Profile of a Hate Crime Offender Essay example -- Papers

Profile of a Hate Crime Offender Sterilized from emotion, hate crime, also called bias crime, is those offenses motivated in part or singularly by personal prejudice against other because of a diversity-race, sexual orientation, religion, ethnicity/national origin, or disability. Hate crimes are committed out of anger, ignorance, and lack of knowledge of another’s ideas and beliefs. There are many causes for an individual to commit a hate crime. Also, many different profiles fit the description of a hate crime offender. There are ways to prevent and control hate crimes, but they will always be present in society as long as every person has the right to express his or her opinion. The term hate crime first appeared in the late 1980’s as a way of understanding a racial incident in the Howard Beach section of New York City, in which a black man was killed while attempting to evade a violent mob of white teenagers, shouting racial epithets. Although widely used by the federal government of the United States, the media, and researchers in the field, the term is somewhat misleading because it suggests incorrectly that hatred is invariably a distinguishing characteristic of this type of crime. While it is true that many hate crimes involve intense animosity toward the victim, many others do not. Conversely, many crimes involving hatred between the offender and the victim are not ‘hate crimes’ in the sense intended here. For example an assault that arises out of a dispute between two white, male co-workers who compete for a promotion might involve intense hatred, even though it is not based on any racial or religious differences... ...Violence on College Campuses," (Baltimore: National Institute Against Prejudice and Violence, 1990). Fox, James and Jack Levin Overkill: Mass Murder and Serial Killing Exposed (New York: Dell, 1996). Freeman, Steven, "Hate Crime Laws: Punishment Which Fits the Crime," Annual Survey of American Law (New York: New York University School of Law, 1993); pp. 581-585. Hamm, Mark S. Hate Crime: International Perspectives on Causes and Control (Anderson: Cincinnati, 1994). Jacobs, James B. and Jessica S. Henry, "The Social Construction of a Hate Crime Epidemic," The Journal of Criminal Law and Criminology (Winter 1996); 366-391. Jacobs, James B. and Kimberly A. Potter "Hate Crimes: A Critical Perspective," Crime and Justice: A Review of Research, Ed. Michael Tonry (University of Chicago Press: Chicago, 1997).

Control System- Pressure Regulator

A type or certain group of elements that function together as a unified whole, is a system. This widened description thus gives some meaning to control systems as a whole. By re-establishing the basic principles and functions worked out, a system's limit can be extended to include little or more characteristics just as long as each singular variable contributes in a way to the particular system activity. This explains that the system does not halt interaction to other systems or peripherals. In the process industry, the term control system is sometimes normally used to specify a process, and the apparatus basically required to run the process. The system is tested with various actions so it will conform to a standard, these include; load, commands and disturbances which cause it to respond in some individual manner. A system is best made so that it will respond positively. In order for a system to act in the way prescribed is to control the system. The basic concept of comparing the measured and prescribed system performance, and then taking any action to change the process thereby minimizing errors, is called negative feedback. The system can vice-versa be called a closed-loop control system, or a negative feedback control system. To make a system automated it should be mechanized. To create the maintenance of a constant value in a control, is not the major primary objective of control; once the prescribed behavior is achieved, the control function is fulfilled. Although the use of control measure is in most cases involved with mechanical equipment, they can also be used in fields such as (e.g. in the social, biological or in different other systems). The science of achieving control, by using or not using feedback, is the method of control theory. This is applicable to system control in general. Most control systems have evolved by the practice of trial and error, for the critical design of system controls with the need for extensive analysis of two factors, the control devices and the process. 2.0 TYPES OF REGULATORS- 2.1 SIMPLE PRESSURE CONTROL SYSTEM (SELF OPERATED REGULATOR): For a typical uncontrolled system, let us say it is required for it to provide a standard pressure, P, at a given measure and that the discharge, Q2, provides for an external system, which, its need for this fluid varies. At a given time interval, the external system regulates valve No. 2 to comply with the needed specifications. The curves given in Fig 1.0 FIG 1.1 Shows the way in which it alters the process of the pressure. In earlier results in time, t1, some initial stable condition exists where, Q1 and Q 2 are of the same and the process pressure is significantly at the aimed equivalent. A level change occurs at, Q1 when time is at, t1, this reduces the fluid mass between the valves. This is followed mainly by a drop in the process pressure. For a system which is uncontrolled the pressure decline will continue until the drop over valve No. 1 is enough again to build equal flows and a new constant state functioning condition is gained. The procedure can be controlled; i.e. the suitable needed pressure can be managed if the significant rise in Q1 were gotten by increasing the opening of valve No. 1. A typical way of doing this is given in Fig 1.1. FIG 1.3 The response for the process pressure is sent to a spring opposed diaphragm that gives free way for the pressure to manoeuvre the valve. In a working mode, the contraction in the spring will be set so that at some constant state working condition the required process pressure, acting on the diaphragm section, this balances the force that the spring carries. The aimed process pressure is known as a set point. Changes from the set point which is caused by load variation will be controlled because as the process pressure differs, the matching force given back to the diaphragm will regulate