Donna Dubinsky free essay sample

Why was Donna so successful during her first 4 years at Apple before the JIT dispute? Dubinsky’s advanced because: (1) her division delivers results, (2) her individual performance is strong, (3) Apple’s environment permits rapid advancement, and (4) her boss helps her. 1. Sales delivered strong results, and Dubinsky was a recognized positive contributor to it. Dubinsky’s group performed well on key metrics including dealer satisfaction,supporting new product launches without delay, and scaling up operations as the Company grew.Her group had no complaints from other Apple divisions about costs, or from dealer customers about inventory availability,demonstrating strong logistics performance. She was playing for a winning team. 2. Dubinsky performed well; her superiors describe her in positive terms focusing on her ability to deliver results. Campbell states that she is gifted with a practical intelligence that can translate vague directives from products and marketing into executable distribution strategies.Everyone in the case compliments her commanding presence, which she uses to convince others she has the authority to act despite lack of formal authority, to get the job done. She maintains good relationships with the dealers and understands their needs a core part of her job that also matches Apple’s first value of Customer Empathy. She was an individual star on a winning team. 3. Apple’s environment enabled her to shine. It was a young company light on formality that underwent frequent reorganizations.Apple could not execute just by pushing â€Å"go† on set processes; instead, it relied on talented professionals like Dubinsky to use initiative to make things work on the fly. Apple’s fast growth, loose organization, and corporate cultureallowed Dubinsky to make decisions â€Å"above her pay grade† and thus demonstrate ability to perform at ever higher levels of responsibility. Apple’s massive growth from 1981 to 1985 (operating revenue increased fivefold) meant that its stars organically accrued major increases in business responsibility; example: Distribution increased deliveries 60% in 1984.She fills the right role on her winning team, at a time when the rising tide was lifting all boats. 4. Dubinsky has a good boss, at least for when times are good. Weaver’s management style of continuous engagement through rewards and challenges strongly matched Dubinsky’s subordinate style. Weaver generously grants Dubinsky chances to achieve visibility to upper-management, rather than hogging or stealing all the credit for the group’s success. Weaver created a safe place for Dubinsky where she felt comfortable taking risks to grow; she considers him a mentor, more like a teacher than a supervisor.In sum, Dubinsky is a top-performing star in a corporate division that delivers strong results, in firm that values individual initiative more than hierarchy and has values that match Dubinsky’s performance, with a boss that actively pushes her advancement. II. In your opinion, did she make any mistakes during that same period (pre-JIT)? Dubinsky made three key mistakes in the period of 1981 to 1984. 1. Declining the position offered by Steve Jobs mayhave been a mistake – the case does not state adequate information to judge.At minimum, she forewent an opportunity to increase her visibility, title and importance. She stayed in an â€Å"overhead† type group, despite recognizing that most of Apple’s focus was on product development and launches, i. e. the two product groups. She alsoimplied that she preferred to be managed by Weaver rather than Jobs, which may have colored Jobs’ later behavior towards her in the JIT dispute. Dubinsky may have known that Jobs was dictatorial, treated his subordinates unfairly, or was about to be fired, in which case she was wise to stay safely with Weaver.She may also have so loved her customer service job that she would not have left for any lateral offer (her interview process presents some evidence of this), in which case she was willing to sacrifice rapid advancement and visibility for a more enjoyable role. But, it is also possible that Dubinsky relied too much on Weaver and was afraid of change, became complacent, and missed a chance to work in a â€Å"sexy† group, advance, and build relationships with other powerful allies. 2. Surprisingly for a Harvard MBA, Dubinsky was cavalier about gathering data to prove she was performing strongly.She believed lack of dealer complaints wasipso facto proof of strong execution. She could not prove that her Distribution system presented fewer dealer complaints than Commodore’s, or had a faster delivery schedule th an IBM’s, or was cheaper and more efficient than Tandy’s. When Jobs later challenged her results, she lacked routine benchmarking to rebut his criticisms. Dubinsky left herself vulnerable to a hypothesis that her measure of success – lack of dealer complaints – was not actually a success, but instead evidence that Apple was bearing too much of the inventory carrying expense in the supplier-dealer relationship.If Dubinsky had gathered comparative data in the ordinary course to measure her performance, she could have forcefully defended herself against Jobs’ JIT attack. 