Critical Review of Meet John Doe Movie Example | Topics and Well Written Essays - 750 words

Critical of Meet John Doe - Movie Review Example After this fake letter was published in the newspaper where Mitchell worked, tremendous reaction on the part of general people followed. This public reaction was noted by the newspaper’s rich and powerful publisher D.B. Norton (played by Edward Arnold). Next, a sinister collaboration starts between Ann, Norton, and other staffs of the newspaper to exploit the sensation created by John Doe’s fake suicide letter. One John Willoughby (Gary Cooper) is duped into this conspiracy and he is asked to play the role of John Doe. At first, Willoughby does this job enthusiastically. But gradually the actual conspiracy is exposed before him. Willoughby has a flux of mind and he starts clinging to the character and mission of fictional John Doe. In doing so, he shakes the very fundamentals of the news media house he was working for and throws a serious challenge before Norton. Ultimately, Willoughby becomes a real John Doe, who successfully convinces people about general good of soci ety and unmasks hypocrites like Norton and his collaborators. Ann also changes side and joins Willoughby in this great mission of John Doe. All during watching this film, I felt that there are several political linkages in this film. However, two most important linkages are being mentioned in this paper. The first one is created with the help of impressions, scenes, and symbols regarding democratic values and community consciousness. The second linkage shows that how one’s personal life and feelings might be used by somebody else to obtain political benefit. 2. In the film Meet John Doe, Capra appears to be consistently pressing ahead with his idealism having ample regard toward the spirit of democracy. After the middle part of the film, contradictions between ideals of democracy and manipulation of the system become the main foci of the film. The scene of the great John Doe Convention speaks about it. The convention is held before a large audience and thousands of people are called on to participate in it. Willoughby, in the meanwhile, finds that Norton wants to exploit the sensation created by the story of John Doe. Norton wanted Willoughby to endorse Norton as a presidential candidate for the federal elections in the garb of John Doe Convention emerging as a political party. This being the backdrop, Willoughby now tries to breakaway from Norton’s control. At this point, Capra creates a marvelous scene at the John Doe Convention. In this scene, with the help of a combination of distant and close shots, Capra shows how desperately Willoughby is going ahead into the crowd and trying to tell the truth about John Doe and Norton. With the help of special effects using montage of crowds repeatedly, Capra creates the impression of Willoughby, a desperate man, trying to communicate with thousands of people individually, intimately, and simultaneously. This scene showing the seemingly impossible task of Willoughby actually exhibits that how confusing in stitutional democracy might become. Emotional and spirited public might fail to identify the real evil behind ambitious politicians. Political propaganda can become powerful enough to overshadow the actual goals of the democratic institution. Consequently, public might go ahead and invite an â€Å"iron hand† (Capra 1941) to rule them as had happened in the countries like Nazi Germany and Fascist Italy. The second most intriguing scene in this film is seen

Three important lessons (PLato's Apology) Essay Example | Topics and Well Written Essays - 500 words

Three important lessons (PLato's Apology) - Essay Example In truth, Socrates was imparting a lesson that was central to his work and to his beliefs. His apology was a lecture on the triumph of knowledge over ignorance and he was beseeching his listeners to discard old and traditional beliefs and embrace modern intellectual development. The background of the Apology is that Socrates is being charged with the corruption of the youth and disrespect towards the Gods. He begins by saying that â€Å"The task is not an easy one; I quite understand the nature of it. And so leaving the event with God, in obedience to the law I will now make my defence.† (Plato, quoted in Biffle, 34) He confronts his accuser Meletus and demonstrates exactly why and how the charges against him are false. However, despite his use of logic to defend himself, he is still found guilty and sentenced to die. It is clear throughout the text that Socrates wants to emphasize that he will counter his accuser’s lies and accusations with wisdom. This is the first lesson: the importance of wisdom. He also wishes to emphasize that it is his wisdom and knowledge that make him persecuted, but this wisdom and knowledge will be of much use to the city of Athens. Therefore, instead of using pathos, or arousing pity, he was appealing to the logic of the crowd. Instead of beseeching the people to spare his life, he reasoned with them – making logical and coherent arguments with the end in view of convincing them that they would be better off with him alive than with him dead. To quote: For if you kill me you will not easily find a successor to me, who, if I may use such a ludicrous figure of speech, am a sort of gadfly, given to the state by God; and the state is a great and noble steed who is tardy in his motions owing to his very size, and requires to be stirred into life. I am that gadfly which God has attached to the state, and all day long and in all places am always fastening upon you, arousing and persuading

Dont Blame the Eater Essay Example for Free