the valve position to reduce the pressure variance to a certain range of value around the set point. The careful control of the pressure will rely on how big a flow change the regulator will be able to carry out for a minimal amount of pressure. The regulator flow change to process pressure change is the gain of the regulator and this will rely on the diaphragm area, the valve size, stiffness of the spring, and the general pressure drop over it. The corrective activity done by the regulator is proportional to the change of the process from its set point. Such an element is called the proportional or proportional mode, control. When using the proportional control, the corrective action can only carry on when some different outlines exist. The final pressure change needed to completely stroke the regulator is known as the proportional band and it shows around what limits the regulator can control. FIG 1.4 illustrates where the process measurement supplies the whole valve actuating force, this is known as self-operated regulators. FIG 1.5 The above demonstrates a self operated regulators made for the control of temperature, flow and level. The operation method is practically the same with the pressure regulator. They are widely used in various applications of specialty in the industrial field. 3.0 PILOT OPERATED PRESSURE REGULATOR: This regulator uses a little pilot valve assembly to aide in actuating the main valve. Generally the pilot operated pressure regulator shown in Fig 1.6 FIG 1.6 when in operation, the process pressure works on the lower side of the main diaphragm which is similar to the self operated regulator. The pilot also quantifies the process pressure and, upstream pressure as power source, changes the loading on the top side of the main diaphragm. The diaphragm serves as an amplifier, generally bearing a gain from process to loading pressure of 10 to 20 psi per psi. This is because of both feed back path ways one through the direct one and the other through the pilot, the regulators demonstrate a more complex control action than the simple proportional mode. The pilot operated regulator are available for all the four major process variables; flow, pressure level and temperature even though the direct acting path is left out in some cases. With the pilot operated regulator it is generally easier to achieve a greater regulator gain. Both the self and pilot operated regulators share similar attributes that have, in many cases, brought about some restraints. In some instances like if the fluid is corrosive, loaded with contaminants or of very high temperature, apparent issues may arise. Essentially at most one of the diaphragm casings, should, be able, to hold the maximum process pressure. The most possibly vital deficiency, from, the basis that static and dynamic elements of any specific form of process; i.e., level, pressure, etc. can differ respectively from one installation to the other so the choice of the amount of gain to be designed into a regulator without causing any sort of system instability, is made a very tasking procedure. It means that the regulator can not be altered to suit the characteristics of the process to which it has been applied. This Fig 1.7 is the block diagram of a pilot operated regulator FIG 1.7 3.1 INSTRUMENT CONTROL: The pressure control system illustrated in Fig 1.8 FIG 1.8 it surpasses all the limits considerably attached to the self and pilot operated regulators. It generally contains three detachable hardware pieces: the process controller, the control valve, and the valve actuator. Other controllers such as this stands for one of an entire family of peripherals generally referred to as instruments. The process fluid touches only the control valve and its sensing element. This is a small part which has no orifice and could get contaminated. They can be made from several types of materials to achieve high standard against corrosion and temperature. An external source for pneumatic power is used for working parts in the controller to provide clean, dry instrument air. The air supply is regulated so that the pressure is at a standard rate and that the controller and actuator are made to work with a standard pressure signal level, free of the process fluid pressure. A regular standard pressure supply is within 20 psig with a usual ranging of signal within 2 to 15 psig. They are ready for use with numerous sensing element and they give the significance of the process which is being controlled. They are commonly known as indicative controllers. To minimize trial and error the set point is normally calibrated to generally prevent subsequent start ups. The Fig 1.8 is like most pneumatic controller models, it has two levels with an adjustable measure of response and amplification around both levels. The input variable moves an end of a beam which holds the air flow through a nozzle. The pressure of the nozzle is sensitive to the point of the beam itself. The pressure of the nozzle performs on the top diaphragm of a pressure equal valve assembly that is the second amplifier level. As a result of the huge valve ports it is has the capacity to give an extreme flow progression to the actuator which works as a power amplifier. The pressure is given back to the amplifiers which moves the nozzle beams in a direction which opposes the sensing effect. Element motion ( i.e. negative feedback ). The three way valve behaves as a pressure divider and its regulation decides what amount of feedback should be consumed. Leaving the dynamics out, the controller can be seen as having a high gain movement path with a regulated gain response path. It provides only proportional control mode but its area of reach can be freely adjusted over a vast range by means of the pressure divider. The purpose of the integral mode is to remove any steady state process deviation and the reason for the deviation mode is to give an improved transient control. These modes improve the flexibility of the controller. 