3. Dubinsky demonstrated some lack of initiative. She thought the problem in Apple’s supply chain was inaccurate demand forecasting by the manufacturing groups, but she seems to have made no effort to address that problem. Thus, her warehouses had three years of gluts and troughs, which directly led to Jobs’ JIT argument. This failure contradicts Apple’s value of â€Å"Team Spirit†, which â€Å"encouraged [employees] to interact with all levels of management, sharing ideas and suggestions to improve Apple’s effectiveness and quality of life. † III. Hypothesize why Dubinsky reacted this way to Jobs’ and Coleman’s JIT proposal. 1. Dubinsky thought the JIT proposal would destroy the Company. Her reaction presents mistakes and flaws, but at core there isa substantive business judgment. This is valuable in that Dubinsky notices many flaws and unintended consequences implemented in the proposal. . Professor Jick’s article â€Å"Note on the Recipients of Change† allows us to speculate that a substantial part of Dubinsky’s identity is tied up in her work, and that this change therefore threatens her self-identity. Dubinsky has no outside obligations that would prevent her from quitting; in Jick’s phrasing, she lacks diversified emotional investing. Work is all she has, and it is being taken away. All the ways she measures herself as professionally successful – quality dealer relationships, lack of complaints, etc. ave been questioned or discarded in the JIT process, and her place in the proposed JIT world is undefined and uncertain. She feels like she is unsafe, losing control of her destiny, and powerless. We can further hypothesize that Coleman’s presence exacerbates the situation because she has credentials similar to Dubinsky’s and is vigorously intruding into her space. 3. Dubinsky went through the change process relatively slowly, suggesting a comparative lack of capacity for change. Her earlier refusal Jobs’ employment offer also suggests that she is more than typically resistant to change.The first 7 months of the JIT dispute show Dubinsky in shock (using Jick’s terminology), by denying the change could possibly occur, becoming demotivated and ineffective, missing deadlines, and the like. She finally reaches the â€Å"anger† phase at the Leadership Retreat when she lashes out at Scully and subsequently gives an ultimatum to Campbell. This indicates she still has a way to go till â€Å"adaptation and acceptance. † 4. Dubinsky is averse to proving her arguments through cross-examination, i. e. she dislikes salesmanship. She has a commanding presence, holds tenaciously to her positions, and operates by fiat.We may presume she has the faults of her qualities; she likes to get things done because of who she is rather than by the substance of what she says. This trait becomes particularly glaring in the context of resisting skilled salespeople Jobs and Coleman. Dubinsky disdains Coleman’s sales skills (i. e. at the Leadership Retreat) because she likes to think experience is more important, despite months of contrary evidence in this dispute. 5. Dubinsky incorrectly framed the JIT dispute as being between her and Coleman, when it was actually between her and Jobs.Framing the contest thus was probably more comfortable for her because fighting the Company’s founder was frightening, but it caused her to reach an incorrect conclusion: that her experience would trump Coleman, when it was really Jobs advancing the JIT proposal. 6. We may rationally hypothesize that Dubinsky does not know how to react to her own setbacks and failures, because her career to date has been an unmitigated success. When outmaneuvered by Jobs and Coleman, Dubinsky was not flexible enough to quickly pick herself up off the mat and fight back.Instead, she is left paralyzed by depression and stuck in the same mindset that led to her initial defeat. IV. What do you think would have been a better way for all to handle the situation? Dubinsky bears the greatest fault for this situation, and should have done the following: 1. Taken Jobs’ proposal extremely seriously from the start. The Chairman and founder of the Companywarranted more than a brushoff or assumption that he would just go away in deference to Dubinsky’s reputation. Dubinsky’s reaction of denial and disbelief was counterfactual and presented substantial breathing space for the JIT proposal. . Affirmatively make her case using comparative data. Dubinsky should have already had this data, but since she did not, she should have immediately gotten it. The fact that the JIT proposal did not originate with Dubinsky though she was the distribution manager and competitors like IBM were doing it, is telling. Dubinsky needs data to rationally and carefully examine both the current model and the JIT model to prove which is best. 3. Engage Coleman. The case statesno instance where Dubinsky speaks to Coleman before the task force.Since we have hypothesized that the JIT proposal paralyzed Dubinsky with shock at the magnitude of the change, this