Dont Blame the Eater Essay In his article dont blame the eater Zinczenko blames the food industry for the obesity epidemic. Zinczenko opens his articles with a personal story about growing up eating fast food because his parents split up, his mom had to work and he had no other options. He goes on to give statistics on childhood diabetes due to obesity. Zinczenko then insists that complicating the lack of alternatives is the lack of information about what exactly were consuming. over all Zinczenko is advocating changes in the fast food industry because he believes there is a direct link between obesity, monies spent on fast food advertising and the costs of health care. I agree with Zinczenko that the fast food industry needs to change by as Zinczenko put it â€Å"providing the nutrition information people need to make informed choices about their products. However I question his claim of not blaming the eater that the food industry is to blame for todays rate of childhood obesity. After all I do believe as Zinczenko states â€Å"shouldn’t we know better than to eat two meals a day in fast food restaurants? † Growing up my parents divorced and, like Zinczenko, I was a latch key kid. Everyday my parents made sure my brother and I had lunch for school and dinner that night. As a parent today I understand the pressure of taking care of things, kids, school, work, extracurricular activities, laundry, making dinner and then trying to squeeze in quality time with the family and possibly a social life. With all that going on we always have a choice. I make my family and what they eat a priority, so I make it a point to buy health easy snacks like fruit, yogurt, cheese sticks, and granola bars. Dont get me wrong we buy and eat cookies, and on a Friday night dinner is takeout. But the rest of the week I make it a priority to cook and eat at home. This means planning ahead, it may mean I cook in advance during a really busy week, we will have leftovers once a week and the crockpot at times is my best friend. I do it because the health of my family is important to me and I choose not to feed them fast foods. Over all I believe it is the responsibility of the individual and the parents of children to make the right choices and to educate themselves and their children about making the right choices and typo educate themselves and their children about healthy eating habits. Hopefully with education and the help of government regulations we can help guide people into making better choices and help fight disease due to obesity, after all as Zinczenko said the problem isnt just theres its all of ours.

A Case Study In IBM Services Information Technology Essay

A Case Study In IBM Services Information Technology Essay Improving customer relationships is the deployment and management of the customers CRM application. Outsourced call centre services are delivered by an IBM business partner. Customers choose the CRM application components that fit their needs: Marketing, Sales and Customer Service. Balancing cost, the customer experience and revenue enhancement are truly differentiate the contact centre (Pritchard, 2004). The contact centre environment has changed dramatically in recent years. Early call centres were cost centres, built to take advantage of the telephony technology of the time. Typically confined to one physical location, they relied on interaction-based, frontline support and had little financial justification of costs. Frequent handoffs among agents created inconsistencies, as did paper-intensive processes and product-based structures. Today, contact centres are becoming increasingly customer-focused and are gearing up to solve problems and generate revenue. A proliferation of channels is giving companies a variety of opportunities to communicate with their customers. And with more opportunities for up-selling and new ways to cut costs, the contact centre is transforming into a profit centre. As organizations make this transformation, they are faced with identifying areas for change, reducing service costs, providing a differentiated service, increasing sales, supporting a multichannel customer experience and leveraging technological advances. The challenges, coupled with increasing customer expectations, have created a renewed focus on transforming the contact centre (Pritchard, 2004). IBM Regional Contact Centre (RCC) exemplified what an ideal contact centre should be; a single contact point which provides effective, efficient and improved service to partners and clients through the consolidation of resources and services. The centre serves as a strategic component of IBMs own on-demand initiatives. Organizations are taking a new look at governance of contact center functions and the way calls are handled. Traditionally, contact centers have been organized by geography and business unit. Advance in telephony technology presents new opportunities for streamlining call handling and routing. Virtual contact center queues route calls to the appropriate agent, regardless of geography or department, allowing calls to be handled based on factors such as customer need, the type of transaction or function, the value of the customer or the particular customer segment. This can help boost cost-effectiveness and bring more value to callers, since theyll deal with the best-qualified agent for their particular issue. Leading companies are also adopting a cross-functional approach to the organizational structure of contact center operations. In addition to geography-based service delivery functions, companies are developing global Centers of Excellence for self-serve programs, customer data management, workforce forecasting and scheduling, metrics and reporting, and global queuing and call routing. These Centers of Excellence manage key processes globally, identify opportunities for improvement and work with the operational service delivery functions to implement transformation-related change programs (IBM Business Consulting Services, 2004). IBM Values Dedication to every clients success: IBM employees are passionate about building strong, long-lasting client relationships. This dedication spurs IBM to go above and beyond on its clients behalf. IBM sells products, services and solutions, but all with the goal of