual harassment are unacceptable and instead of offering more readily availa ble programs to help sexual offenders, the solution is to take the women out of the correctional facilities. The question then lies; what happens to the women on the streets or in the homes of the offenders once they are released from prison?The inmates can find several ways to harass the female officers from simply calling them names like â€Å"sexy†, among other names on much worse levels, to actually masturbating and ejaculating on to the officers as they walk by. Some inmates will act ill or as if they are in trouble to lure the officers into or close to the cell for a chance to grab at the officer in a sexual manner (Monthly law journal, 2010). Even though the name calling seems minor and almost unimportant compared to physically being harassed in some way, both actions take a toll on the mentality of the officer.The mentality strength of both men and women are about equal. This says that if a man in a female facility were to undergo similar harassment, they too would fe el the mental stress and damage being done. Yet, men are still in female prisons and have been since the first female institution was established. Statistics Female correctional officers make up 22. 3% of all employees in the department in the United States (Ronquillo, 2008). Female correctional officers are typically single, either never married or divorced.The stress on both the woman and the spouse is higher than most careers due to the high risk of the job. It has also been shown that women are more likely to have attained a higher education than males (Savicki, Cooley and Gjesvold, 2003). With more education, it opposes a larger threat on the males working along their sides because they could more easily get a better position or be promoted. A higher education also gives an advantage as to adaptation and flexibility to a variety of different careers, including moving up from a correctional officer to a warden.Females also tend to view their job differently than men. Women are l ikely to choose a corrections position with the interest in human service or rehabilitation, whereas men primarily will seek the career of law enforcement or other security aspect (Savicki, Cooley and Gjesvold, 2003). The mindset of women, although different from most men, is still fitting for the position of correctional officer. Conclusion For women living in and trying to compete in a male dominated world seems impossible.Female correctional officers have many difficulties and challenges to overcome by not only the inmates, but by their coworkers and administrative personnel. It was a struggle to initiate being in the field of corrections and it is still a struggle today to get a position and retain that position. Stereotypes, sexual harassment and the severity of the job alone are factors a female correctional officer has to conquer. To keep the position they have to fight harder than men. It is not an easy career to maintain but that makes it even more rewarding when one does s ucceed. References 2001). Premenstrual syndrome facts, disease nutritional support strategies. Retrieved from http://www. healingwithnutrition. com/pdisease/pms/pms. html Kryger, D. (2011, February 13). Women and testosterone. Retrieved from http://www. wellnessmd. com/index. php? option=com_content&view=article&id=64&Itemid=106 MacDonald, J. (2012). Women in corrections. Retrieved from http://desertwaters. com/? page_id=733 Monthly law journal article: Civil liability for sexual harassment of female employees by prisoners. (2010). Retrieved from http://www. aele. org/law/Digests/jail137. htm

he Differences between Conditions, Warranties and Intermediate Terms in Contract Law Essay Example

he Differences between Conditions, Warranties and Intermediate Terms in Contract Law Essay Example he Differences between Conditions, Warranties and Intermediate Terms in Contract Law Essay he Differences between Conditions, Warranties and Intermediate Terms in Contract Law Essay Name: Course: Lecturer: Date: The Differences between Conditions, Warranties and Intermediate Terms in Contract Law Introduction The law of contract can be described as a legally binding agreement between two or more parties (Stone 5). In the contract, there are usually promises made by the parties in which every party is expected to complete there end of the deal. These promises can be divided into three terms namely conditions, warranties and intermediate. A condition can be described as a term that goes to the root of the contract and non performance of it may lead to the plaintiff getting all the damages (Law of Contract Part 4 471). A warranty is an assurance by one party that a condition is true or it will happen. However, it is not essential, but breach of the contract will result to damages. These are terms which can not be described whether they are warranties of conditions. In case of a breach of a contract, the court has to define the seriousness of the breach instead of classifying whether it is a condition or a warranty (Stone 7). Therefore, this paper is about the difference between these three t erms. Discussion The first difference between the three terms is the seriousness of the terms in a contract. This is where the term is important to the case or not. The term condition is an extremely important term in the law of contract, and when breached it can lead to the plaintiff terminating the contract or claming damages (Collins 12). A warranty is not that essential to the contract as compared to the condition, but breach of a warranty can lead to the plaintiff claiming damages. Intermediate can neither be classified as a condition or a warranty. The court rules on the seriousness of the damages caused to the plaintiff. A good example of a case is Bettini versus Gye (1896). In the case, Bettini an opera singer entered into a contract with Gye where he was supposed to perform in a concert. The contract stated that Bettini was to arrive six days in advance for the concert. However, due to illness he arrived two days late. It was ruled that Gye did not have any right to repudiate the contract, but Bettini was to pay for any damages incurred due to his late arrival. This means that the term that instructed Bettini was to arrive six days in advance was not condition because it was a subsidiary of the main purposes that is performing in the concert (Law of Contract Part 4 473). In the case, performing in the concert was the condition while attending six days in advance was a warranty. Another difference is the remedy given to this three terms in case of a breach. In a contract, when a condition is breached the following remedies could be followed. The plaintiff could repudiate or terminate the contract. The plaintiff could sue for damages. In case of a breach if warranty the only available remedy for the plaintiff is suing for damages. Lastly, in the breach of an intermediate, the court decides based on the damage incurred by the plaintiff. It is clear that the two terms are not totally different from each other in relation to the remedies after a breach (Lloyd’s 32). A good example to show this is the case of Hong Kong Company Limited Versus Kawasaki Kien Limited (1962). In this case, Kawasaki entered into a contract with Hong Kong Fir Shipping Company for shipping services. Hong Kong was to provide Kawasaki with a ship in good service together with competent men. On the other hand, Hong Kong provided Kawasaki with a poorly serviced ship with incompetent men. This resulted in Kawasaki repudiating the contract. The court argued that the term, which insisted on seaworthiness of the ship, was neither a condition nor a warranty. This is because the term is too broad to be a condition or a warranty. Therefore, it was an intermediate. In this case, the court ruled depending on the damages caused to the plaintiff (Law of Contract Part 4 473). Conclusion Therefore, in the law of contract it is of extreme importance for parties of the contract to have knowledge of the different terms. This is because they can be devastated in case of a breach. For instance, the remedies for conditions, warranties and intermediate are totally different from one another. Additionally, it is crucial for the parties to fulfill their promises because it can lead to a lot of complications. In future, parties to the contract should be aware of the terms and their meaning incase of a breach. Additionally, they should avoid complication by fulfilling their promises in the future. Collins, Hugh. The Law of Contract. London, UK: Cambridge University Press, 2003. Print. Law of Contract Part 4. Construction of the Contract. Lloyd’s. Lloyd’s maritime and commercial law quarterly, Volumes 1979-1980. Charlottesville, VA: Lloyd’s, 2000. Print. Stone, Richard. The Modern Law of Contract: Seventh Edition. New York, NY: Taylor Franscis, 2009. Print.

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