reaction is understandable (ignore her and she will fail). However, it reflects underestimating both of the seriousness of Jobs’ criticism and of Coleman’s abilities. Dubinsky’s failure to engage Coleman creates the impression that the JIT proposal is fait accompli, because Coleman is already examining Distribution questions as if Dubinsky’s brief has been transferred to Macintosh, which is what the JIT proposal would do. . Acted to gain allies. Dubinsky should have properly framed the JIT proposal as a contest against Jobs in which she would need to convince allies to support her position. She should not have alienated potential allies by acting churlish in the task force and then reversing herself, by embarrassing Scully at the Leadership Retreat, and embarrassing Campbell by giving him slapdash, unimpressive work to present at the Executive Retreat.Allies were clearly available because the Company was divided into Jobs and anti-Jobs factions, and Jobs was also creating tension and making enemies by criticizing other executives (such as Weaver) and intruding into other people’s jobs (Scully). Jobs:Jobs recruited Scully specifically to organize the Company, but simultaneously undermined him. Putting distribution back under each product group (instead of combined for all products) would undo the corporate structure Scully established when he was hired. The JIT proposal and concomitant pressure clearly shows Jobs dimi nishing Scully.This is a mistake. Jobs should allow Scully to do his job and rationally consider the evidence for the JIT proposal. Diminishing Scully makes the JIT proposal a political football (as at the Executive Retreat). Jobs wants to act on his ideas quickly without prolonged analysis, i. e. he seems to long for â€Å"the good old days† of Apple described in the lease example on page 6. Jobs does not accept that Apple is too big to just do things immediately because he wants too, that Jobs is not the best at all elements of Apple’s business, and that other views in the Company matter now.This is a mistake. If the JIT proposal actually was right, there was no harm in presenting it through the proper channels, rather than attempting to circumvent all the people who might have relevant experience and opinions. If Jobs wanted the JIT proposal so badly, then he should have sold it to Campbell, Weaver, and Dubinsky, rather than trying to eliminate them as obstacles. Jobs also should not have blindsided Weaver and Dubinsky with public criticism; this antagonized the Sales division and created unnecessary enemies for Jobs. It lso paints Jobs as being only interested in the success of Macintosh, and unfairly shifting blame onto other groups to protect his own fief. Coleman: Coleman should have been trying to find the best answer on the JIT proposal rather than just to prove a preconceived conclusion; she is a manager and not a lawyer for the prosecution. Campbell’s group had all the relevant information; Coleman’s failure to engage them ensured that the JIT proposal presented a n incomplete analysis, as evidenced by the many mistakes and contradictions identified by Dubinsky.She could have accomplished her objectives more effectively by engaging Campbell’s group and disarming their objections. Coleman also over-relied on salesmanship to win the proposal argument, as evidenced by her behavior at the Leadership Retreat, at the expense of evidence. She should have focused more energy on making her proposal flawless. Scully: Scully should have structured the Company rationally; his organization was a compromise that pleased no one. Apple II thought it was undervalued. Macintosh disdained the rest of the Company and its values, creating a dysfunctional jousting for position and resources.Separating forecasting from distributionensured that the Sales division lackedauthority over inventory control but was answerable for it anyway. Scully’s organization modelcreated multiple companies that disliked each other, rather than one Apple pushing to a common goal. Scully should have acted forcefully to assert his organizational structure and independence from Jobs. Scully empowered Jobs to push the JIT idea by showing early interest and allowing him to run with it without involving Campbell’s group, even though Scully had personally recruited Campbell and should have shown confidence in him.Scully heard Coleman’s presentation without involving Campbell, acquiescing to Jobs disdain for the Company’s middle managers and for Scully’s organizational structure. This created resentment in Campbell’s group that ultimately exploded in the Leadership Retreat and Dubinsky’s ultimatum. Scully permitting Jobs to behave this way diminished Scully in the eyes of the other executives – they believed that Jobs was running the Company and Scully wastoo weak to oppose him. Scully should not have given Dubinsky an extension to make her proposal in December 1985 and then heard Coleman’s proposal – he seems to have unfairly â€Å"sandbagged† Dubinsky.Campbell: Campbell underestimated the danger that Jobs’ proposal represents. He never fought for his turf, never rebutted Jobs’ criticisms, never insisted that his group take charge of the JIT proposal, did not supervise Dubinsky’s counterproposal to ensure it was the equal of Coleman’s, allowed Dubinsky to request an extension, and acquiesced to Scully’s request that Coleman present the JIT proposal at the Executive Retreat. The case presents a dismal picture of Campbell asleep at the wheel while Jobs usurps his territory, destroys the credibility of his subordinates and division, and nearly eliminates his entire group from the Company.Campbell should have recognized that Jobs’ challenge to his group’s performance was existential, and acted vigorously to counter it. He should have managed Dubinsky properly to ensure that the counterproposal was flawless and overwhelming. Campbell should have acted on his recognition that Dubinsky is weak on selling her ideas, and assumed the role of advancing her ideas to the other senior executives. He should have recognized that the JIT proposal was scary and demotivating to both Weaver and Dubinsky, and worked with them closely to make them feel that had a voice in the process and their opinions mattered (i. . â€Å"change first aid† in Jick’s terminology). Relatedly, he should have strongly defended his people against Jobs’ unfair blindside attack on their performance. Weaver: Weaver becomes a non-entity early in the dispute. He appears to be even more discombobulated by the JIT proposal changes than Dubinsky, and even more paralyzed and less effective. Weaver should not have let Campbell dissuade him from objecting to the JIT proposal to Scully, since that early intervention could have helped properly frame the issue. He should have pushed Campbell to fight for the group, or done it himself.He was responsible for supervising Dubinsky, and should not have let he fail to make the counterproposal in late 1984. V. If you were in Campbell’s position and faced Donna’s ultimatum: A. What are your options? B. Evaluate those options. 1. Let Dubinsky quit. She has failed to persuade the executives that the JIT proposal is wrong and that her division’s performance is sound. She has addressed the CEO in a way that virtually guarantees a future negative relationship. She has not demonstrated effective management by rebutting the JIT proposal with facts and clear argument.Her lackluster presentations have caused Campbell embarrassment, and defending her to Scully will be difficult because he would appear to be endorsing Dubinsky’s public criticism of Scully. Moreover, fighting to endorse Dubinsky’s ultimatum requires disbanding the task force, which would create resentment among all its members for the several months of time that they had wasted on it. However, Dubinsky has a strong record of performance and holds many of the key dealer relationships. Campbell describes Dubinsky as a unique asset, having her quit would be an overall negative to the Company.This situation is amplified by Weaver’s ineffectiveness. Dubinsky’s failure is uncharacteristic, which suggests that it could be overcome through good management and helping her through her own â€Å"acceptance of change† process. Campbell also presumably believes that Dubinsky’s opinion of the JIT issue is correct, or he would not have let her argue for this long. If that is so, and, as Yocam says, the fate of the Company hangs in the balance, then Campbell has little choice but to fight for Dubinsky despite the negative situation. Therefore, Campbell should make an effort to keep Dubinsky and not take her resignation. . Acquiesce to Dubinsky’s demands by approaching Scully with the ultimatum and endorsing Dubinsky’s terms. This could allow him to keep Dubinsky. Further allows him to support Dubinsky’s arguments if he actually believes in them. More importantly, gives Dubinsky a final chance to redeem herself in a sink-or-swim context; if Dubinsky cannot defeat Coleman’s proposal on her own terms and with her full attention, then Coleman is probably right. It is possible that Dubinsky needs this period of examination to move from the â€Å"defensive retreat† phase of change management to the â€Å"acceptance† phase.Also presents an opportunity for Campbell to finally take a stand against the JIT proposal, if he actually believes it is incorrect. The negative of this course is that Campbell must fight to undo the executives’ previous decision to form the task force, in which he personally acquiesced. Disbanding the task force gives the impression that Campbell’s group is a â€Å"sore loser†, i. e. having failed to win their point in the manner dictated by the senior executives, Campbell’s group wishes to change the rules of the game.Taking this course requires Campbell to engage Scully – who approved the task force – in defense of Dubinsky who has just insulted him. It also carries negative organizational consequences, in that it allows Dubinsky to dictate terms to the Company in a context where Dubinsky should not have leverage because the situation arose largely due to her own failures. Scully could just say â€Å"no†, in which case Campbell would have expended credibility for nothing. Because the negatives of this