4.0 COMPUTER CONTROL- The reason for central control is to bring to a particular location, adequate information and hardware to allow an operator to control the plant variances, which are product yield and quality, and to manage the automated control of process variances, which are flow and temperature. In order for all duties to be carried out by the operator must have a sound knowledge of process variances, but how they should be. The adequate values for the process variances will differ as operating circumstances may be affected by things such as contamination, variations in reactants, load, changes in the products wanted or quality. The set points calculation can be made from the plant requirements and information about the plant operating elements. The early use of digital computers for process controls was for plant performance calculation the whole system works in an automated form sampling of transmitter signals. The optimizing of control and direct digital controls in Fig 1.9 FIG 1.9 Illustration of the hierarchy control as given in FIG 2.0 LLOYD, SHELSON, G AND ANDERSON, GERALD, D. 1971. Industrial Control Process. An Introduction to Hardware .1st edn. Marshaltown, Iowa: Fisher Controls Co. pp. 83-92. 5.0 CONTROL ELEMENTS- 5.1 BASIC ELEMENT: Any system can be broken down into various divisions for understanding it's rather important to consider two levels of dub divisions. The first are those components in a control loop that are manufactured, tested, purchased and even design as standalone pieces of equipments. 5.2 MATHEMATICAL MODELS OF PHYSICAL DEVICES: The mathematical representation of physical devices can be done with the use of the fundamental physical laws which include Ohm's Law Newton's Laws, flow equations, conservation of mass and energy, etc. The use of impedance is often but not always helpful when deriving a mathematical model when a system is dynamic there is a circumstance which is forcing the change. This force is always some kind of potential energy .When a change occurs that is the dynamic system which is a movement known as flux. This flux generally depends on the physical characteristics of the system. Some forms of flux are shown in Table 1.0. TABLE 1.0 Impedance shows the mathematical relationship between potential and flux, it is the ratio of an increase change in potential to an increase change in flux. EQUATION. 1 LLOYD, SHELSON, G AND ANDERSON, GERALD, D. 1971. Industrial Control Process. Basic Elements.1st edn. Marshaltown, Iowa: Fisher Controls Co. pp. 93-94. 6.0 PROCESS CONTROL SYSTEM The performance of a process control system is calculated by considering the system's output to the set point. The difference between both amounts is error or system deviation .The response of a regulatory system, for a step increase in load. Many standard words are defined in the schematic and several of them are used to describe the mistakes which might occur. It is obvious that no certain way such as settling time, maximum value of transient deviation, steady- state deviation gives a measure of system performance. Different approaches methods have been used for the error index. A tank which has several sources of flow as given in Fig 2.1 can be easily described by using block diagrams and flow components. For easy understanding lets say Pc = constant. The equation for flow is: PRESSURE PROCESS STEADY FLOW (FIG 2.1) In order to illustrate the nature of a process control system consider Fig 2.2 for the control equipment has a valve, diaphragm, actuator, and a locally mounted PI measuring controller FIG 2.2 LLOYD, SHELSON, G AND ANDERSON, GERALD, D. 1971. Industrial Control Process. Process Dynamics .1st edn. Marshaltown, Iowa: Fisher Controls Co. pp. 202-204. 7.0 ACCURACY AND SENSITIVITY 7.1 ACCURACY â€Å"In general, the greatest accuracy-closest regulation-is obtained with the largest diaphragm and shortest range which will give the required control pressure. For example, a control pressure of 40 psig can be obtained with any of the three ranges in model RP-1065-A and with two of the three ranges in model RP-1066-A. Closest regulation can be expected with the 5 – 50 psi range of model RP-1066-A (size 10 diaphragm). See table for â€Å"Accuracy of Regulation.† Unbalanced port areas are not considered in the values tabulated. Small amounts of unbalance are present in single-seated 1/2†³ â€Å"A† valves and in semi-balanced double seated valves 2†³ through 4†³. Under conditions of high pressure drop, the forces opposing valve closure will influence selection of the regulator model (diaphragm size). See â€Å"Accuracy of Regulation† tabulation for actual port area unbalance† FIG 2.3 [WWW] http://www.skilenvironmental.com/documents/160_RP1065A_1066A.pdf In addition what changes can made to the diaphragm area, spring rate, orifice size, and inlet pressure, the regulator accuracy can be enhanced by simply putting a pitot tube. Internal to the regulator, the pitot tube joins the diaphragm cover with a low-pressure, high velocity region inside the regulator body. The pressure in the area will be lower than P2 when it goes downstream. By using a pitot tube to calculate the lower pressure, the regulator change in its response to any change in P2. The pitot tube tricks the regulator. 7.2 SENSITIVITY The principle of operation and loading, actuating, and control components are in all designs. Many regulators use simple wire coil springs to control the downstream pressure. Numerous size springs are used to allow regulation of the secondary pressure around a target range. The needed pressure is at the centre one-third of the rated outlet pressure range. In the lower end of the pressure range, the spring loses some sensitivity; at the high end, the spring close to it maximum capacity. Regulators can use diaphragm or piston to detect or sense downstream pressure. Diaphragms are more sensitive to pressure variations and react quicker. They can operate where sensitive pressure settings are needed (lower than 0.04 psi). Pistons generally are more rugged and give a larger effective sensing area in a particular size regulator. The functional difference between general-purpose and precision regulators is the degree of control accuracy of the output pressure. Output pressure accuracy is gotten by the droop due to flow changes (regulator characteristics). [WWW] http://machinedesign.com/article/pneumatic-pressure-regulators-1115 8.0 FEEDBACK This section will develop the performance limitations imposed by a particular load when a conventional flow control valve is utilized in the valve-actuator component. It will then show that the load versus flow characteristic of the forward loop can be modified very advantageously. Various techniques utilized in the past for this purpose, such as controlled actuator by-pass leakage and structural feedback, are compared with