Bio potential amplifier and its purpose essays

Bio potential amplifier and its purpose essays Amplifiers are an important part of the modern instrumentation systems for measuring bio potentials. Such measurements involve voltages that are often at low levels,have high source impedances,or both. Amplifiers are required to increase signal strength while maintaining high fidelity. Amplifiers that have been designed specifically for this type of processing are known as biopotential amplifiers. The essential function of a biopotential amplifier is to take a weak electrical signal of biological origin( eg: brain)and increase its amplitude so that it can be further processed, recorded or displayed. The input circuit of a biopotential amplifier must also provide protection to the organism being studied. Any current or potential appearing across the amplifier input terminals is capable of affecting the biological potential being measured. (Here in our project we have considered the processing part of the above mentioned system ensuring that a good isolation is achieved between the patient part and the power supply part of the circuit.) In clinical systems electric currents produced by the bio potential amplifier and seen at its input terminals can result in microshocks or macroshocks in the patient being studied-a situation that can have grave consequences.To avoid these problems the amplifier should have isolation and protection circuitry, so that the current through the electrode circuit can be kept at safe levels and any artefact generated by such current can be minimized. The other basic requirements of the biopotential amplifiers are : 1) The output impedance of the amplifier must be low with respect to the load impedance and the amplifier must be capable of supplying the power required by the load. 2) Must operate in that portion of the frequency spectrum in which the biopotentials they amplify exists. 3) They make quick calibration possible. EEG requires an amplifier with a frequency respons...