situation are so bad for Campbell, but he still needs to keep Dubinsky, Campbell should attempt a compromise solution. . Attempt a compromise, such as pausing the task force for 45 days to give Dubinsky the time she requests, but not preemptively stating that the task force is disbanded. A compromise position might present a modicum of face-saving for all involved: Dubinsky gets the time she needs without interference, while the Company and Campbell (its supervisor) do not have to immediately acknowledge that the task force is a failure. Dubinsky may work through her change process during those 45 days, let go of some of her anger, and gain back some of her previous effectiveness.If that occurred, it might be possible for Campbell and Dubinsky to win the argument in the task force. The downside is that Dubinsky might reject any compromise. C. How would you act and explain your choice. Campbell really has no good options. Losing Dubinsky and the JIT argument is bad, endorsing Dubinsky against Jobs and Scully is bad, and a compromise might be rejected by either side. That said, the least bad option is to try to force a compromise in which Dubinsky is given the time she says she needs to examine the proposal herself, and hopefully work through her acceptance of change process.Such a compromise presents the minimum amount of conflict, and also gives Campbell time to apply change first aid and to undo his prior poor management of both Dubinsky and Weaver. Campbell would have to work very cautiously to ensure that Jobs does not somehow force the Company to accept the JIT proposal in the interim, as he has been pressuring Scully to do. However, Campbell has the advantage that the senior managers entrusted the task force with the decision, and Campbell is in charge of the task force.This should give him adequate authority and leverage to force a compromise if he can get Dubinsky to agree. Campbell also must wake up and take an active role in the process. He recognizes that Dubinsky is poor at selling her ideas beyond using her presence and reputation, but he has not made any effort to help her do that selling, or to do that role himself as Weaver once did. Distribution is clearly in his brief, but he lets Jobs walk all over his people without a strong defense. Dubinsky’s conduct should serve as a wake-up call to Campbell.Dubinsky’s implied demand that the task force be disbanded is a bridge too far – the task force has spent several months for a large group of Apple’s key resources, and now is important to the credibility of many people in the Company. Campbell’s question to Dubinsky about why she cannot prove her results hits one of the core problems; both Dubinsky and Coleman should have to affirmatively present a case based on evidence, rather than just criticizing each other’s work or relying on her own reputation to carry the argument (a tack that has already failed). But there is no ne ed to tell Dubinsky this now – she would probably quit.Instead, Campbell should just give Dubinsky the time she requests, and gradually move her towards a point where she is capable of presenting ideas that will convince the other members of the task force. Campbell would probably have to gain Scully’s acceptance of pausing the task force, because so much time has been spent on it and there is so much pressure from Jobs. Campbell should use the fact that Jobs has undermined Scully to argue that the process is tainted and needs reevaluation, i. e. he should blame the current problems on Jobs’ circumvention of Scully’s organizational structure.

The Misunderstanding of Internet Freedom free essay sample

The Misunderstanding of Internet Freedom The public governance has been a significant part of every system. People as citizens always discuss their opinions with each other. In accordance with the system which they are ruled, their discussions have an effect on the rules and regulations of the government. In modern societies which embrace democracy as management system, the influence of public determination is predominant. As it is mentioned above sharing and declaring public decision is the milestone of governance in such societies. Therefore, the more advanced ways people have to communicate, the more they can contribute to the improvement of democracy. If it is compared with the past, people have faster, cheaper and much more effective communication tools in order to exchange and spread their ideas. The Internet and new communication technologies enhance democracy by making any kind of information accessible and by providing people with rapid and cheap communication. The Internet enables the improvement of democracy because it gives people the opportunity to be aware of current issues. It offers a wide range of information to everyone regardless of their status. People who are interested in a topic can access plenty of data about what they are looking for. It is not anymore the case that people have to delve into books in libraries in order to find a useful resource which contains relevant information. People already have a well-organized library which searches and introduces