helping its clients succeed, however they measure success. Innovation that matters for our company and for the world: IBM employees are forward thinkers. IBM believes in progress, believes that the application of intelligence, reason and science can improve business, society and the human condition. IBM loves grand challenges, as well as everyday improvements. Whatever the problem or the context, every IBM employee seeks ways to tackle it creatively to be an innovator. Trust and personal responsibility in all relationships: IBM employees actively build relationships with all the constituencies of its business including clients, partners, communities, investors and fellow IBM employees. IBM builds trust by listening, following through and keeping its word. IBM Mission To Drive Client Loyalty and Profitable Growth through Service Delivery Excellence IBM Vision To be the IT Service Provider of Choice in Asia Pacific IBM Commitments Growth Client Referenceability Drive client satisfaction by aligning IBMs efforts to its clients business imperatives, priorities and challenges Delivery Service Excellence Protect its clients business through a strong controls posture and operational discipline Provide competitive high quality service through standardization and automation Enable IBM Team for Growth Develop and nurture IBM people to play an active role in the globally integrated enterprise IBM Goals Excel in delivering competitive, high quality and efficient IT services to its clients Meet and exceed all IBM financial objectives Achieve and exceed IBM Quality targets Protect the IBM brand by maintaining Satisfactory control posture and delivering with integrity Promote a culture where IBM work as One Team and promulgate best practice Equip IBMs employees with skills and knowledge to deliver quality services to its clients and make the right investment in training and certification Accelerate the development and growth of IBM leadership talent Foster communications to IBM staff and ensure key messages are delivered in a timely and consistent manner Literature Review Today, IT departments are pressured into doing more with less, and that this will require innovative approaches to management and operating staff. Innovations in technology are also supporting this, as silos within operations, and between operations and the service desk and application development, are slowly being bridged by innovative management and monitoring software solutions designed for modularity, cohesiveness and automation. Currently, IT services are delivered through a mix of structured and unstructured work activities. Structured activities rely primarily on standardized processes, procedures, and tools. In IT service support and delivery, an increasingly popular standardization effort is embodied by Information Technology Infrastructure Libraries (ITIL) which prescribes processes for capacity management, availability management, service-level management, financial management to achieve high quality IT service (Bailey, Kandogan, Haber, Maglio, 2007). As IT departments pl an to bridge this divide, it is important to keep in mind that the automation can empower us to become more efficient, but we will be sacrificing some of the gains if we are not willing to leverage the advantages of automation as a transformative, cultural and process catalyst because they are interdependent. Definition of Terms There are many terms involve in implementing Call Centre as an outsource business to the company and for IT outsource, it has its own standard to follow. For example, IBM conducts IT service delivery (ITSD) based on Information Technology Infrastructure Library (ITIL) standards. IT service management (ITSM or IT services) is a discipline for managing Information Technology (IT) systems, philosophically centered on the customers perspective of ITs contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. Feldman (2007) mentioned that Providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers. The Service Delivery Structure describes accumulations of the customers accumulated in the system. The derivative between flow-in, customer flow rate, and flow-out, service completed rate, determine stock level. The dynamics of service delivery management will be comprised of four feedback structures: labor structure, capacity structure, cost structure, and service delivery structure. Service backlog or work in process, the stock of the service delivery structure, depending on customer flow or order rate and service completed rate or order fulfillment rate. Accumulations of stock stem from derivative of flow-in and flow-out at the points of time (Phoomphuang S., 2004). Service Desk is the place where exist the receipt and resolution of service requests, technical guidance, communication, etc. The central contact point between users and IT staff (Steel, 2008). Also it is the first place that the customer contacts when they have a problem or any request. Service Level Management (SLM) ensures that the agreed services are delivered when and where they are supposed to be delivered. SLM is a very important concept concentrating on value which is an intangible concept. If this value is destroyed by breaching any part of the Service Level Agreements (SLAs), it can have some negative consequences for the service provider as the customer will be dissatisfied. Information Technologies Infrastructure Library (ITIL): ITIL best practices were first developed in the 1980s by the British governments Office of Government Commerce (OGC) formerly called the Central Computer and Telecommunications Agency. ITIL is a collection of best practices that have become widely observed in the IT service industry and a detailed framework of a number of significant IT practices, with comprehensive checklists, tasks, procedures, and responsibilities that are designed to be tailored to any IT organization. ITIL suggests that any IT operation should have some form of help desk where users