Wednesday, January 29, 2020
A detailed account of the Black Tuesday events Essay Example for Free
A detailed account of the Black Tuesday events Essay Question: 1 Black Tuesday refers to a day in Bahamian history, April 27, 1965. The then-Opposition Leader and former Prime Minister of the Bahamas Sir Lynden Pindling threw the Speakers Mace out of the House of Assembly window in protest against the unfair gerrymandering of constituency boundaries by the then ruling United Bahamian Party (UBP) government. Thursday the 16th day of April, 1965, around 3 o’clock in the afternoon, the draft order providing for the new constituency boundaries under section 63 of the 1964 constitution was in session in the house of assembly. In the chair was Dr. Raymond .W. Sawyer, the Deputy Speaker; on the floor was Sir Milo Butler, the member for the Western District. Sir Milo Butler shouted out in range at The Chairman â€Å"This Constituency Commission had done wicked things in cutting up New Providence and the Out Islands in a damnable way in order to give themselves the Minority Government a distinct advantage in the next General Elections†Sir Milo continued talking without ending. See more: Old Age Problem essay Only a little bit of grain of sand was in the quarter hour glass, the Chairman turned to Sir Milo and said, â€Å"I am very sorry but the member’s time has run out†, â€Å"Sir Milo replied â€Å"It’s very kind of you to remind me, but I intend to talk on. I ain’t going to let any grain of sand stop me from talking. Don’t throw sand in my mouth just yet I ain’t dead yet†. The Deputy Speaker noticed that Sir Milo Butler reached further than he should, suspended the proceedings and reported this incident to the Speaker, The Hon. Robert (Bobby) Symonette. The Speaker, having been informed, turned to Sir Milo Butler and asked him to be seated. The people’s champion misunderstood the language of parliament. â€Å"I am not addressing my chair. I am addressing this House,†he replied. Due to his disobedience Milo Butler was named under rule 37, It was then motion seconded to Hon. Geoffrey A.D Johnston and it was passed. The Spea ker turned, to Milo and asked him to please withdraw. He acted out and didn’t want to withdraw. He continuously pound his right fist on the table, scattered papers and said, â€Å"If I leave Mr. Speaker you are going to have to take me out†. That was his last refusal. It took four police-sergeants to physically remove Sir Milo from The House of Assembly. Shortly after that, A.D. Hanna spoke over his time limit and he also refused to stop speaking and was carried out by two police men, But Mr. A.D. Hanna wanted equal rights; he wanted four police men to carry him out as well therefore two more carried him out. Tuesday, 27 of April a week later the House of Assembly met again which was the reply to the April 16th meeting. In the Speaker’s elevated chair was the Honorable Robert .H. Symonette and on his right was his father, the Premier, Sir Roland .T. Symonette. On the Speaker’s left was the Leader of the Opposition, Sir Lynden .O. Pindling and members of the P.L.P further down. The P.L.P wasn’t so different from Sir. Milo Butler, they opened windows when the room was air-conditioned; they stamped their feet’s and beat on tables ranted and rave in one gesture against the draft constituency order. Sir Lynden Pindling lifted the ancient mace from the Speaker’s desk and said â€Å"This mace is the symbol of authority, and the authority for the islands belongs to the people, and the people are outside of this House and so this mace belongs outside too.†Sir Pindling threw the mace through the window while Sir Milo butler threw the two quarter hour glasses out of the same window. The P.L.P all stormed out of The House of Assembly, where they were welcomed by a crowed of their followers on Bay Street. It brought a halt for an hour or so, however after the mace was replace. The U.B.P’s had power laboured long and hard and finally passed the Draft Constituency Order into Law nevertheless the official opposition’s absence.