them to the most appropriate information on their subjects – The Internet. In addition to individuals, many non-governmental organizations and any other social groups that share common ideas can publish their arguments and spread them across the world. For example, human rights organizations use the Internet to advocate their arguments. L. Pal reveals that the international human rights movement has grown hugely since the 1950s when approximately 38 non-go0vernmental organizations were identifiable, to around 14,500 by 1994 (qtd. Brophy and Halpin 353). The new ICTs (information and communication technologies) and the Internet provide people with advanced opportunity to declare their opinions and to contribute to democracy. To illustrate, (International Center for Human Rights and Democratic Development) ICHRDD started to use electronic publications and participated in the PeaceNet Human Rights gopher service that retrieve important data published by other organizations (354). The information becomes accessible to all concerned workers and volunteers so that they will be more sophisticated in their fights and they are able to defend their arguments. (Brophy and Halpin 356). The new information communication technologies (ICTs) and the Internet contribute to development of democracy because they facilitate communication with rapid and cheap tools such as e-mails. It is stated by Brophy and Halpin that â€Å"Electronic communications and networking cut through the barriers of time and distance, facilitating the finding of information in a way previously impossible. † (353). Likewise to the authors statement, instead of costly phone calls or even more incommodious face to face meetings, electronic communications enable people to communicate or exchange their ideas in a rapid way whether they are at the opposite sides of the world. ICTs help citizens to contribute to democracy because they make mobilization of people more effective and cheaply. They also provide circulation of information through networks, and they strengthen NGOs so that capacity of governmental agencies is limited (Brophy and Halpin 354). As it is mentioned above, ICTs enhance contributions of citizens to democracy because they transform people into aware, active and investigative elements of democracy. They enable people to discuss and question conviction, and come up with new perspectives and creative resolutions. Inherently, there are people who deny the contribution of the Internet freedom to democracy. It is also argued that the Internet makes things worse in terms of liberalization. Evgeny Morozov who is an expert on interaction of digital technologies and democracy believes that authoritarian governments hinder democracy from developing by censoring the Internet or attacking web-sites (1). Besides, there are some governments that censor web-sites which advocate child abuse, cyber-crimes, and terrorism (Ash 8). They also legally or illegally gain access to e-mail account, spy on searches and so on (Ash 7). These examples might seem to be assaults on privacy or obstacles to the improvement of democracy. But your privacy is not more important than the welfare of your country and children. You cannot jeopardize your country and children while some terrorists threaten benefits, security, and economy of your country or pedophiles abuse your children physically or psychologically. It should be preferred to protect your country and your children to your privacy. As a result, it is legitimate and reasonable to block websites like this. Besides, the reliability of governments is controversial. Everybody might not be satisfied about government’s implementations. However, the ones who elect the government are the majority of society. People are given the right to choose the people who will govern them. Of course, they can question the practices and submit their thoughts through NGOs and so on. But they should also be respectful to the will of the public. In conclusion, the role of public in governance is significant in all modern democracies. The more people declare their thoughts the more they can contribute to democracy. With the developing technologies and the Internet, people are more likely to communicate, exchange ideas and search for what they need. New ICTs such as e-mails and electronic documents enable people to enhance democracy. On the other hand, in order to prevent illegitimate censoring and regulations by governments, we should implement all laws in the online world as well. Finally, we should use our right to elect cleverly and declare our views through NGOs in an appropriate way. References Ash, Timothy Garton. â€Å"Internet Freedom†. freespeechdebate. com. N. D. Web. October 2012. Brophy, Peter, and Edward Halpin. â€Å"Through the Net to freedom: information, the Internet and human rights†. jis. sagepub. com. Journal of Information Science. 24 March 1999. Web. October 2012. Morozov, Evgeny, and Joanne J. Myers. â€Å"The Net Delusion : The dark side of Internet freedom†. Carnegiecouncil. org. Carnegie Council for Ethics in International Affairs. 25 January 2011. Web. October 2012.

