The Catholic Faith With Contrasting Facts on Islam Religion Essay

The Catholic Faith With Contrasting Facts on Islam Religion - Essay Example With the death of Christ, the apostle Peter was designated as the first Pope, or temporal head of the Catholic Church. Since then, the mission of this faith is to spread the faith across the world. According to Pope Benedict XVI, the mission of the Catholic Church can be summarized â€Å"as a threefold responsibility to proclaim the word of God, celebrate the sacraments, and exercise the ministry of charity† (Benedict XVI 2005). Known to be one of the oldest institutions in the world, the Catholic Church is rich with traditions and beliefs seen through the eyes of devotees. This essay provides the opportunity for a Catholic devotee to be interviewed. In the process, one would appreciate the insights, beliefs, underlying teachings of the Catholic Church as seen from of an ordinary woman. The interview was conducted in the Infant of Prague Catholic Church at Jacksonville, North Carolina. The person being interviewed is Christina Cordero, a Roman Catholic by virtue of her birth and baptism. She was raised in another country, the Philippines, which is a predominantly Catholic country. The Infant of Prague Catholic Church is medium built. It has three balconies, vaulted ceilings, a separate room for families with small children who might act up during service, an elaborate altar flanked by praying candles, and beautiful stained glass windows with depictions of St. Michael, St. Peter and others saints. Apart from the solemn faà §ade, there is just one thing that needs some maintenance and repairs – the pews.

Differential Equation Essay Example for Free

Differential Equation Essay Assume that the resulting system is linear and time-invariant. x[n] O + r0n] D y[n] +1 3 -2 Figure P6. 5 (a) Find the direct form I realization of the difference equation. (b) Find the difference equation described by the direct form I realization. (c) Consider the intermediate signal r[n] in Figure P6. 5. (i) Find the relation between r[n] and y[n]. (ii) Find the relation between r[n] and x[n]. (iii) Using your answers to parts (i) and (ii), verify that the relation between y[n] and x[n] in the direct form II realization is the same as your answer to part (b). Systems Represented by Differential and Difference Equations / Problems P6-3 P6. 6 Consider the following differential equation governing an LTI system. dx(t) dytt) dt + ay(t) = b di + cx(t) dt dt (P6. 6-1) (a) Draw the direct form I realization of eq. (P6. 6-1). (b) Draw the direct form II realization of eq. (P6. 6-1). Optional Problems P6. 7 Consider the block diagram in Figure P6. 7. The system is causal and is initially at rest. r [n] x [n] + D y [n] -4 Figure P6. 7 (a) Find the difference equation relating x[n] and y[n]. (b) For x[n] = [n], find r[n] for all n. (c) Find the system impulse response. P6. 8 Consider the system shown in Figure P6. 8. Find the differential equation relating x(t) and y(t). x(t) + r(t) + y t a Figure P6. 8 b Signals and Systems P6-4 P6. 9 Consider the following difference equation: y[n] ly[n 1] = x[n] (P6. 9-1) (P6. 9-2) with x[n] = K(cos gon)u[n] Assume that the solution y[n] consists of the sum of a particular solution y,[n] to eq. (P6. 9-1) for n 0 and a homogeneous solution yjn] satisfying the equation Yh[flI 12Yhn 1] = 0. (a) If we assume that Yh[n] = Az, what value must be chosen for zo? (b) If we assume that for n 0, y,[n] = B cos(Qon + 0), what are the values of B and 0? [Hint: It is convenient to view x[n] = Re{Kejonu[n]} and y[n] = Re{Yeonu[n]}, where Y is a complex number to be determined. P6. 10 Show that if r(t) satisfies the homogeneous differential equation m d=r(t) dt 0 and if s(t) is the response of an arbitrary LTI system H to the input r(t), then s(t) satisfies the same homogeneous differential equation. P6. 11 (a) Consider the homogeneous differential equation N dky) k~=0 dtk (P6. 11-1) k=ak Show that if so is a solution of the equation p(s) = E akss k=O N = 0, (P6. 11-2) then Aeso is a solution of eq. (P6. 11-1), where A is an arbitrary complex constant. (b) The polynomial p(s) in eq. (P6. 11-2) can be factored in terms of its roots S1, ,S,. : p(s) = aN(S SI)1P(S tiplicities. Note that S2)2 . . . (S Sr)ar, where the si are the distinct solutions of eq. (P6. 11-2) and the a are their mul ­ U+ 1 o2 + + Ur = N In general, if a, ;gt; 1, then not only is Ae a solution of eq. (P6. 11-1) but so is Atiesi as long as j is an integer greater than or equal to zero and less than or Systems Represented by Differential and Difference Equations / Problems P6-5 equal to oa 1. To illustrate this, show that if ao = 2, then Atesi is a solution of eq. (P6. 11-1). [Hint: Show that if s is an arbitrary complex number, then N ak dtk = Ap(s)te t + A estI Thus, the most general solution of eq. P6. 11-1) is p ci-1 ( i=1 j=0 Aesi , where the Ai, are arbitrary complex constants. (c) Solve the following homogeneous differential equation with the specified aux ­ iliary conditions. d 2 y(t) 2 dt2 + 2 dy(t) + y(t) = 0, dt y(0) = 1, y'() = 1 MIT OpenCourseWare http://ocw. mit. edu Resource: Signals and Systems Professor Alan V. Oppenheim The following may not correspond to a parti cular course on MIT OpenCourseWare, but has been provided by the author as an individual learning resource. For information about citing these materials or our Terms of Use, visit: http://ocw. mit. edu/terms.