a new technique called dynamic pressure feedback (D.P.F.). The analytical work is fortified by reports of actual tests of a representative system. The electrohydraulic position servo can be represented by the block diagram shown in Fig 2.4. This diagram separates the valve-actuator integration from the hydraulic and structural compliance of the actuator. The diagram also represents the particular load case under discussion. The analysis of servo stability and performance is affected by the choice of position feedback location. Output position can be measured at the actuator or at the load. If the feedback is from the actuator position, the analytical task is made more difficult. However, it is apparent from the block diagram that the quantities Xp and X0 react in a proportional manner to inertia forces. It is reasonable to conclude, therefore, that the two cases should yield similar results. This discussion will be based on selection of feedback intelligence from the load position, X0, due to the relative simplicity of analysis. However, a careful comparison of this simpler case with the more difficult to analyse case of actuator feedback position has been carried out. An analogue computer was utilized for this comparison. The results of the study confirmed that the two cases are really very similar in dynamic performance achievable. The use of actuator position feedback suffers some comparative penalty statically with respect to error introduced by external (load disturbance) forces.† [WWW] http://www.emeraldinsight.com/Insight/ViewContentServlet;jsessionid=6464D27CC3E73FAFE7C6220F352B4F85?contentType=Article&Filename=/published/emeraldfulltextarticle/pdf/1270320604.pdf FIG 2.4 [WWW]http://www.emeraldinsight.com/Insight/ViewContentServlet;jsessionid=6464D27CC3E73FAFE7C6220F352B4F85?contentType=Article&Filename=/published/emeraldfulltextarticle/pdf/1270320604.pdf 9.0 PRESSURE MEASUREMENT â€Å"Fluid pressure can be defined as the measure of force per-unit-area exerted by a fluid, acting perpendicularly to any surface it contacts (a fluid can be either a gas or a liquid, fluid and liquid are not synonymous). The standard SI unit for pressure measurement is the Pascal (Pa) which is equivalent to one Newton per square meter (N/m2) or the KiloPascal (kPa) where 1 kPa = 1000 Pa. In the English system, pressure is usually expressed in pounds per square inch (psi). Pressure can be expressed in many different units including in terms of a height of a column of liquid. CONVERSION UNITS FOR COMMON UNITS OF PRESSURE (TABLE 2) PRESSURE TERMS RELATIONSHIP (FIG 2.5) Table lists commonly used units of pressure measurement and the conversion between the units. Pressure measurements can be divided into three different categories: absolute pressure, gage pressure and differential pressure. Absolute pressure refers to the absolute value of the force per-unit-area exerted on a surface by a fluid. Therefore the absolute pressure is the difference between the pressure at a given point in a fluid and the absolute zero of pressure or a perfect vacuum. Gage pressure is the measurement of the difference between the absolute pressure and the local atmospheric pressure. Local atmospheric pressure can vary depending on ambient temperature, altitude and local weather conditions. The U.S. standard atmospheric pressure at sea level and 59à ¯Ã‚ ¿Ã‚ ½F (20à ¯Ã‚ ¿Ã‚ ½C) is 14.696 pounds per square inch absolute (psia) or 101.325 kPa absolute (abs). When referring to pressure measurement, it is critical to specify what reference the pressure is related to. In the English system of units, measurement relating the pressure to a reference is accomplished by specifying pressure in terms of pounds per square inch absolute (psia) or pounds per square inch gage (psig). For other units of measure it is important to specify gage or absolute. The abbreviation .abs' refers to an absolute measurement. A gage pressure by convention is always positive. A .negative' gage pressure is defined as vacuum. Vacuum is the measurement of the amount by which the local atmospheric pressure exceeds the absolute pressure. A perfect vacuum is zero absolute pressure. Fig 2.5 shows the relationship between absolute, gage pressure and vacuum. Differential pressure is simply the measurement of one unknown pressure with reference to another unknown pressure. The pressure measured is the difference between the two unknown pressures. This type of pressure measurement is commonly used to measure the pressure drop in a fluid system. Since a differential pressure is a measure of one pressure referenced to another, it is not necessary to specify a pressure reference. For the English system of units this could simply be psi and for the SI system it could be kPa. In addition to the three types of pressure measurement, there are different types of fluid systems and fluid pressures. There are two types of fluid systems; static systems and dynamic systems. As the names imply, a static system is one in which the fluid is at rest and a dynamic system is on in which the fluid is moving†. [WWW] http://www.scribd.com/doc/2339144/Understanding-Pressure-and-Pressure-Measurement 10.0 CONTROLLERS The major use of controllers is to detect errors in the variables and to create error correction messages that which is caused by the error. To complete this task the controller design must have an adjustable set point that can be comparison to the process variable. The error that is given is sent as a response for needed action to be carried out. The block diagram is given in Fig . The input could be as an input from the transmitter, which happens in the situation involving a receiver-controller. A three mode controller transfer function likely should be as given in the equation , the static gain has been resolved in two perspectives ; K is the nominal output and input spans and this would normally n=be unity for a receiver controller, and Kc is an adjustable measurement known as proportional gain. EQUATION. 2 The three modes stated above give the derivative, integral, and proportional modes respectively. FIG 2.6 Simpler controller designs employing one or two modes are often used. The basic combinations are P- Proportional only I- Integral only PI- proportional plus integral PD proportional plus derivative PID proportional plus integral plus derivative The transfer function may be derived from EQUATION. 