Battle of Biography of Charles Martel, Frankish Ruler

Battle of Biography of Charles Martel, Frankish Ruler Charles Martel (August 23, 686 CE–October 22, 741 CE) was the leader of the Frankish army and, effectively, the ruler of the Frankish kingdom, or Francia (present-day Germany and France). He is known for winning the Battle of Tours in 732 CE and turning back the Muslim invasions of Europe. He is the grandfather of Charlemagne, the first Holy Roman Emperor. Fast Facts: Charles Martel Known For:  Ruler of the Frankish kingdom, known for winning the Battle of Tours and turning back the Muslim invasions of EuropeAlso Known As: Carolus Martellus, Karl Martell,  Martel (or the Hammer)Born:  August 23, 686 CEParents: Pippin the Middle and AlpaidaDied:  October 22, 741 CESpouse(s): Rotrude of Treves, Swanhild; mistress, RuodhaidChildren: Hiltrud, Carloman, Landrade, Auda, Pippin the Younger, Grifo, Bernard, Hieronymus, Remigius, and Ian Early Life Charles Martel (August 23, 686–October 22, 741) was the son of Pippin the Middle and his second wife, Alpaida. Pippin was the mayor of the palace to the King of the Franks and essentially ruled Francia (France and Germany today) in his place. Shortly before Pippins death in 714, his first wife, Plectrude, convinced him to disinherit his other children in favor of his 8-year-old grandson Theudoald. This move angered the Frankish nobility and, following Pippins death, Plectrude tried to prevent Charles from becoming a rallying point for their discontent and imprisoned the 28-year-old in Cologne. Rise to Power and Reign By the end of 715, Charles had escaped from captivity and found support among the Austrasians who comprised one of the Frankish kingdoms. Over the next three years, Charles conducted a civil war against King Chilperic and the Mayor of the Palace of Neustria, Ragenfrid. Charles suffered a setback at Cologne (716) before winning key victories at Ambleve (716) and Vincy (717).   After taking time to secure his borders, Charles won a decisive victory at Soissons over Chilperic and the Duke of Aquitaine, Odo the Great, in 718. Triumphant, Charles was able to gain recognition for his titles as mayor of the palace and duke and prince of the Franks. Over the next five years, he consolidated power as well as conquered Bavaria and Alemmania before defeating the Saxons. With the Frankish lands secured, Charles next began to prepare for an anticipated attack from the Muslim Umayyads to the south. Family Charles married Rotrude of Treves with whom he had five children before her death in 724. These were Hiltrud, Carloman, Landrade, Auda, and Pippin the Younger. Following Rotrudes death, Charles married Swanhild, with whom he had a son Grifo. In addition to his two wives, Charles had an ongoing affair with his mistress Ruodhaid. Their relationship produced four children, Bernard, Hieronymus, Remigius, and Ian. Facing the Umayyads In 721, the Muslim Umayyads first came north and were defeated by Odo at the Battle of Toulouse. Having assessed the situation in Iberia and the Umayyad attack on Aquitaine, Charles came to believe that a professional army, rather than raw conscripts, was needed to defend the realm from invasion. To raise the money necessary to build and train an army that could withstand the Muslim horsemen, Charles began seizing Church lands, earning the ire of the religious community. In 732, the Umayyads moved north again, led by Emir Abdul Rahman Al Ghafiqi. Commanding approximately 80,000 men, he plundered Aquitaine. As Abdul Rahman sacked Aquitaine, Odo fled north to seek aid from Charles. This was granted in exchange for Odo recognizing Charles as his overlord. Mobilizing his army, Charles moved to intercept the Umayyads. Battle of Tours In order to avoid detection and allow Charles to select the battlefield, the approximately 30,000 Frankish troops moved over secondary roads toward the town of Tours. For the battle, Charles selected a high, wooded plain which would force the Umayyad cavalry to charge uphill. Forming a large square, his men surprised Abdul Rahman, forcing the Umayyad emir to pause for a week to consider his options. On the seventh day, after gathering all of his forces, Abdul Rahman attacked with his Berber and Arab cavalry. In one of the few instances where medieval infantry stood up to cavalry, Charles troops defeated repeated Umayyad attacks. As the battle raged, the Umayyads finally broke through the Frankish lines and attempted to kill Charles. He was promptly surrounded by his personal guard, who repulsed the attack. As this was occurring, scouts that Charles had sent out earlier were infiltrating the Umayyad camp and freeing prisoners. Victory Believing that the plunder of the campaign was being stolen, a large part of the Umayyad army broke off the battle and raced to protect their camp. While attempting to stop the apparent retreat, Abdul Rahman was surrounded and killed by Frankish troops. Briefly pursued by the Franks, the Umayyad withdrawal turned into a full retreat. Charles reformed his troops expecting another attack, but to his surprise, it never came as the Umayyads continued their retreat all the way to Iberia. Charles victory at the Battle of Tours was later credited for saving Western Europe from the Muslim invasions and was a turning point in European history. Expanding the Empire After spending the next three years securing his eastern borders in Bavaria and Alemannia, Charles moved south to fend off an Umayyad naval invasion in Provence. In 736, he led his forces in reclaiming Montfrin, Avignon, Arles, and Aix-en-Provence.  These campaigns marked the first time he integrated heavy cavalry with stirrups into his formations.   Though he won a string of victories, Charles elected not to attack Narbonne due to the strength of its defenses and the casualties that would be incurred during any assault.  As the campaigning concluded, King  Theuderic IV died. Though he had the power to appoint a new King of the Franks, Charles did not do so and left the throne vacant rather than claim it for himself. From 737 until his death in 741, Charles focused on the administration of his realm and expanding his influence. This included subduing Burgundy in 739. These years also saw Charles lay the groundwork for his heirs succession following his death. Death Charles Martel died on October 22, 741. His lands were divided between his sons Carloman and Pippin III. The latter would father the next great Carolingian leader, Charlemagne. Charles remains were interred at the Basilica of St. Denis near Paris. Legacy Charles Martel reunited and ruled the entire Frankish realm. His victory at Tours is credited with turning back the Muslim invasion of Europe, a major turning point in European history. Martel was the grandfather of Charlemagne, who became the first Roman Emperor since the fall of the Roman Empire. Sources Fouracre,  Paul. The Age of Charles Martel. Routledge, 2000.Johnson, Diana M. Pepins Bastard: The Story of Charles Martel. Superior Book Publishing Co., 1999Mckitterick, Rosamond. Charlemagne: The Formation of a European Identity. Cambridge University Press, 2008.