Monday, January 20, 2020
The Boeing Company :: PEST SWOT marketing strategy
CONTENTS 1.     COMPANY OVERVIEW†¦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‚¬ ¦p.3 to 4 Company’s vision, mission statement and objectives Vision†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.3 Boeing- Airbus market share †¦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‚¬ ¦..p.4 2.     SITUATION ANALYSIS†¦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‚¬ ¦.p. 5 to 10 PEST analysis†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦p.5 SWOT analysis †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.7 Boeing Corporate Culture†¦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‚¬ ¦.†¦p.10 3.     THE BOEING COMPANY MARKETING POLICY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.11 to 30 Segmentation†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦..p.11 Boeing’s Positioning and Targeting Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.p.12 Buyer behaviour†¦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‚¬ ¦..†¦....p.15 Pricing strategy in the Boeing-Airbus duopoly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. p.16 Analysis of Major Customers†¦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‚¬ ¦..†¦.p.18 Description of Products and Services†¦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‚¬ ¦..p.20 The life cycle of Boeing’s commercial airplanes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.23 Boeing’s Communication Policy†¦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‚¬ ¦.p.24 Public Relations †¦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‚¬ ¦.†¦Ã¢â‚¬ ¦.p.27 Distribution policy†¦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‚¬ ¦Ã¢â‚¬ ¦...p.28 4.     PROCUREMENT AND SUPPLY CHAIN MANAGEMENT †¦Ã¢â‚¬ ¦.p.31 to 34 Brief overview of Boeing’s procurement activity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦.p.31 e-procurement †¦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‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦p.32 Recommendations†¦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‚¬ ¦..†¦..p.34 5.     COMPARISON WITH AIRBUS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦p.35 to 37 Airbus S.A.S brief overview †¦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‚¬ ¦.†¦.p.35 Reasons behind the Duopoly †¦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‚¬ ¦.†¦..p.35 Comparison of both Boeing and Airbus strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....p.36 Latest commercial disputes †¦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‚¬ ¦..†¦p.36 6.     ATTACK AND DEFEND STRATEGIES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦p.38 Attack strategy †¦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‚¬ ¦Ã¢â‚¬ ¦.†¦.†¦p.38 Defend strategy †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....p.38 7.     RECOMMENDATIONS †¦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‚¬ ¦.†¦p.39 8.     APPENDIXES†¦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‚¬ ¦.p.41 to 45 1.     COMPANY OVERVIEW Company’s vision, mission statement and objectives Vision Vision People working together as one global company for aerospace leadership Boeing- The future of flight. Mission To be the number one aerospace company in the world and among the premier industrial concerns in terms of quality, profitability and growth Objectives To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company: †¢Ã‚     Continuous improvements in quality of products and processes: Our commitment to steady, long-term improvement in our products and processes is the cornerstone of our business strategy. To achieve this objective, we must work to continuously improve the overall quality of our design, manufacturing, administrative, and support organizations. †¢Ã‚     A highly skilled and motivated workforce: Our most important resource is our human resource: the people who design and build our products and service our customers. Given the right combination of skills, training, communications, environment, and leadership, we believe our employees will achieve the needed gains in productivity and quality to meet our goals. †¢Ã‚     Capable and focused management To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals. †¢Ã‚     Technical excellence In a world of fast-challenging technology, we can only remain competitive by continuously refining and expanding our technical capability. †¢Ã‚     Financial strength The high-risk, cyclical nature of our business demands a strong financial base. We must retain the capital resources to meet our current commitments and make substantial investments to develop new products and new technology for the future. This objective also requires contingency planning and control to ensure the company is not overextended should a severe economic downturn occur the plan period. †¢Ã‚     Commitment to integrity Integrity, in the broadest sense, must pervade our actions in all relationships, including those with our customers, suppliers, and each other. This is a commitment to uncompromising values and conduct.