Swot Analysis And Its Importance In Developing Marketing Essay

Swot Analysis And Its Importance In Developing Marketing Essay Faced with a constantly changing environment, each business unit needs to develop a marketing information system (MkIS) that is capable of tracking trends and developments within the marketplace. Each trend or development can then be categorized as an opportunity or a threat, and an assessment made of the feasibility and action needed if the organization is either to capitalize upon the opportunity or minimize the impact of the threat. Although SWOT analysis is one of the best-known and most frequently used tools within the strategic planning process, the quality of the outputs often suffer because of the relatively superficial manner in which it is conducted. There are several ways in which SWOT analyses can be made more rigorous, and therefore more strategically useful. STRENGTHS: Areas of (distinctive) competence that: Must always be looked at relative to the competition If managed properly, is the basis for competitive advantage Derive from the marketing asset base WEAKNESSES: Areas of relative disadvantage that: Indicate priorities for marketing improvement Highlight the areas and strategies that the planner should avoid THREATS: Trends within the environment with potentially negative impacts that: Increase the risks of a strategy Hinder the implementation of strategy Increase the resources required Reduce performance expectations OPPORTUNITIES: Environmental trends with positive outcomes that offer scope for higher levels of performance if pursued effectively: Highlight new areas for competitive advantage 2) SWOT ANALYSIS IS THEREFORE DESIGNED TO ACHIEVE TWO PRINCIPAL OBJECTIVES: 1) To separate meaningful data from that which is merely interesting 2) To discover what management must do to exploit its distinctive competencies within each of the market segments both now and in the longer term. However, in examining opportunities and threats, the reader needs to recognize that they can never be viewed as absolutes. What might appear at first sight to be an opportunity may not be so when examined against the organizations resources, its culture, the expectations of its stakeholders, the strategies available, or the feasibility of implementing the strategy. At the risk of oversimplification, however, the purpose of strategy formulation is to develop a strategy which will take advantage of the opportunities and overcome or circumvent the threats. For our purposes, an opportunity can be seen as any sector of the market in which the company would enjoy a competitive advantage. These opportunities can then be assessed according to their attractiveness and the organizations probability of success in this area; The probability of success is influenced by several factors, but most obviously by the extent to which the organizations strengths, and in particular its distinctive competences, match the key success requirements for operating effectively in the target market and exceed those of its competitors. Competence by itself is rarely sufficient in anything more than the short term since, given time, competitive forces will erode this competence. 2.1) IDENTIFYING STRENGTHS AND WEAKNESSES Our primary concern within this stage is with the ways in which organizations can most clearly identify their current position and the nature of their marketing capability. It is against the background of the picture that emerges from this analysis that the marketing planner should then be in a far better position to begin the process of deciding upon the detail of the organizations future direction and the ways in which strategy is to be formulated. The starting point in this process of strategic and marketing analysis involves a detailed marketing audit and review of marketing effectiveness. Together, the two techniques are designed to provide the strategist with a clear understanding of: à ¢Ã… ¾Ã‚ ¡ The organizations current market position à ¢Ã… ¾Ã‚ ¡ The nature of environmental opportunities and threats à ¢Ã… ¾Ã‚ ¡ The organizations ability to cope with the demands of this environment. The results of this analysis are then incorporated in a statement of Strengths, Weaknesses, Opportunities and Threats (SWOT), and subsequently a measure of capability. Although in many markets it is often a relatively simple process to identify a whole series of environmental opportunities, few organizations have the ability or the competences needed to capitalize upon more than a small number of these. Each business needs therefore to evaluate on a regular basis its strengths and weaknesses. Each factor is rated by management or an outside consultant according to whether it is a fundamental strength, a marginal strength, a neutral factor, a marginal weakness, or a fundamental weakness. By linking these ratings, a general picture of the organizations principal strengths and weaknesses emerges. Of course, not all of these factors are of equal importance either in an absolute sense or when it comes