of IT can ask questions or resolve problems. ITIL describes recommended best practices such as how to investigate and solve reported problems called into the operations help desk. These are the best practices and processes that are necessary for IT to process its applications in an efficient, controlled environment (Moeller, 2008). ITIL and IBM Service Delivery Process IBM has its own implementation of ITIL for IT service management. The service starts as soon as the contract is signed between the customer and IBM. Service delivery and service support team take control after contract is signed. IBM uses its own processes in order to deliver the services agreed contractually. IBM staff has to be familiar with these processes in order to deliver the services without any problem. These processes are standard and consistent across the globe for IBM and they are collected under different folders at IBM. These can be thought as related processes defined in ITIL collected under different titles. IBM procedures are confidential and cannot be described (Nazimoglu Ozsen, 2010). In business, the fit between the business strategy with respect to products and services provided to external customers and the internal structure of the enterprise is critical for economic performance and efficiency. Henderson and Venkatraman (1993) had concluded that the strategic alignment fits between external and internal business and IT strategies. Business strategy can drive IT strategy as well as the organizational and IT infrastructure, but IT strategy can also enable new and enhanced business strategies. Functional integration of business and IT makes IT a source of Competitive advantage. Environment The IBM Regional Contact Centre (RCC) has empowered IBM Malaysia to be more responsive, variable, focused and resilient by enabling the company to respond with flexibility and speed to any customer demand, market opportunity or external threat. The RCC is the sixth regional centre that IBM has established in Malaysia, after the Asia Pacific South Regional Administrative Support Centre, the Asean/ South Asia Regional Technical Sales Support Centre, the Asean Regional Support Centre for Integrated Technology Services, the Asia Pacific South Accounting Centre, and the IBM Global Financing Regional Centre for Asean/ South Asia, Greater China and Korea. The RCC supports four prime business functions: Teleweb marketing suport services, backoffice customer support services, and integrated technology support services, which cover the Asean region. The fourth business function is the strategic outsourcing helpdesk which supports the Asia Pacific region. The RCC is the latest of the companys 11 regional shared-services centres and is equipped with a multilingual workforce that caters for nine languages, including Tagalog, Japanese, Korean and Thai. Organization IBM has eleven regional centres located in Malaysia to support the IBM Corporation globally. Six of these centres are Operational Headquarters (OHQs), a status awarded by the Malaysian Industrial Development Authority (MIDA) to companies serving their offices regionally and globally. Located in Plaza IBM, headquarters in Bandar Utama, these centres are: IBM Asia Pacific Accounting centre: Provides accounting services for IBM in Asia Pacific, such as costs and revenues, Inventory/PIMS, DSW Software Accounting, monthly financial closing and reporting, expense accounting, APSC, WTAC, IGF accounting, services accounting, business control, SOX, statutory accounts and country accounting operations. IBM Asia Pacific Competency centre: Provides end-to-end administrative services, such as customer records, loading of customer orders, contract preparation, scheduling (negotiating with various plants in the world for supply to meet customer requirements), inventory management, billing, accounts receivable collection, systems controls and testing. Asia Pacific IBM Global Financing centre of Excellence: Manages most of the administrative and back-office tasks for the whole of the Asia Pacific region, such as contract creation, lease inception and booking of contracts into a lease portfolio system. Supports contract management, fulfillment, pricing, financial planning and internal controls. It also centralized financial management information and planning support to IBMs country leaders and management teams across the Asia Pacific region. Other areas of support include administration, forecasting, budgeting and financial analysis. IBM World Wide Competency centre: Delivers efficient, global common processes, tools, and applications with standardization, simplification, and automation, in order to accelerate IBMs positioning as a global integrated company. ASEAN Regional Technical Sales Support centre: Provides pre-sales technical support and technical enablement to ASEAN, Asia Pacific and other parts of the world which cover IBM hardware and software offerings. IBM Regional Contact centre (RCC): Provides integrated technology support services, pre-sales technical support and strategic outsourcing help-desk for the ASEAN region. Offers technical assistance in English, Mandarin, Cantonese, Japanese, Korea, Bahasa Malaysia, Bahasa Indonesia, Vietnam and Thai. IBM is a company that strives to lead in the creation, development and manufacture of the industrys most advanced information technologies (IT), including computer systems, software, networking systems, storage devices and microelectronics. The companys business in ASEAN/SA is primarily comprised of sales and distribution of services, hardware, and software. These offerings are bolstered by IBMs research and development capabilities. IBM can also provide financing depending on its customers needs. The fundamental strength of this model is IBMs ability to assemble the optimal mix of these offerings to design tailored solutions for customers. IBMs operations in ASEAN/SA cover countries including Singapore, India, Malaysia, Thailand, Indonesia, the