Sunday, January 12, 2020
Management of technology Essay
Explain the term â€Å"Technofact. †How can it be used to define Technology, and Management of Technology? Explain the value and advantage of the term Technofact, compared to other definitions and common agreement about technology. Explain the weaknesses, missing elements, and contradictions in this term. Technofact is a reproducible object created by humans. By reproducible I refer to any product (tangible or virtual) of which the intention of its human creator was to make more of exactly the same, using the same methodology. Once we’ve defined technofact, we are able to focus the term technology around this entity, and to define it as the capability of creating technofacts (or the human capability of creating reproducible objects). Technology is not the technical object itself but rather the capability of creating it over on over again. Other fields of science concentrate on understanding and gathering knowledge around the entity that is in the center of the science in question while the technology â€Å"science†is a capability, which is more than merely an understanding. On top of the knowledge gathered, the term encapsulates the creation itself, the know-how. The different aspects of the means to establish that capability ought to be coordinated and managed, thus, management of technology can only be defined if we separate the term technology from the objects, the technofacts, as one can not manage objects. Most of the traditional definitions of the term technology are either inaccurate or too broad. Inaccurate when the definition refer to objects (tools, products) as the technology itself. Too broad when the definition refer to any human activity (van Wyk), which might include forms of art that can not be considered as a technology. Another broad approach can be found in definitions that consider any nature manipulation as a technology (is navigation by stars a technology? ). There are three cases in which I find difficulty with the term technofact as the central entity that technology deals with: 1. When the product has an inherited random element: Consider a computer program that creates random melodies (or drawings) pleasant to the human ear (or eye), based on some mathematical rules. The program itself is obviously a virtual technofact, but are the new melodies or drawings created by it can also be considered technofacts? Obviously, they are being created over and over again using the same technology, but each time the program produces something different. 2. When the product is a natural object or resource: For example in agriculture. Carrots cannot be considered technofacts, but there is obviously a technology to grow carrots. The tools which are used in the process (a plow or a combine) are technofacts, which farmers use to produce the crop itself, but they are not the reproducible product the technology deals with. Another examples can be mining technologies. The end product is the extracted material, which can not be considered a technofact. 3. When the product is an action: For example, the capability to lift heavy weights. A crane is a technofact, but it is not the reproducible object this specific technology enable to reproduce. The reproducible object in this case is not an object but rather an action. What is a â€Å"Technology-Based Organization†? Give an example for a TBO and non-TBO. Can a company be a TBO for a limited time? Explain and give an example. A technology based organization is an organization that uses technology to create economic value or to create a competitive business advantage over other competing organizations. The organization can be continuously pursuing technological improvements, manufacturing technofacts or both. This kind of an organization will be perpetually considered a TBO. On the other hand a non-TBO organization can become one for a limited time, if it incorporates a new technology to improve its processes, thus creating an advantage over its competitors. During the process of assimilating the technology and the time that takes other players to use the same technology, a non-TBO organization can be considered a TBO, as it creates economic value using technology. Consider an imaginary traditional dairy that used to produce milk in the old milking fashion, using the farmer’s hands and a big nice bucket. At some point the farmer decided to acquire a milking machine from his engineer friend that had recently established a milking equipment factory using his own inventions. The farmer installed the machine in his farm and taught his kid how to use it, so he can peacefully retire. During the next couple of years, the farmer’s kid gained an advantage over his neighbor farmers, bought more cows, made a small fortune and established a new dairy company (which he called after his dad). Few years later, after all the other farmers had done the same, the farmer’s kid decided to install digital thermometers in the dairy (acquired from the very same milking equipment factory), and became the leading milk provider to the entire region, with the reputation of having the freshest milk around. Again, achieving an economic advantage using new technology. This dairy had become a TBO for short periods of time during its existence, while the milking equipment factory that had invented and manufactured the machinery was a TBO throughout the years. Explain the term â€Å"White Spaces†in the context of technological innovation. How could this term be used in an organization to help planning and decision making about innovation? White spaces are the two optional gaps between technologies and applications. The first gap exists when there is a need in the market but no solution to match it. The second gap takes place when there is a technology out there that has the capability to produce a technofact that no one knows what to do with. A technofact that did not yet find the â€Å"ultimate product†it enables (where there’s a way but there is no â€Å"will†). Innovative organization can either fill up the first gap by pursuing new technologies to match the unanswered market needs, or they can focus their efforts around understanding the potential of existing technologies and to use them to develop new groundbreaking applications. Outlines the dangers and risks associated with rapid technological development to society and individuals. Are you pessimistic or optimistic about it? What can and should we do as a society and as individuals to benefit from technology and avoid the risks. The dangers and risks that rapid emerging technologies incorporate can come in many ways, shapes and forms according to the technology domain. From the lose of privacy through health jeopardizing, moral issues and mass destruction weapons, they all have one thing in common – the rate of the technology adoption and development has become faster than the rate of the ability to comprehensively understanding its implications. Successful technologies are spreading swiftly, acquiring life of their own and â€Å"forcing†people to use them in order to survive in the modern society. Even if a certain individual decides to rebel and not to use a specific technology directly, it still might change the environment this person lives in, to affect and endanger im just the same (e. g. cellular phones). The lose of freedom inflicted by some technologies is a big price of its own that society and individuals have to pay. History tells us that panic from new technologies had always existed, and we are probably experiencing the same unjustified fear of the unknown that the car inflicted on society a hundred years ago. But the problem with history is that it can only explain the past, while the present is unlike anything humanity imagined before. I don’t believe that governmental regulations aiming to restrain technology can work in the long run, but in order to control at least some of the risks, governments should cooperate globally on some issues to regulate technologies similar to the way new medicines and drugs are treated. As individuals, we must take responsibility for our health and moral values, to deal with it at all times among ourselves, to be aware of the risks we are taking and not to become blind addicts for anything new. Still, I’m pessimistic as for the capability of mankind to do that and overcome its basic selfish nature.