to succeeding with a specific business opportunity. Because of this, each factor should also be given a rating (high, medium or low) either for the business as a whole or for a particular marketing opportunity. Combining performance and importance levels in this way injects a greater sense of perspective to the analysis and leads to four possibilities emerging; in the form of a performance-importance matrix. Another way of looking at issues of performance and importance involves focusing specifically upon the organizations performance relative to the competition. On the basis of this sort of analysis it should be apparent that, even when a business has a major strength in a particular area, this strength does not invariably translate into a competitive advantage. There are several possible explanations for this, the two most prominent of which are that it may not be a competence that is of any real importance to customers, or that it is an area in which competitors are at least equally strong. It follows from this that, in order to benefit from the strength, it must be relatively greater than that of the competitor. Having identified the organizations weaknesses, the strategist needs to return to consider again the relative importance of these weaknesses. There is often little to be gained from overcoming all of the organizations weaknesses, since some are unimportant and the amount of effort needed to convert them to a strength would quite simply not be repaid. Equally, some strength is of little real strategic value and to use them in anything other than a peripheral way is likely to prove of little real value. Recognizing this, the marketing planner should focus upon those areas of opportunity in which the firm currently has major strengths or where, because of the size of the opportunity and the potential returns, it is likely to prove cost-effective in acquiring or developing new areas of strength. In order to make better use of the SWOT framework, Mr. Piercy proposes five guidelines: 1) Focus the SWOT upon a particular issue or element, such as a specific product market, a customer segment, a competitor, or the individual elements of the marketing mix. 2) Use the SWOT analysis as a mechanism for developing a shared vision for planning. This can be done by pooling ideas from a number of sources and achieving a team consensus about the future and the important issues. 3) The kind of corporate-level strategy pursued by the company 4) Business level strategy of the company and its nature. 5) Company Strategy and its control and structure for achieving that strategy 2.2)  [1]  SWOT ANALYSIS AND MACRO ENVIRONMENT FOR DECISION MAKERS Many changes from the macro environment have the potential to cripple even the best of strategies and must therefore be watched. Managers should note any changes in the environmental factors as conducive to innovation. Potential changes in exchange rates, especially unanticipated large ones, central bank policies that raise interest rates, and taxation laws, along with demographic and socio political changes, all have the potential to impact firm strategies. Managers should examine them carefully for potential threats and opportunities. In particular, they should examine the potential impact of changes in tax policies concerning the Internet. This analysis of a firms current performance, appraisal of its business model, appraisal of its competitors business models, analysis of industry attractiveness, assessment of its macro environment, projection of the evolution of the Internet, and a forecast of its environmental changes is sometimes called a strengths and weaknesses, opportuniti es, and threats (SWOT) analysis. After an analysis of where the firm is now, a manager may also decide not to pursue profits as previously planned but to hone the firms capabilities to fit another firms portfolio of capabilities so that it can be acquired by the other firm. On the other hand, a firm whose exit strategy had been to be acquired, with no intention of ever making profits, may decide that it now wants to become profitable after all. In all these cases, a firm has decided to move into new areas. It is now intent on doing certain things that it had not done before. If moving into these new areas requires entirely new capabilities, the objective to do so is sometimes referred to as a firms strategic intent. WAL-MART 3) COMPANY HISTORY AND ITS FOUNDERVISION 2Samuel Moore Walton, the billionaire boy scout of Bentonville, Arkansas, built an empire on a fervid belief in value, pioneered by ideas like empowerment, and revolutionized retailing in the process. Dead at 74 after a long fight with cancer, he did not invent the discount department store, although it hardly seems possible that he didnt. He grabbed hold of the leading edge of retailing in 1962 and never let go, creating a value-powered merchandising machine that seems certain to outlive his memory.. In 1994, the still-young company earned $2.3 billion on sales of $67 billion. A $1,650 investment in 100 Wal-Mart shares in 1970, when they began trading, is worth $3 million today. He taught American business that the vast amount of American people want value. He saw the future, and he helped make the future. According