2 by eliminating the appropriate terms. In the self operated regulator the actuator, controller and sensor are normally the same thing and with the same element. The controller has no other than the set point and has fixed gain and practically no adjustments. The transfer function is taken as: EQUATION. 3 Considering an example with a regulator with a set point of 5 psig and a flow capacity of 0.6, a temperature of 60 degree (Fahrenheit) and a pressure of 5 psig. The off set flow capacity will be 20 percent. The density can be determined with the use of the equation of state of a perfect gas as shown below: CALCULATION .1 LLOYD, SHELSON, G AND ANDERSON, GERALD, D. 1971. Industrial Control Process. Control Components .1st edn. Marshaltown, Iowa: Fisher Controls Co. pp. 115 – 148. 11.0 INPUT AND OUTPUT â€Å"This simple valve model has three states: OPEN, WORKING, and CLOSED. As the valve is the only component of the pressure-regulator that has state, the composite device, likewise, has only three states: [OPEN], [WORKING], and [CLOSED]. Suppose the input pressure is decreasing and the pressure-regulator is in state [WORKING], then dXFp = +, which causes A, the cross-sectional area available for flow to increase. This raises the possibility that A

Human Resource Outsourcing in India Essay

This article attempts to discuss HRO in Indian context and the possible future of HRO in the Indian business scenario. Certain preparatory actions are also prescribed to effectively used HRO as a strategic business tool. HRO – HRM Architecture: Today, as we have moved into service – economy, dealing with knowledge and knowledge workers is very important as human capital has become a critical success factor for organizations. HRM is seen as a distinct identity, separate from Administration and Facilities section of the establishment. This can be clearly seen from the importance being given to HRM Architecture. In addition to the traditional roles for HR, over the years, in the IT and ITes sectors, distinct roles have emerged such as corporate HR, business HR, generalist HR, techno – functional HR, etc. The job holders in these roles are expected to give different â€Å"deliverables† as related to their functional aspects. It is pertinent to note that a 1998 survey by center for effective organization at university of southern California’s Marshal School of business shown that 79% of HRM managers describe themselves as â€Å"business partners† and 53% of line managers agreed that HR managers are now performing the roles of business partners. Thus, today HRM is getting well embodied into business functions such as marketing, finance or operations. This can be, in a way, considered as a starting point of HRO, because, from this, emerges the need for HR function to work smart for business results – whether by doing functions and activities all on their own, or by getting some of them done through outsourcing. Additionally, it also puts pressure on HR function to find â€Å"partners† who can â€Å"take over† specific transactions and processes at a lower cost. In this way, HR will get focused on â€Å"tangible† results (which was one of the complains against HR in the past). Thus, to some extent, it will help free up time for core-HR activities that result in improvements which positively influence the bottom line. A word of caution though that it may not â€Å"free up† time, and should not free up too much time. After all, HR is essentially a personal touch button of the organization and too much outsourcing might result in lack of personal touch and decreased human interaction which may frustrate the employees. HRO Evolution: HRO is always an evolutionary exercise for the organization. Initially, companies are reluctant to outsource, they prefer to do every act in the own backyard. As the organization grows in terms of its life cycle, slowly, â€Å"experimentation† phase will begin when they start outsourcing certain simple transactions or processes. Sometimes, they may even take a parallel run with the vendor. When the experience is positive and as they make progress, companies may make decisions to penetrate further into the HRO space. According to Everest Research institute’s annual HRO study, the most commonly outsourced HR functions include: †¢Pay roll †¢Benefits †¢Employee data management †¢Info systems †¢Contact centers. As the companies find that there are substantial benefits from outsourcing, they feel attracted to go in for deeper penetration. Thus, it is possible to categorize companies adopting different levels of HRO in their organization. (See Table 1) Table 1 LevelActivities OutsourcedType of HROBenefits 1Admin services, pay – roll, pension, PF mgt. , etc, temporary staffingTransactionCost efficiency 2L1 + training, new employee induction and executive searchProcess†¢Standardization †¢Cost †¢Replication of good practices 3L1 + L2 + campus hiring, online assessments, HR audits, employee surveys etc. Function†¢Quality †¢Cost, benchmarking etc. HRO in Indian Business The debate on HRO in India still hovers around the following questions: ‘Has HRO really arrived in India? ’ ‘Are we missing the HR outsourcing bus? ’ ‘Should companies outsource their HR functions? ’ We also seem to be aware that â€Å"The New Mantra is HR Outsourcing† In this maze of debates and arguments, some facts need to be cleared. â€Å"HR outsourcing in India has not seen the required momentum and is limited to trickle effect, with companies outsourcing a few selected, low end HR processes† – Says Anil Mahajan in an interview for an article on HRM. In India, most common outsource processes are related to training, pay – roll processing, benchmarks studies and legal compliance. Some HR consultants feel that in Indian HRO scene, quality is an issue. It is reported that some MNC’s wanted to outsource end to end HR solutions, but could find a suitable vendor and hence decided to set up its own outsourcing centre. While many experts in the field believe that there is a good scope for HRO in India, it is a fact that our present share in the global market of US $ 80 bn. is only a minuscule. Estimates show that size of HR outsourcing in India is about US $ 2. 5 – 3. 