Saturday, January 4, 2020
Essay on Women in Iliad, Odyssey, and the Bible - 1544 Words
Role of Women in Iliad, Odyssey, and the Bible Much is known of men in ancient civilizations, from the famous philosophers and mathematicians of Greece to the patriarchs and subsequent kings of the nation of Israel. It would seem, however, that history has forgotten the women of these times. What of the famous female thinkers of Ancient Greece, the distinguished stateswomen of Rome? What power did they hold? What was their position in societies of the distant past? A glimpse into the roles and influence of women in antiquity can be discovered in such ancient masterpieces as the Iliad, the Odyssey, and the Hebrew Bible. In the Iliad, women are barely mentioned, and then only as spoils of war or treacherous creatures not worthy of a†¦show more content†¦The myth of how the war between the Greeks and the Trojans began, itself, shows women, in this case goddesses, in an unflattering light, fighting like vain beauty queens over which one is more beautiful. In fact, the very character of these three goddesses is at the least reprehensible and mirrors the conception of many ancient, male-driven societies of women being fickle, disloyal temptresses. Hera is the paranoid, jealous wife who viciously strikes out at her husbands lovers, Aphrodite is a kind of divine harlot, and Athena, although the most admirable of the group, nevertheless gives in to petty emotions and is an odd choice to be guardian of wisdom, since no women were allowed in the academies or thought of by men as being particularly wise. Thetis intentions are the exception to the trivial designs of her immortal counterparts, for she i s always the devoted mother of Achilles, trying to do what is best for her son. Athena may give aid to the Greek cause, but only because she was not picked by Paris as the most fair. The only mortal woman in the Iliad who seems to have any redeeming qualities, and to whom we are not introduced for any real amount of time, in contrast to Hecuba, is Andromache, who makes a brief, yet lasting appearance as Hectors wife. For the most part, however, women in the Iliad are placed decidedly in the background, at best shown as accessories to their male spouses. Expanding on the Iliad, the OdysseyShow MoreRelatedTrojan War2196 Words  | 9 Pagesmake Helen, the most beautiful of all women, fall in love with him. She then proceeded to take Helen from Menelaus, with Paris’s help and give her to him, thus causing the Trojan War. Throughout this struggle up through The Odyssey and The Iliad, the two armies of Greeks and Trojans battle along with the gods for Helen. And the question that must be asked in light of this great mythological struggle is, was the war just? Was the bloodshed of thousands of men, women, and children, the struggle of manyRead MoreHistory of Theatre Lesson Notes Essay5401 Words  | 22 Pagesorigins of Greek tragedy: Early Aegean civilizations had little to do directly with the development of theatre, but their indirect influence was enormous, for their gods, heroes, and history supplied the material for Homer’s (8th century BCE) Iliad and Odyssey and therefore for most Greek drama. Greek civilization t hat was to produce 1st great era of theatre-8-6th centuries. The Parian Marble, in the Ashmolean museum at Oxford, credits Thespis with the invention of tragedy, the first form of dramaRead MoreChildrens Literature13219 Words  | 53 Pageshad nothing that could be considered a children’s book in the sense of a book written to give pleasure to a child. Because there were very few works composed for children, children borrowed from stories they enjoyed listening to such as the Iliad, the Odyssey, and Aesop’s Fables. Plato specifically mentions children’s education in Book VI of The Republic. Though he holds rather liberal views on education and directly states that children’s lessons should â€Å"take the form of play,†Plato held less liberalRead MoreAmerican Literature11652 Words  | 47 Pages errand into the wilderness be a city upon a hill Christian utopia Genre/Style: ï‚ · ï‚ · ï‚ · ï‚ · ï‚ · sermons, diaries personal narratives captivity narratives jeremiads written in plain style Effect: ï‚ · ï‚ · instructive reinforces authority of the Bible and church Historical Context: ï‚ · ï‚ · a person s fate is determined by God all people are corrupt and must be saved by Christ Rationalism / Age of Enlightenment period of American Literature - 1750-1800 Content: ï‚ · ï‚ · ï‚ · ï‚ · national mission
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