to a retail executive, while Walton was one of the great showmen of retailing, if he had been a television preacher hed have become Pope. As a manager he applied such concepts as a flat organization, empowerment, and gain-sharing long before any one gave them those names. In the 1950s, he shared information and profits with all employees. He ingested as much data as he could to get close to the customer and closer to the competition. He stressed flexibility and action over deliberation. Wal-Mart is ultimately a monument to consumers: it has saved them billions. Sam Walton truly believed that nothing happens until a customer walks into a store with a purpose, buys some thing, and walks out. His philosophy was simple: satisfy the customer. Operating nearly 2,000 stores in 47 states, Wal-Mart remains the leader in the discount store industry. In addition, with over 400 Sams Clubs, Wal-Mart is a major factor in the Warehouse Club industry. Combining general merchandise and groceries, Supercenters represent the companys fastest growing segment, with 65 to 70 stores planned in fiscal 1995 on a base of 68. Walton long ago wanted manufacturers to see themselves, wholesalers, retailers, and consumers as parts of a single customer-focused process rather than as participants in a series of transactions. He personally and permanently altered the relationship between manufacturers and retailers, which has historically been, to put it politely, antagonistic. About five years ago he asked Procter Gamble executives to view a focus group of Wal-Mart executives talking about their prickly relationship with the packaged-goods company. It was sobering. His strategy clearly was that we ought to be able to work together to lower the costs of both the manufacturer and the distributor and get lower costs for consumers. Walton got both sides to focus on distribution costs and how to cut them. Wal-Mart linked PG with its computers to allow automatic reordering, thus avoiding bulges in order cycles. With better coordination of buying, PG could plan more consistent manufacturing runs, rationalize distribution, and lower its costs, passing on some of the savings. This systematic approach is now in broad use throughout the industry. Walton has been described as a visionary, and he clearly was that. His vision was apparent in 1956 as a Ben Franklin variety store owner. To lure one of his first store managers, Bob Bogle, away from the state health depart ment, Walton showed him the books and offered to pay him 25 percent of the stores net profit in addition to salary. 4) STRATEGIC ANALYSIS OF WAL-MARTS SUCCESS-WAL-MARTS COMPETITIVE CAPABILITIES 4.1) Competitive Environmental Change Rivals are constantly changing their strategies and such changes, especially new game strategies, have to be watched very carefully. A firm is said to pursue a new game strategy if by performing value chain, value shop, or value configuration activities that differ from what the dominant logic of the industry dictates, or by performing the same activities differently than the logic dictates, the firm is able to offer superior customer value. Wal-Marts early strategies were new game strategies. It decided to move into small towns, saturate adjoining towns with stores, build distribution centers, and improve logistics, with an empowering culture and information technology to match. This allowed Wal-Mart to achieve high economies of scale and bargaining power over its suppliers. This in turn allowed the firm to offer its customers lower prices than its competitors. 3Low-cost operations as the result of a combination of high productivity, low over heads, low labour costs, better purchasing skills, a limited product range, or low-cost distribution. Amongst those to have achieved this are the low-cost supermarket chains. 4The global, or single brand, enables a product to adapt to new international opportunities. Travellers abroad, whether businessmen or tourists, are more likely to buy a brand they know and trust as it reduces the risk of the purchase. The greater the development of international media, the greater the opportunities for the single brand. The advent of Sky television and the increasing international coverage of satellite transmissions are examples of this widening reach. When a brand goes international, it can attract the interest of large retailers involved worldwide and successfully implemented by the like Wal-Mart to attract international customers. The global brand, having acquired a wider international presence and awareness, provides a lever for entering other markets. Be assumed to be: to maintain continued growth in the US and to extend domination internationally in targeted markets, including the Americas and Continental Europe. Its corporate objective is to achieve an annual growth above the average gained by the food retail industry in general, and above the average annual growth rate achieved by Wal-Mart over the last three years. An annual turnover growth rate of 5 per cent above in ¬Ã¢â‚¬Å¡ation with pro ¬Ã‚ ts of 7 per cent might be set. Additional objectives (or targets) might be to increase customer loyalty as measured by customer repeat shopping visits to Wal-Mart outlets. Wal-Marts international