Philippines and Vietnam. IBM in Malaysia is a wholly-owned onshore subsidiary of IBM World Trade Corporation. In IBM Malaysia, there are a few thousand employees of diverse backgrounds and talents serving in professional and support function roles, including regional positions. IBM Malaysia is committed to playing a major role in cultivating the use and development of IT in Malaysia, a mission that mirrors the Governments objective of making the country a regional and global hub of knowledge-based industries. IBM Malaysia is to be completely local organization in terms of expertise, 52% of our employees are women. The company is also heavily involved in developing local capability through a string of alliances (Are you an IBMer, 2010). Moreover, IBMers collaborate every day with their over 390,000 colleagues with growing networks of clients, advocates, experts and peers and with our neighbors, local organizations and millions of people they have never met and never will meet. This is simply how business is done in a globally integrating economy (About IBM, n.d) to support the integration of processes and operations; IBM has Globally Integrated Enterprise (GIE) governance. It puts the focus of decision makers on end users, productivity, standards, and integration to achieve maximum value from business transformation investments (BT/IT Governance, n.d). Furthermore, the GIE governance system emphasizes cross-functional and cross-unit team. Leadership and management roles are designed to pro vide clear ownership of the end-to-end business model and create a means to coordinate processes and transformation initiatives across organizations (BT/IT Governance, n.d). IBM has chosen Malaysia for its regional contact centre to serve the Asean region amid keen interest shown by other nations to have one here. The IBM Asean Regional Contact Centre (RCC) is due to start operation in Cyberjaya in the middle of the year 2003. The RCC, to be managed by some 60 staff, would provide support services to IBM business units, business partners and customers in five Asean countries namely Indonesia, the Philippines, Singapore, Thailand and Malaysia. Currently, the numbers of IBM clients have increased and the support countries among Asia Pacific have also been added China, Japan, Korea, Vietnam, India and Australia. Thus, the numbers of IBM RCC staff now have been increased to more than 100 including both local and international staff to support clients based on native languages offer. The support services include tele-sales and tele-marketing, customer support operations, and so on. Locale IBM Malaysia Sdn Bhd is investing RM 8 million to set up its Customer Support Operation (CSO) center in Malaysia that would operate as a hub for end-to-end order procurement covering 17 countries in Asean and South Asia. The CSO allows electronic ordering from IBMS manufacturing plants, receiving orders from its customers and business partners, collaboration among co-workers through e-mail and supporting of IBM Asean and South Asia business units and partners (IBM Malaysia to Spend RM8 MLN on Customer Centre, 2000). The location of IBMs CSO is in Cyberjaya. This department provides integrated technology support services, pre-sales technical support technical enablement, strategic outsourcing help-desk for the ASEAN region which cover IBM hardware and software. This department also provides post sales technical support and services and also remote technical support for all IBM hardware and software. A customer support representative also will assist the clients about their contract enquires, invoice enquires. IBM CSO Offers technical assistance in English, Mandarin, Cantonese, Japanese, Bahasa Malaysia, Bahasa Indonesia, Korea, and Thai. The case study was conducted at IBM Regional Contact Centre (RCC), Cyberjaya. The company is focusing on IT outsourcing which offering IT support; service desk or helpdesk to IBMs clients. There are only three main departments at RCC; Human Resource Recruitment, Financial and IT department. There are many sub departments under IT department, each department has its own name based on the client or project that their handle such as IGA (IBM Global Assistance), Merk, Maxis, Michelin, DBSchenker, Singapore Airline, BMW, Lenovo, JLL, DOW, Celestica, Philips, Affin Bank, and etc. Each department or team may have some different application based on clients application, but there are some applications and software that most of the team have such as Windows XP, Microsoft Office, Lotus notes, Sametime, Citrix (Mainframe), AS400 and others. The team will have their own Knowledge Management and Knowledge Based which provided by IBM databases, so they can find their source of knowledge, better understanding and solve the problem within short period of time. IBM provides IT outsources to the clients based on Service Level Agreement (SLA) and Service Level Objectives (SLO). In IBM RCC, one manager and one agent can handle more than one projects, at least one person should support two projects based on Global Delivery Framework (GDF) standards. Both teams that an agent or manager handle may have some different and similar applications to support. Protagonists The case was conducting at IBM, Cyber Jaya. We made an appointment with one of Transition managers to be our interviewee. His name is Trevor Thum and his position is under Integrated Technology Delivery (ITD), End User Support. Trevor is a young manager who handles many projects. He started working at IBM RCC as first level support; service desk. After few months, he had become Windows support for Affin Bank project. Two years later, he has been promoted to be a manager. During the interview session, there was a weakness; most of IBM information are confidential and cannot be disclosed. However, he provided us some guidance for our reference. Referring to the organizational chart of a team, it will consist of manager, focal manager, team leader, and agents. The agents