5 bn. But another study shows flat markets in HRO world wide between 2005 – 2007 but 2008 promises to be different! In the flat world of today, as India becomes more and more global in business and economy it will be a compelling need for companies to resort to outsourcing in the interest of survival and growth. Thus, even though, as of now, HRO in India has not caught up sufficiently time is right for making rapid strides to catch up and make best use of the opportunities presented by the wave of HR outsourcing. HRO as Double – edged Weapon: In India, we are fortunate to have the double advantage of HRO as we all know, HRO operates in an environment where there are abundant takers and abundant givers. HRO activities have two edges – one as the service provider and another as a client who is outsourcing the process / transaction. At present many Indian companies are acting as service providers as a natural step, India with its vast millions of English speaking, trainable youth who are willing to learn and serve clients as and idle platform to take on the HRO wave. Thus, India may finally become the outsourcing centre for HR services. The growth in the HRO itself may trigger further developments. Any HRO companies may, in turn, begin to outsource some of their process to another service provider. Thus, a virtuous HRO business cycle may get activated. After all, â€Å"We Are All in Services Now† (Prof. James Teboul). According to him, the process, people and credibility are 3 key elements in the making of value proposition. People interaction may place a sort of limitation on HRO spreading without a human face! The basic tenet of HR philosophy should be that HRO must be implemented with utmost regard to â€Å"Human face† of activities being outsourced. This is because of the uniqueness of the HR issues. There cannot be a straightjacket solution for all human issues hence human interaction element needs to be always kept in mind and given a priority. We need to get over certain drawbacks as a community of employers in order to benefit from the HRO wave. If we have to shape up, good future we need to know aht we should to and what we should not so that our progress is never stalled. Hence, it is necessary to appreciate the barriers identified for the spread of HRO in our country. The following are some of the barriers identified in literature on the subject: †¢Cultural shift and top management thinking †¢Confidentiality and cost factors †¢Lack of awareness on cost-to-benefit equation of HRO †¢Quality of end results. A word or two about each of these barriers will clear the aspect. Cultural shift requires us to trust and be trusted. The two parties’ involved, namely service provider and client, need to trust each other not only about confidentiality but also about the capability to delay it. Many employers and top management feel that it is better to have own HR persons dealing with all the issues instead of outsourcing. Reasons may be many for such outlook, but there is a need to change in order to think professionally and ethically. If we can trust an advocate or a doctor or the tax consultant, why not HR service provider? Confidentiality and cost factors relate to the ability of HR service provider to handle information professionally and confidentially. Ethics both personal and corporate – play a great role. If we think proper work ethics can be created through good leadership, we need to develop and nurture such leaders appropriately. Lack of awareness among persons about cost / benefit equation needs to be overcome by education right from the top level to look at HRO as a hard core business option and to quantify the benefits correctly. Lastly, quality issues need to be addressed again through building a quality culture by following the total quality management (TQM) practices. Internal and external customer orientation among all and education and training for all on TQ practices and bring about improvement in quality. The Indian experience of TQM is quite satisfactory in this regard and there is a bright chance of success for improving the quality aspects of HRO. Preparatory Activities: While is it necessary to be clear about changes that we need to make on an individual or a company basis, it is equally important to focus on the preparations needed by us a community of service economy. For any service economy to grow, especially in the network era of today, there is a need for adequate preparation so that ultimately, the environment of business responds favorably to the needs of the market. In this regard, certain preparatory activities have to be undertaken immediately. The various activities for this purpose can be broadly classified as: †¢Infrastructural †¢Educational †¢Business/ operational †¢Social Under each of these, there are various elements that have to be taken under consideration. The following matrix will show these points clearly. As most of these items are self explanatory in nature, a detailed description of individual items is not done in this article. However, it has to be emphasized that these sub elements are very important contributions to the climate of HRO in a microeconomic sense. The elements given in the matrix are only illustrative and are not exhaustive. Preparatory activities needed for HRO Infrastructural / Technical †¢Telecommunications and network accessibility †¢Roads †¢TransportEducational – Training Related †¢Curriculum in colleges †¢HRO training centers †¢E – Learning transactions / process Counseling centers Business Related †¢Performance parameters †¢Quality measures †¢Feedback †¢Relationships / Cultural sensitivitySocial †¢Quality of the work – Life balance †¢Stress management †¢Time management †¢Security at workplace Conclusion: In conclusion, it may be said that HRO is going to slowly but stead ily become a part of business strategy. HR professionals will drive the initiatives of HRO, of course with support from top management. The time is now ripe for HRO to succeed in view of HRM being seen and treated as an important element of business resources in the service economy of today. Certain new roles have emerged which confirm this position. Though the Indian share of the revenue pie today is very small, there is a very good possibility of our riding high on the HRO wave that is round the corner. As a community, it is necessary to identify barriers and identify the changes or adjustments we need to make as individuals and companies. As HRO operates as a subset of BPO and overall business environment, certain preparatory steps need to be taken as a community in general. With all this, it is possible to ride high on HRO wave in the next few years.