marketing plan would cover the basic framework outlined in Table 9.1. It should indicate the groups business mission and associated corporate objectives. Thus, the Wal-Mart business mission could be assumed to be: to maintain continued growth in the US and to extend domination internationally in targeted markets, including the Americas and Continental Europe. Its corporate objective is to achieve an annual growth above the average gained by the food retail industry in general, and above the average annual growth rate achieved by Wal-Mart over the last three years. An annual turnover growth rate of 5 per cent above in ¬Ã¢â‚¬Å¡ation with pro ¬Ã‚ ts of 7 per cent might be set. Additional objectives (or targets) might be to increase customer loyalty as measured by customer repeat shopping visits to Wal-Mart outlets. 4.2) SWOT ANALYSIS à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  [5]  Strengths This Company has reputation of value for your money, convenience and a wide range of production all in one store. This company is famous among the world over customer with respect to value the customers money and providing vides range of goods of different categories. This Company has increased its market share very sharply with in few years the years both domestically and through acquisition globally. For example, it purchased the UK based Company ASDA engaged in the business of retailing. The Wal-Mart has a very powerful strength in incorporating information technology in its business. This is very simple way in which the company operates its logistic operations efficiently in international market and also able to procure goods on timely basis. The Wal-Mart basic aim to improve its HRM department and hired the best people in their profession. Talent is key to Wal-Marts business, and its invests time and resources into the training and retention of its people. à ¢Ã¢â€š ¬Ã‚ ¢ Weaknesses This is the fact that company is weak in some area of human resource management where it runs on vast span of control. The company sold the products of many products sector like clothing, food, electronics, etc and there is no flexibility to focus on some sector of economy as its competitors do their business. The Company claimed that it operates on a global basis but this is the fact that it has a presence in few other countries. à ¢Ã¢â€š ¬Ã‚ ¢ Opportunities It has the opportunity to take over, merge with or from of organization who are operated on the world basis and focus on Europe and Asian Markets. The Stores are only in a few countries and opportunity exists to expand in large consumer markets India and China. New locations and stores types are mobbing from large super centres to local malls. Continued strategy for the opening of large super centers. à ¢Ã¢â€š ¬Ã‚ ¢ Threats AS this Company claimed that its brand name is No. 1 among the retailing business. On the other hand you are the target of competitors whether they are from local business market or from international market. As the company operate in international business market then there is a probability that the Company will face political and social problems in countries where this operate. Intense price competition in a threat. 5) CONCLUSION Completing a SWOT would have identified the threat as a focus on immigration and the possibility of lost crops due to un-harvested products. That threat turned to a weakness for those organizations that did not develop alternative strategies. For those who made the investments in increased mechanical harvesting, no business interruption occurred. For those who waited, it became a competitive disadvantage. Being able to forecast changes in the market and business will lead to insight regarding potential issues and opportunities to be faced in the future. The insights gained from engaging in this forecasting exercise can then be used to create plans of action to deal with the issues before they can have detrimental effects on the functioning of the business. Although SWOT analysis is a potentially useful input to the strategic planning process, in practice it often suffers from a number of weaknesses. Amongst the most common of these is that: à ¢Ã… ¾Ã‚ ¡ The planner fails to relate strengths and weaknesses to critical success factors à ¢Ã… ¾Ã‚ ¡ Strengths and weaknesses are seen in absolute terms rather than in relation to the competition à ¢Ã… ¾Ã‚ ¡ The elements of the analysis are insufficiently specific à ¢Ã… ¾Ã‚ ¡ Competitors capabilities are underestimated and/or misunderstood à ¢Ã… ¾Ã‚ ¡ The focus is upon marketing-specific issues rather than reflecting a broader company perspective à ¢Ã… ¾Ã‚ ¡ Emphasis is placed largely upon the hard or quantifiable elements and fails to take account of managerial attitudes, cultures, capabilities and competencies. SWOT analysis can also be made more effective by thinking: à ¢Ã… ¾Ã‚ ¡ To what extent has the relative importance of the various elements been identified? à ¢Ã… ¾Ã‚ ¡ To what extent have the implications of each of the elements been examined? à ¢Ã… ¾Ã‚ ¡ To what extent does the management team really recognize the significance of the elements? à ¢Ã… ¾Ã‚ ¡ To what extent have attempts been made in the past to manage the SWOT analysis outcomes proactively?