will be more than five depends on customers request and how large the project is. Moreover, if there is any issue from customers such as complaint, an agent will raise it to Team lead, then team leader will discuss with focal manager. Later on, both of them will have a meeting with Trevor and he will decide what should the team handle this complaint and prevent it in the future. If he cannot find the solution, he will propose it to his manager or upper level for finalize and explain to the customers for the mistaken or any other reasons. Furthermore, when there is an additional application requested by clients, manager will have a meeting for more information and explain to team leader to train all agents to ensure that everyone is educated and ready to support users before it launches. In addition, if there is a new client registered to IBM RCC, the top manager will assign the project to one of team manager who deserves for the project, then the team manager will have meeting with client for SLA, SLO, and other requirements based on customers request. After that the team manager will start to hire new agents to support customers and handle the call. For recruitments, the team manager will cooperate with Manpower on staff hiring. Once Manpower got a new candidate with qualification, they will make an appointment with team manager for interview session. Then the team manager will decide whether hire this candidate or not. If IBM team manager decide to hire that agent, the agent will be first trained by Manpower staff and proceed with the training of particular project mentors by team leader and other experience agent. After one month of training, the team leader will do test call with the agent to make sure that the agent is expert enough to handle users calls and re ady to Go Live (the date of project begins with IBM starting from the day that has been signed on SLA contract. The team performance will be depended on SLA and Key Performance Indicator (KPI). However, IBM will decide either to increase agents salary or monthly incentive amount based on agents daily performance, compliment from customers, and team contribution. Figure 1. Team Organization Structure Situation Nowadays, nobody disputes the IT importance as the backbone for commerce. IT implementation helps company to reduce operational cost and increase revenue and profit significantly, although some of company not so well in utilizing IT resources. Beside many good stories from some of company, others also have the failure story in adopting IT capabilities caused by collaboration or implication on high investment, structure complexity, dependencies, changes of trends, dynamic environment, etc. Arguably, it affected the strategy direction of some company with IT and business alignment concept was proposed to improve marketplace competitiveness and increase financial performance. The concept comes at the picture to bridge the gaps of the difference between IT capabilities and business value whereby some organization fail to exploit the full potential of IT investment, adaptable infrastructure and service integration into their environment. Most company stayed still to look which product cou ld be accepted by customer significantly and then come up with clone product with achievable or imitable capabilities like the first one. It happened because the high competition in the market place to locate, not only what product customers want tremendously but also satisfaction and prestige point as well as the consideration. It involves high risky IT investment that might lead the financial become unbalanced so some organization became really careful to make decision, better wait rather than as the pioneer. The trend of IT and business alignment such as virtual office, electronic transaction, off shoring, utilizing private cloud, clone product, high tech consumption, etc. IBM, HP and Dell see other opportunities in renting their knowledge in technical solution as the service to other companies. For IBM, the service delivery optimization is not only about cost savings. IBM views optimization as the process of producing the highly efficient and dynamic infrastructure in exploiting full potential business value from IT investments, and of course emphasizing the responsive improvement and return on investment. IBM approached with holistic and client centre by the reduction of architectural complexity, integration and automation of IT process, business innovation support, customer expectation satisfaction and scale more effectively. IBM has gone through hundred processes engaged various customers across industries in the two decades, these experience and knowledge should be treated as the cr itical asset of the organization or as the intellectual capital consists of solution templates and reference architectures. In short, IBM didnt learn service delivery optimization from a book; IBM is writing the book. By establishing a clear understanding of an organizations optimization objectives and goals, IBM can help to ensure that IT investments are in alignment with the overall business strategy so that subsequent projects can provide real value. The evolution of IT from a technology to a business focus consider various factor drivers those are the compliance, complexity, speed of change and cost. The need to evolve IT should involve the three key ingredients at the heart of service delivery optimization as well, which are IT governance, operating model and funding management while a deficiency in any of these areas will alter and disrupt the outcome significantly. Before the evolution takes the step closer, the identification of IT environment also necessary for opportunities and optimization those are application and data, network, computing and storage, finance and process. For example, the business strategy of one company need to integrate the decentralize data store into centralize data warehouse that need, its the chance to be utilized to remain