Writing a College Grad School Essay Sample

Writing a College Grad School Essay SampleIt can be daunting to write a college grad school essay. This is due to the fact that grad school applications are typically lengthy, as well as taking up considerable amounts of time. It is important to first go through this process in order to get through the tests and find out what kind of information you are eligible for. The second step in writing a grad school essay is to make sure that it is full of interesting facts, ideas, and points that help to draw attention to your college and university as well as to those that apply.It is a good idea to gather all of your school information and have it ready before you begin writing. You may need to create a folder for this purpose, such as one that holds student awards or diplomas. You may also need to make a folder for any transcripts, awards, etc., which will all help to give you a way to organize the information.Once you have a lot of information gathered, you should then begin the process of deciding on the topic of your essay sample. This is done by looking at different types of essays and samples for each subject, including classes and courses that you have taken as well as all of the courses that are offered at your school.You will need to take into consideration the interests of the information you are going to include in your essay, which will include anything from your college career information, to specific people or events in your life. You may want to include how you feel about certain people and even possible stories of your own from your past.When you are having this look at what your specific topic is, you will notice that there are several different approaches to telling your story. One way is to simply outline it, while others will allow you to use a specific formula so that the information comes in your own words.There are many different free websites that can help you find a specific formula, which will help you to come up with a story that you feel i s the most fitting for your essay. These sites will have specific essay examples, or you can just use the free ones found online.It is a good idea to start with an outline first before you begin writing. This will allow you to determine what the overall theme of your story will be, as well as give you a good idea of how much information you are able to include.

Mariculture Essays - Aquaculture, Fisheries, Mariculture, Oyster

Mariculture Mariculture As the Spanish entered the capital city of Tenochtitlan they were astounded at the many marvels of the city but one of the things that most caught the eyes of the foreigners was the extensive plant growth on the lake surrounding the city. These images were describe the among the first recorded descriptions of large scale mariculture. Mariculture, or aquaculture, refers to the rearing of the aquatic organisms under controlled or semicontrolled conditions. Although there is a simple difference between the two, aquaculture generally refers to the exploitation of freshwater fish and mariculture more generally refers to the culture and farming of marine organisms. Simply put mariculture is underwater agriculture. There are many possibilities for the realm of mariculture, it has the potential to be a great help in the production of the food supply in the world. Mariculture is not a new development in mankinds history but it is a largely ignored form of food production. In a broad sense mariculture includes the rearing of tropical fishes, the production of minnows, koi, and goldfish; the culture of sport fishes for stocking into farm ponds, streams, reservoirs, and even the ocean; production of animals for augmenting commercial marine fisheries; and the growth of aquatic plants. Mariculture is a myriad of possibilities that involve organisms and the seas. The history of mariculture can be traced back way into the past, the Greeks and Romans were known to have fattened fish in ponds and Egyptian carvings suggest that the Egyptians may have practiced it as well. So we know that the potential for the exploitation has been there for a very long time. Why then has this type of food procurement not been used more extensively? There can be a few good reasons for this such as the availability of technologies, the difficulty of harvesting the seas, and the knowledge of the workings of the sea in order to fully use the capabilities of the ocean. We now have the technology, knowledge, and capability to successfully implement large scale mariculture. Historians say that agriculture made it possible for man to grow and expand as it has done over the last few thousand years so now one can wonder what the future holds if and when mariculture is implemented into the everyday workings of society. Could it be the next giant leap for mankind? There are many different methods to mariculture. For the most part mariculture entails the confinement of fish to earth ponds, concrete pools, or cages suspended in open water. In these enclosures, the fish can be supplied with adequate food and protected from natural predators. Some of the most common methods for mariculture are transplantation, hatchery stocking, and enclosures and retainers. Transplantation involves the movement of fish populations from a good fishing area to a location that does not exhibit a great fishing catches. In this way areas of low fish concentration are injected with an influx of fish that help to make the average much higher and thereby bring the overall population to a higher state. The next method of mariculture is hatchery stocking this process happens when people create a safe environment such as tanks, pools, or concrete or earth ponds into which they pour fish eggs. These eggs are cared for and are provided with the essential things such as nutrients and correct temperatures in which to thrive. The fish are born and raised to a certain stage and then are moved to open waters or such places as lakes, streams, and ponds. In this way these habitats are provided with ample supplies of fish and other marine organisms. Another method involves the use of enclosures and retainers. This certain method can be described in three separate ways, natural feed, supplemental feed, and no natural feed. The natural feed method works by separating the desired fish and the food providers of the fish from there predators in there own natural waters by the use of netted embayments and cages, thereby allowing the provider to grow and multiply in its own habitat and this in turn a llows the fish to multiply. The second way is supplemental feed and this method works by isolating fish in tanks or concrete ponds. In

Bury My Heart Wounded Knee essays

Bury My Heart Wounded Knee essays Shawn Sanders 4-28-98 AA Character assignment Dee Brown, the author of the book Bury my Heart at Wounded Knee, more often than not uses indirect characterization to describe those in his book, although it is not his only method of displaying the characters to the reader. For example the Sioux war leader, Roman Nose, who once stated, I will ever surrender my land to the Whites, displayed his stubbornness by not only declaring his resistance but also through his actions against the White people to keep his land. Roman Noses actions were, obviously, to send his warriors against the United States Army. Dee Brown, in fact, uses this combination of direct and indirect characterization throughout the book for most all of the main characters in each chapter especially the antagonists. General Sheridan, a commander in the army at the time, was quoted saying that, The only good Indian Ive ever seen is a dead Indian, and later proved his liking for good Indians by slaughtering hundreds of unar med Native Americans. The methods used by the author in the book are quite effective overall in characterizing the characters in his book and give the reader a good insight into the natures of the people being depicted. ...