Energy Bars and Resulting Glycemic Levels Essay -- Health Nutrition Di

Energy Bars and Resulting Glycemic Levels   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The Atkins’ diet has been sweeping the nation as more and more Americans struggle to lose weight. Opposed to other diets which require less fatty foods and more fruits and vegetables, Atkins’ takes a different approach. The Atkins’ diet suggests that removal of carbohydrates alone will lead to a thinner and healthier body. Atkins’ encourages intake of low-carb and high protein foods such as meat, and discourages consumption of foods high in carbohydrates such as bread. Divergent from proteins, carboyhdrates store sugars for a longer period of time and eventually turn into fat. To accommodate the diet, Atkins came out with the low carb Atkins Advantage energy bar. But losing carbs isn’t the only path to weight loss as other bars with this macronutrient also affect glycemic levels (liquid derived from fats). Such bars, including the Balance Bar and Power Bar, substitute low-glycemic carbs for higher glycemic carbs as the former have been associated with weight gain and increased blood cholesterol. A study went underway to determine just how successful the energy bars are in affecting glycemic levels.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A study took place to see just how effective energy bars are with glycemic levels. The Atkins Advantage, which in nearly free of carbs, the Balance Bar, which provides its energy from 40% carbs, 30% protein, and 30% fat, and the Power Bar, that’s high in carbs, all were scientifically studied to see how well they live up to their names. The bars were abbreviated LC for low in carbs (Atkins), MC for moderate, (Balance) and HC for high (Power). The goal of this study was to compare the different glycemic responses of each bar to wh... ... leading to faster processing of fat and muscle gain versus weight gain. The Power bar on the other hand, which contains more carbs than the average carb substance such as white bread, is affective when eaten after exercise as it replenishes loss of glycogen in the muscles. So, each bar under this study affectively alters glucose levels, but with different results. The Atkins Advantage, or LC, contains drastically lower carbs leading to weight loss. The Balance Bar assists in weight loss to a smaller degree (with have the carbs of bread) but what it lacks in pound shedding makes up for with energy (from the protein and fats). And finally the high carb Power bar, with an additional amount of carbs, provides the energy and muscle aid which in turn can lead to weight loss. In sum, each bar is functional in their different dietary functions.