competitive. Meanwhile, the different culture in organization might be consideration too, that make the difference in priorities, assets and process. IBM will elaborate the stan dard approach with the end-to-end solution that applies the industrys best practice in the reference architecture concepts. Figure 2: IBM Strategic IT Model The strength of the relationship between customers (business side) and service providers (IT organization) decide the direction of success in service management. Beginning in 1997 and 2007 (IT optimization as a source, 2007), IBM started optimizing its own complex, far-flung environment, reaping substantial benefits in operational cost savings as the figure 1 depicted. Its important for the IT organization to provide the lowest-cost operation, but its not sufficient to support business strategies and planning. IT needs to develop other strengths out of efficiency in costs, such as supporting business customers have optimistic view to compete in the markets as well as faster the operation scalability. In this case, figure 2 shows the significant changes happened in IBM company that chose to have a proven, pragmatic and holistic view that even reduce the number of manager inside the organization with the most experience person as well as single source funding by consolidating infrastru cture and application at competitive rates. The level performance is also a point of developing the maturity of the service management capabilities, which drive the operation model of the technology organization. The organizations faces the dreadful challenge of increasing the quality and quantity of services provided to the business such as cloud computing and clone products, while addressing rising technical complexity, cost pressures and tension, faster trend changes and compliance issues at the same time. However, with traditional resources and system management approaches, its clearly impossible to provide effective support for the business and efficient use of technology resources. In the end, IT service management has evolved as the standard for managing effective service delivery optimization that requires: Enable comprehensive business capabilities to support the complete service life cycle from service design to service optimization. Differentiates the value of what you offer, on what terms and in what form, so that it surpasses what customers consider as alternatives. Building a clear understanding of the uncertainty, risks, change and trends. Gather both business and technology stakeholders to define the common goals and future goals. Decide the important priorities and sequence opportunities to improve the financial performance. Competitive payment terms and single-contract simplicity to increase the flexibility. Identifying, articulating and gaining executive management support. End-to-end solutions supported by a worldwide knowledge network as the minimum standardization for supporting business plan. Reduce complexity and cost as well as improve value-added service to meet service levels. Promote customer satisfaction and internal efficiencies to obtain innovativeness and creativeness. In the easiest way, IBM tries to do approach by translating into four elements IT value in meeting with business planning which consist of enablers, improvement, reduction and promoter. The main issues in this case regard the service delivery is how to maintain the service delivery as the competitive advantages in relation with other similar offered-service company that could accommodate right solution matching with latest situation in the environment. The approach to service delivery optimization

King Henry Iv Part 1 - Hal :: essays research papers

Shakespeare gives the reader the opportunity to view the timeless duplicity of a politician in Prince Hal of Henry IV, Part 1. Instead of presenting a rather common hero, Shakespeare sharpens the both sides of the sword and makes Hal a deceitful prince. In order to portray accurately the treachery and fickleness of Hal, Shakespeare must provide Hal with models to follow, rivals to defeat, and a populace to convince. Although Hal would not have to grovel for votes from England's populace to become king, he does understand the problems of being an unpopular ruler from witnessing his father's problems. So Hal needs to persuade a general population that he is competent in order to remain a king once he has obtained the throne. Shakespeare wants the play to seem sympathetic to Hal, and he wants Hal to convince the audience (populace) himself.Therefore, Hal's fraudulence is hidden in undertones and slips of the tongue which he makes throughout the play. The first indication of this comes at his soliloquy in Act 2, Scene 1. It would be impossible for a reasonable man to have boozed and bummed all of his teen years and suddenly renounce his life and become reborn. There is an amoral quality to Hal that allows him to change allegiances as political winds would call it wise. But it is not just amorality that makes Hal a politician - he desires power as well. His amorality culminates in his eulogies for Hotspur and Falstaff with the greatest grasp of power he makes in the play. After he gives them and Falstaff is found alive, he realizes that he has made a slight blunder and backs off a bit, allowing Falstaff some room to remain. But while he delivers them, he is at his best, being the worst. His basic behavior appears king-like, but the subtleties show his utter disregard for those who love him and his calculating mind making political estimates so that he can secure the throne.Even though Hal is an amoral huckster, he must be able to convince others of his worthiness for the play to work. Therefore, Shakespeare must spend most of Hal's speeches using a convincing tone. He will use the overtones and most of the direct meanings of what Hal says to convey a thoughtful prince; he will use the undertones and occasional slips to give insight to the reality of Hal's persona.