Risk Management Essay Example | Topics and Well Written Essays - 2500 words - 1

Risk Management - Essay Example ...... 6 Step Seven – Policies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦..... 7 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 The Fukushima Disaster: Lessons in Risk Management I. Introduction The Fukushima disaster is probably one of the most terrifying nuclear disasters in recent memory. Before March 2011, it was almost unimaginable for Japan to be on the threshold of a potential nuclear disaster. The nuclear disaster was, in fact, the result of another—equally horrific—disaster, the infamous tsunami that killed ‘tens of thousands of people’ (McCoy 2011). The U.S. Nuclear Regulatory Commission (2011) found that around 25,000 people were dead or missing as a result of the tsunami disaster, which began on 11 March, 2011, 14:46, Japan standard time. Figure 1. Nuclear Plants in Japan, including Fukushima Source: U.S. NRC 2011, p. 7 Ronald McCoy is one of the first researchers to document the Fukushima disaster. According to McCoy (2011), Japan experienced several disasters in March 2011, beginning with the ‘record-breaking’ earthquake that occurred, measuring 8.9 on the Richter scale (p. 41). The earthquake and aftershocks that took place northeast of Honshu Island triggered a ten-metre tsunami that killed more than ten thousand people. ... According to McCoy, when the earthquake occurred, the six nuclear plants at Fukushima, which were owned by Tokyo Elect Power, were shut down automatically. The earthquakes ‘knocked-oun the power grids, forcing operators to fall back on diesel generators’ (McCoy 2011, p. 4X). However, the plants still needed access to power to ensure that the coolants, which are essential for cooling the ‘hot reactor cores of the radioactive uranium and plutonium power rods’, remained flowing. However, ‘the tsunamis swept in, knocked out the generators and cut off power’ (McCoy 2011, p. 41). As a result, four out of the six plants immediately overheated. Finally, an ‘explosion damaged fuel rods and the integrity of the primary containment structure’ and, as a result, radiation was released (p. 41). This essay analyses the risks involved using the 7-steps risk management cycle, which is described in the diagram below. II. Risk Identification (Step 1) Ionising radiations from nuclear power plants ‘can damage DNA, causing cancer and inherited mutations’ (McCoy 2011, p. 41). The risk of mutation and cancer is proportional to exposure to radiation (p. 42). In addition, ‘radiation [can] kill and injure thousands’ and ‘contaminate and render uninhabitable large tracts of land’ (p. 42). Unfortunately, the Fukushima nuclear accident happened because the plant had been designed on the basis of incorrect assumptions about the risks of the region (McCoy 2011, p. 42), in particular, that earthquakes greater than 7.9 on the Richter scale, and tsunamis higher than 6.7 metres were improbable. According to Takashi Shoji (2011, Slide 10),

Journalism Assignment Example | Topics and Well Written Essays - 250 words

Journalism - Assignment Example It also helps students improve their learning tasks and objectively view news stories through proactive involvement with the people. Indeed, like other areas, citizen journalism can also be exploited by vested interests to promote biased views or inflammatory material. But news items from citizen journalists need to be whetted for credibility of the news and read skeptically. Most importantly, technology has considerably enhanced the reach of the citizen journalist whose stories gets wider readership than the hitherto used tools like pamphlets or local platforms. But the important fact is that citizen journalism offers mainstream population with innovative tools to expose shortcomings of the policies and programs of the government and private enterprises. It also brings together people with common interests to fight collectively against social ills or causes that are detrimental to the development of a region or nation. Hence, it plays important role in