Legal Case

Legal Studies In December 2002 Dominic Li answered his front door to two men (Richard Nimmo and Maua Sua) both armed with guns. Sua and Nimmo were being paid by Yonky Irvin Tan, a drug dealer whom Li’s brother in law owed money to. Both Sua and Nimmo poured hydrochloric acid onto Mr Li where he suffered burns to his face, became blind and burns to his oesophagus. Mr Li painfully passed away three weeks later due to these injuries sustained as they led to a blockage in his throat that blocked his breathing. Tan was found guilty of plannng the murder and sentenced to life in prison.Sua and Nimmo were found not guilty to the murder but found guilty on other offences. Identify the correct legal citation of the case Name: Dominic Li – Satorre v R, R v AB, R v Tan – Acid attack and murder Date: 13th December 2002 Outline the elements of the offence In this case the elements of this case include the planning of the event by Tan. This is known as the men’s rea (gu ilty mind) this is proven by Tan admitting he had planned out the act and paid Sua and Nimmo to kill Li for him. Also acts rea is established in this case.Acts rea is the guilty act and is revealed in the case by Sua and Nimmo pouring the acid on Li’s face which eventually led to Li passing away three weeks later due to the injuries suffered in the attack. The overall offence of this act was murder. Describe the factors that might have led to the criminal behaviour. Economics was the factor/motive for this murder. Li’s brother in law (Phillip Ma) owed Tan money and had disappeared. Tan then planned out the murder of Li as a way of finding out where Ma was and to portray to Ma that it was a sign that Tan was coming after him.Outline the reporting and investigation of the crime Mr Li’s murder was reported to the police by his wife who looked on in horror as her husband had the acid poured down his throat and on his face at gunpoint. The evidence that was discovere d at the crime scene was the DNA of Sua and Nimmo (Fingerprints on guns and acid bottle). Explain the role of the courts The role of the courts is to hear cases being put forward by the two parties and decide the outcome of the hearing. In this case the case was heard at the NSW Supreme Court.It was heard in Supreme Court as the offence committed was too severe for the local courts as it was a murder case. Outline the legal representation The legal representation in this case is the roles of both the crown and the prosecutor. The role of the crown in cases is to act as the prosecuting party against the defendant. The Crown is usually abbreviated or represented by R. e. g. R v Smith. The role of the prosecutor is to assist the court in that the truth of the offence has been arrived and achieved. Identify the PleaIn the case of Dominic Li’s murder the offenders involved in the crime Tan, Sua, Nimmo and Sattore all pleaded innocent but were found guilty on various offences. Firs tly Tan was found guilty of planning the murder and was sentenced to life in prison. Secondly Sua and Nimmo were found guilty but were acquitted because one of Tan’s associates that was involved in proving Sua and Nimmo’s guilt and been in prison on previous occasions was seen as unreliable. However, both Sua and Nimmo were found guilty of drug offences and both prisoned to 24 years prison.Finally Sattore, who was found guilty of driving Sua and Nimmo to Li’s house was charged with being an accessory to the crime as he admitted to having prior knowledge of the planned murder and was sentenced to 16 years in prison. After the sentences were handed down Sattore expressed his sympathy and sorrow towards the victim’s friends and family. Discuss the factors that affect the sentencing decision Factors that affect sentencing decisions are conditions that may influence the final outcome and affect the result e. g. educe or increase the punishment handed down. The se conditions are considered by the court when determining whether the defendant is guilty or innocent. Some conditions may reduce the severity of the charge. These conditions are known as mitigating offences. In addition, conditions that may result in the charge becoming more severe are known as aggravating offences. In Mr Li’s case the mitigating offence shown was that of Mr Tan’s associates being labelled as unreliable therefore leading to the murder charges on Sua and Nimmo being dropped.Explain the penalty given Penalties given to the defendant may include time in prison. The judge determines the time that the defendant has to serve in prison based on the severity of the case that is being heard. In the case of Mr Li’s murder the judge handed down the sentence of life in prison to Mr Tan, 24 years in prison to both Sua and Nimmo and 16 years imprisonment to Sattore. Analyse the extent to which the law balances the rights of victims and offenders.In cases pr esented in court, the courts have to ensure the both the rights of the victims and the offenders are upheld. These rights must be met without any bias or unfairness towards one party. In the case of Mr Dominic Li’s death, his family and Mr Li himself have had their rights maintained as they know that the people responsible for Mr Li’s death are serving a long time in prison for what they did. On the other hand the rights of the offenders have also been upheld. Justice has been served to Tan, Sua, Nimmo and Sattore.This has been done by Sua and Nimmo being acquitted because of an unreliable source being used as a witness and providing an unstable statement. However, the rights of Li’s family were once again maintained as both Sua and Nimmo were still charged for other offences and face lengthy prison sentences. Furthermore , Sattore has been dealt justice as he is still serving time for his part in the murder but hasn’t been given as severe punishment as t he other member because he did not actually take part in the killing he just drove the murderers to Li’s house.He also admits to feeling extremely sorry for his actions and all of the offenders must live with the guilt of murdering Mr Dominic Li for the rest of their lives. In conclusion, the rights of both the victims and offenders have been upheld throughout the case by the final outcome. The family of Mr Li can get a sense of security and satisfactory out of knowing that the people who killed their beloved family member are serving time behind bars. Finally, the rights of the offenders were maintained because each member was given a fair trial and received a reduce punishment except for Mr Tan. Bryce Donovan