Schizophrenia in The Yellow Wallpaper by Charlotte Perkins Gilman

Schizophrenia in  The Yellow Wallpaper      Ã‚  Ã‚   Charlotte Perkins Gilman’s "The Yellow Wall-Paper," does more than just tell the story of a woman who suffers at the hands of 19th century quack medicine. Gilman created a protagonist with real emotions and a real psych that can be examined and analyzed in the context of modern psychology. In fact, to understand the psychology of the unnamed protagonist is to be well on the way to understanding the story itself. "The Yellow Wall-Paper," written in first-person narrative, charts the psychological state of the protagonist as she slowly deteriorates into schizophrenia (a disintegration of the personality). Schizophrenia manifests itself through a number of symptoms. One of the first symptoms that the narrator in "The Yellow Wall-Paper" exhibits is thought disorder. Thought disorder can range in severity anywhere from a vague muddiness of thinking to a total breakdown of mental processes. The first real hint that the protagonist is having trouble controlling her mental faculties is when she says, "I get unreasonably angry with John sometimes . . . I take pains to control myself — before him, at least, and that makes me very tired" (Gilman 426). Her mental state is again revealed a few pages later when she states, "It is getting to be a great effort for me to think straight" (Gilman 430). Related to thought disorder is obsession, which the protagonist displays in her relentless thoughts about the yellow wallpaper which covers her bedroom walls. The narrator begins her obsession with the yellow wallpaper from the very beginning of the story. "I never saw a worse paper in my life," she says. "It is dull enough to confuse the eye in following, pronounced enough to constantly irri... ...press her, she had to discard the personality that was meek and mild. It is quite possible within the realm of psychological theory that the stress of childbirth, coupled with post-partum depression and the mental strain of having to repress her emotions triggered the schizophrenia. Schizophrenia is the perfect choice because it explains why the protagonist behaves the way she does. At the same time, it shows the problems that occur when a person is oppressed for so long, and also frees the narrator from the bonds of a personality that did not allow her to express herself as a human being. Works Cited Gilman, Charlotte Perkins. "The Yellow Wall-Paper." Fiction 100: An Anthology of Short Stories. 4th ed. ed. James H. Pickering. New York: MacMillan, 1985. 426-34. Kristal, Leonard, ed. The ABC of Psychology. New York: Facts on File Publications, 1982.   

Copper Cycle Lab Essay

Purpose: During this experiment, we were trying to see whether copper, after a chain of chemical reactions, will revert back to its elemental form. Procedure: First, I added nitric acid with copper in a beaker, which turned into a copper nitrate, a blue-green solution. Afterwards, I added sodium hydroxide, and my solution colored to a dark blue solution called copper hydroxide. I heated the solution to evaporate the water and I got a brownish-blackish solid called copper oxide. Once the solid appeared, I poured in sulfuric acid to it and I got copper sulfate, a bluish solution. The final step I took was to add the element zinc, which turned the solution from blue to clear, with a brown solid in the bottom of the beaker, copper. Observation: During each step, something happened. For instant, for the first step, when I added the acid to the copper, the copper disappeared and the solution turned from the clear acid color to a blue-greenish hue. In the next step, there was another chemical reaction when I added the sodium hydroxide. The whole solution turned blue when I stirred the mixture. When the time came to evaporate the solution, the liquids disappeared, leaving behind a wet, brownish solid in the middle of the beaker. When the solid was hot, it bubbled and popped until it cooled down. When all the liquids evaporated, I scraped off the solid and put it in a separate beaker. Once I put the sulfuric acid in it, the brown solids (copper oxide) slowly dissolved and turned the acid into blue. After the acid was blue, I added the metal/grey colored zinc into the solution; the solution bubbled and the zinc turned the solution clear. The zinc disappeared and in its place, copper appeared. Analysis: For each step, there was a chemical reaction, except for the part where we evaporated the water/liquefied chemicals. For each step, I was turning the copper into a compound. When an acid was added to the copper, it turned the element into a compound. When a base was added later, it merely replaced the acid with the base. Conclusion: For this experiment, I can conclude that an element/matter can never be destroyed or created. The copper cycle is evidence for the Law of Conservation of Mass, which states that an element or matter can never be created or destroyed, only changed.