Amino Acids Characteristics and Structures

Amino Acids Characteristics and Structures Amino acids are a type of organic acid that contains both a carboxyl group (COOH) and an amino group (NH2). The general formula for an amino acid is given below. Although the neutrally-charged structure is commonly written, it is inaccurate because the acidic COOH and basic NH2 groups react with one another to form an internal salt called a zwitterion. The zwitterion has no net charge; there is one negative (COO-) and one positive (NH3) charge. There are 20 amino acids derived from proteins. While there are several methods of categorizing them, one of the most common is to group them according to the nature of their side chains. Nonpolar Side Chains There are eight amino acids with nonpolar side chains. Glycine, alanine, and proline have small, nonpolar side chains and are all weakly hydrophobic. Phenylalanine, valine, leucine, isoleucine, and methionine have larger side chains and are more strongly hydrophobic. Polar, Uncharged Side Chains There are also eight amino acids with polar, uncharged side chains. Serine and threonine have hydroxyl groups. Asparagine and glutamine have amide groups. Histidine and tryptophan have heterocyclic aromatic amine side chains. Cysteine has a sulfhydryl group. Tyrosine has a phenolic side chain. The sulfhydryl group of cysteine, phenolic hydroxyl group of tyrosine, and imidazole group of histidine all show some degree of pH-dependent ionization. Charged Side Chains There are four amino acids with charged side chains. Aspartic acid and glutamic acid have carboxyl groups on their side chains. Each acid is fully ionized at pH 7.4. Arginine and lysine have side chains with amino groups. Their side chains are fully protonated at pH 7.4.

Biography of James Monroe, Fifth U.S. President

Biography of James Monroe, Fifth U.S. President James Monroe (April 28, 1758–July 4, 1831) was the fifth president of the United States. He fought with distinction in the American Revolution and served in the cabinets of Presidents Thomas Jefferson and James Madison before winning the presidency. He is best remembered for creating the Monroe Doctrine, a key tenet of United States foreign policy, which warned European nations against intervening in the Western Hemisphere.  He was a staunch anti-Federalist. Fast Facts: James Monroe Known For:  Statesman, diplomat, founding father, the fifth president of the United StatesBorn:  April 28, 1758 in Westmoreland County, VirginiaParents: Spence Monroe and Elizabeth JonesDied:  July 4, 1831 in New York, New YorkEducation: Campbelltown Academy, the College of William and MaryPublished Works:  The Writings of James MonroeOffices Held: Member of the Virginia House of Delegates, member of the Continental Congress, U.S. senator, minister to France, governor of Virginia, minister to Britain, secretary of state, secretary of war, president of the United StatesSpouse: Elizabeth KortrightChildren: Eliza and Maria HesterNotable Quote: Never did a government commence under auspices so favorable, nor ever was success so complete. If we look to the history of other nations, ancient or modern, we find no example of a growth so rapid, so gigantic, of a people so prosperous and happy.   Early Life and Education James Monroe was born on April 28, 1758, and grew up in Virginia. He was the son of Spence Monroe, a  well-off planter and carpenter, and Elizabeth Jones, who was well educated for her time. His mother died before 1774, and his father died soon after when James was 16. Monroe inherited his fathers estate. He studied at Campbelltown Academy and then went to the College of William and Mary. He dropped out to join the Continental Army and fight in the American Revolution. Military Service Monroe served in the Continental Army from 1776–1778 and rose to the rank of major. He was aide-de-camp to Lord Stirling during the winter at Valley Forge. After an attack by enemy fire, Monroe suffered a severed artery and lived the rest of his life with a musket ball ​lodged beneath his skin. Monroe also acted as a scout during the Battle of Monmouth. He resigned in 1778 and returned to Virginia, where Governor Thomas Jefferson made him Military Commissioner of Virginia.   Political Career Before the Presidency From 1780–1783, Monroe studied law under Thomas Jefferson. Their friendship was the springboard for Monroes swiftly rising political career. From 1782–1783, he was a member of the Virginia House of Delegates. He then became a delegate to the Continental Congress (1783–1786). In 1786, Monroe married  Elizabeth Kortright. They had two daughters together,  Eliza and Maria Hester, and a son who died in infancy. Monroe left politics briefly to practice law, but he returned to become a U.S. senator and served from 1790–1794. He had a short tenure in France as a minister (1794–1796) and then was recalled by Washington. He was elected Virginia governor (1799–1800; 1811). President Jefferson sent him to France in 1803 to negotiate the Louisiana Purchase, a key achievement of his life. He then became minister to Britain (1803–1807). In President Madisons cabinet, Monroe served as secretary of state (1811–1817) while concurrently holding the post of secretary of war from 1814–1815, the only person in U.S. history to have served both offices at the same time. Election of 1816 Monroe was the presidential choice of both Thomas Jefferson and James Madison. His vice president was Daniel D. Tompkins. The Federalists ran Rufus King. There was very little support for the Federalists, and Monroe won 183 out of 217 electoral votes. His victory marked the death knell for the Federalist Party. First Term of Presidency James Monroes administration was known as the Era of Good Feelings. The economy was booming and the War of 1812 had been declared a victory. The Federalists posed little opposition in the first election and none in the second, so no real partisan politics existed. During his time in office, Monroe had to contend with the First Seminole War (1817–1818), when Seminole Indians and escaped slaves raided Georgia from Spanish Florida. Monroe sent  Andrew Jackson  to rectify the situation. Despite being told not to invade Spanish-held Florida, Jackson did and deposed the military governor. This eventually led to the Adams-Onis Treaty (1819) where Spain ceded Florida to the United States. It also left all of Texas under Spanish control. In 1819, America entered its first economic depression (at that time called a Panic). This lasted until 1821. Monroe made some moves to try and alleviate the effects of the depression. In 1820, The Missouri Compromise admitted Missouri into the Union as a slave state and Maine as a free state. It also provided that the rest of the  Louisiana Purchase  above latitude 36 degrees 30 minutes was to be free. Re-Election in 1820 and Second Term Despite the depression, Monroe ran unopposed in 1820 when he ran for re-election. Therefore, there was no real campaign. He received all electoral votes save one, which was cast by William Plumer for John Quincy Adams. Perhaps the crowning achievements of Monroes presidency occurred in his second term: the Monroe  Doctrine, issued in 1823. This became a central part of American foreign policy throughout the 19th century and to the current day. In a speech before Congress, Monroe warned European powers against expansion and colonial intervention in the Western Hemisphere. At the time, it was necessary for the British to help enforce the doctrine. Along with  Theodore Roosevelt’s  Roosevelt Corollary and  Franklin D. Roosevelt’s  Good Neighbor policy, the Monroe Doctrine is still an important part of American foreign policy. Post Presidential Period Monroe retired to Oak Hill in Virginia. In 1829, he was sent to and named the president of the Virginia Constitutional Convention. After his wifes death, he moved to New York City to live with his daughter. Death Monroes health had been declining throughout the 1820s. He died of tuberculosis and heart failure on July 4, 1831 in New York, New York. Legacy Monroes time in office was known as the Era of Good Feelings due to the lack of partisan politics. This was the calm before the storm that would lead to the Civil War. The completion of the Adams-Onis Treaty ended tensions with Spain with their cession of Florida. Two of the most important events during Monroes presidency were the Missouri Compromise, which attempted to solve a potential conflict over free and slave states, and his greatest legacy the Monroe Doctrine, which continues to influence American foreign policy. Sources Ammon, Harry. James Monroe: The Quest for National Identity. Mcgraw-Hill, 1971.Unger, Harlow G. The Last Founding Father: James Monroe and a Nations Call to Greatness. Da Capo Press, 2009.

Mastring Management 4330 Essay Example | Topics and Well Written Essays - 500 words - 1

Mastring Management 4330 - Essay Example Chet fails to do advance daily planning, leading to reliance on memory. This wastes time in relation to trying to remember each and every single detail that fits in the daily schedule of discharging managerial duties. Only one accomplishment list should be made for effective and efficient time management (Watson and Idinopulos 126). However, this is not observed in the case. Another violated time management principle in the case is the failure to prioritize tasks. Chet wants to address all issues that are brought to his attention. He even tries to address issues that he cannot resolve. Other violated principles include the principles of setting deadlines, reserving personal time when on is not accessible, and listing long term objectives (Watson and Idinopulos 127). Chet’s level of stress can be attributed to organizational problems in his place of work. Managers need to maintain constant communication and functional relations among themselves. However, plan managers in the case operate as single entities and do not have time for each other. Constant communication and discussions regarding organizational operations and performance are essential in ensuring managerial coherence. Since this aspect is lacking in the organization, Chet’s stress levels build up. The organization is made up of a number of firms. Chet is required to work across these firms from time to time. Transfers between firms leaves Chet stressed, especially due to the fact that shelving of ideas occurs in the process of transferring Chet between firms (Watson and Idinopulos 152). The structure of the organization does not account for Chet’s absence in any given firm. Personal productivity in the workplace is highly influenced by individual personality and character. Chet’s personality significantly influences his performance in the workplace, and subsequently exacerbates his stress level. Chet is ignorant of external elements that do not relate to

Auditors Responsibility for Detecting Fraud Assignment

Auditors Responsibility for Detecting Fraud - Assignment Example Business failure occurs when a business is unable to repay its creditors or meet investors because of prevailing business conditions. A recent fraud that shocked the financial society is the financial collapse of Lehman Brothers, a big investment firm in U.S. Reuters carried news report that the accounting firm of Ernest & Young helped to hide financial problems of Lehman Brothers that led to its downfall (McKena, Francine,2010) Reuters reported that Ernest & Young tolerated the fraudulent transactions of Lehman Brothers that used an accounting technique known as â€Å"Repo 105, a business model designed to hide billions in liabilities. The firm used this technique to hide as much as $50 billion in assets from the balance sheet. (McCool Grant, 2010) As a process, management puts the internal control to be assured that operations are in place. Internal control, as Carl Haus(2014) defined, are rules designed to promote proper functioning of business. It is also designed to protect company assets, Cari suggested. In this context, Independent auditors rely on the accuracy of internal controls to form their opinions. As such, management has the responsibility of providing a reliable financial position of the company. Based on this premise, failures of internal control started with top management who failed or ignored internal controls for a dependable financial reporting. The Auditors, on their part failed or disregarded the weaknesses of financial information or errors presented so as not to disrupt the operations of Lehman Brothers. Financial statements done by Lehman Brothers were manipulated by management to make it appear that it was a sound company.