Key Skills of Management Essay

1. Introduction In this essay I have attempted to describe the key skills of management, in my opinion, and how working with others can develop them. I have drawn on my own experiences as a manager and reinforced my answers with research from the internet and other reference sources. There are various skills needed for good management, some skills are learned others are instilled as a part of that person’s nature. Within this essay I discuss these skills and the importance of good management behaviour. 2. Key skills – my viewpoint I manage four teams, each consisting of 15 members of staff. Within each team is a supervisor whose task is to monitor the running of the operation line and to inform me of any deviation from the norm. I am privileged enough to have a support team of a quality facilitator, two fitters, an electrician and a process engineer, who I direct to assist with the events of the day. Enthusiasm and motivation I am enthusiastic and self-motivated; I maintain this through seeing issues as a challenge and an opportunity to test my skills. If I am enthusiastic then my staff will be encouraged to be motivated too, ‘It’s hard to be productive without enthusiasm.’ (Gates B) Henri Fayol states that there are fourteen principles of management. In principle number seven (Remuneration) Fayol argues that ‘Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influences productivity.’ I personally do not feel that this is a chief motivation even though it is a factor but that job satisfaction and also a sense of belonging are greater influences in productivity. Communication I believe it is important to have a pre-shift meeting with the supervisors and run through what is planned for the day. Any concerns are raised prior to the start of the shift, so we have a clear direction of how we are going to achieve these goals. I try to keep meetings informative, constructive yet light and brisk. I feel it is important that we start the day with a can-do attitude. It is important to me that the delivery of any communication is clear, precise and accurate. Communication works two ways and I feel that we only learn by listening. I operate an open door policy, where any member of staff at any level can speak to me. Encouraging growth of people and business I want to encourage growth within the company; in order to do this I develop people by encouraging them to learn new skills and keep up-to-date with processes on the line. The rotation of staff within the production line not only benefits the operator with skills and self worth but also protects the company when manning levels are low. Control of production is constantly developing and shifts with new products, technology and tools. Clear instruction is given to staff to embrace and use these as a way forward for the success of the company and maintain our position as leaders in the world market. Following policies I follow the company policies in all aspects of my work and with discipline. I feel I am firm but fair; I nip things in the bud and deal with conflict in a calm, mature and professional manner. I am trustworthy and always deal with matters with integrity. Respect Respect plays an important role in getting results from staff. I respect everyone and work hard to earn respect from my staff by being a team player and not taking my role for granted. I have worked on every process on each line to different skill levels and am aware of the requirements of each job. I would never expect any member of staff to complete a task I would not do myself. Understanding customers It is important to understand the expectations of customers, to achieve these within the budget and on time. In order to achieve this we work closely to a plan, delivering on time and in full (OTIF). Feedback It is important that recognition is given on a regular basis to staff that are doing well and like wise, support is given to staff who find things a struggle. It is easier to rectify any non-conformance at the very beginning than letting bad habits form. The ability to explain things that are incorrect and how to rectify them is an important management quality. Resolving issues Whenever a major problem comes to light, I tend to bring key skilled personnel such as quality facilitators, department manager, shift manager, manufacturing supervisors, process engineers, fitters, electricians or operators into a brain storming session. We utilise the skills we have developed and use management tools such as, the ‘Ishikawa diagram’, or known to myself as the ‘Fishbone diagram’. Each personnel would have a valuable input using the knowledge that they have obtained from their own perspective. Cause Cause Cause Cause Cause Figure 1: Fishbone diagram as based on the original by Kaoru Ishikawa. In these sessions, we systematically work through inputs that could cause the effect that we see and then place a frame around the problem to find out what is, and is not a possible factor. Further investigation is made into these probable causes until the root of the issue is found. It is extremely important to use all of the skills at hand to have a complete overview. 3. Conclusion Throughout this essay I have explored the use of what are in my opinion, the most important skills to have as a manager. It is not intended as an exhaustive list, but a sample of the many ways people manage. In my opinion the most important skills of management are being able to project manage and coordinate while also having leadership qualities, or personable skills. In the words of John C Maxwell, â€Å"Anyone can steer the ship, but it takes a leader to chart the course.† Within this essay I have explored the nature of the key skills and have shown that in working together with staff, results can be achieved by following these rules.