Putting the Puzzle Together Term Paper Example | Topics and Well Written Essays - 750 words

Putting the Puzzle Together - Term Paper Example The secretary writes the minutes and keeps all the records for the group. The records are useful for future reference and assessing the group’s progress. Most important, the secretary distributes resources to group members that are relevant to the project area. The spokesperson is charged with making presentations that comprise of progress reports as well as the final report of the group’s project (Carleton College, 2013). A monitor evaluator is a knowledgeable person who is charged with double-checking work done for accuracy. Moreover, he/she makes recommendations on the way forward. The resource investigator gathers information and all relevant resources for the project at hand. He/she has to identify current and reliable information that comprises of scholarly journals, the latest book editions and credible web sources. The specialist is an expert on the group’s project area. He/she is also essential in gathering information and critiquing the group’s p rogress (Skills You Need, 2013). A group member can fulfill more than one role in the group. For instance every member should be proactive in searching for relevant information. It should not be the sole responsibility of the resource investigator. This aspect of research is a valuable learning opportunity for all members. All the information gathered can be forwarded to the resource investigator. ... Leaders should be endorsed by the majority of group leaders, and all group members should support their leader. All roles are essential and it is difficult to rank them in order of importance. However it is important for a group to have good leadership. The group’s progress and punctuality in meeting deadlines is dependent on leadership. In essence good leadership is reflected on the quality of work done by the group. Poor leadership and coordination by a leader is likely to lead to a group’s downfall. The input by each member is also essential and all members should be committed towards realizing the set objectives. Aside bad leadership, individual members can also contribute to the group’s downfall. The need for individual members to cooperate cannot be overemphasized. A student fulfills several roles in groups. In each student group, it is essential to have a leader, monitor evaluator /advice seeker, secretary/summarizer, and resource investigator/observer. Th e leader sets the pace for work and guides the group until the project is complete. He/she also oversees the individual contribution of members. The leader motivates members and ensures that everyone is on the right track. A monitor evaluator asks questions and seeks guidance from the instructor. This is after the group encounters some difficulty that cannot be resolved by members. This member familiarizes the members with solutions and any emerging information. The secretary compiles a report of the work completed by the group at each stage. Extensive research for the project should be conducted by the resource investigator/observer. He/she is also charged with availing all resources for the project and ensuring that all borrowed material such as books is returned (APH, 2007).

BUS310 WEEK 3 Research Paper Example | Topics and Well Written Essays - 250 words

BUS310 WEEK 3 - Research Paper Example Involving staff in the recruitment process ensures harmony in the organization. Workers can be involved  during induction to welcome new staff into the organization (Mathis, 2010). A diverse workforce refers to a work force that has employees with different believes and cultures. Diverse workforce will ensure equality in the workforce; the workers are rated with regards to quality of work rather than believe. Diversity enables the organization to understand the needs of the diverse community. The company will be able to attract more customers than a non diverse company. Worker conflict  can be reduced since the employees understand each other and respect workers believes and boundaries. The corporate culture in the organization will improve due to diversity in the workforce. Client’s relations  can be improved due to diversity in the workforce. The work force will be better equipped to deal with the diverse work force (Mathis, 2010). Compensation and benefits ensure the stakeholders and employees are motivated. The compensation strategy used by Vodafone requires the firm to pay its employees commission on the sales made. This ensures that the employees maximize sales to increase their remuneration. The stake holders benefit from the interest offered by the company. Manager’s performance evaluation depends on the output contributed towards the company’s success (Ahlstrom,

Luck and Fate in Fyodor Dostoevsky's Crime and Punishment Essay

Luck and Fate in Fyodor Dostoevsky's Crime and Punishment - Essay Example A self-confessed drunkard, a widower with a daughter from his first wife and later on remarried to Katerina Ivanovna, a widow who had three children from her previous husband, believed that it was his fate to be a drunkard to the point that he had sold most of his possessions including some of his wife’s valued possessions (Dostoevsky 16-17). In acceptance of his fate as a hopeless drunkard, Marmeladov claimed, â€Å"Such is my fate! Do you know, sir, do you know, I have sold her very stockings for drink?. (Dostoevsky 17)† But later on reasons out that his drinking is a self-inflicted suffering to pay for his sins to his wife and children as he claimed, â€Å"Thats why I drink too. I try to find sympathy and feeling in drink.. . I drink so that I may suffer twice as much! (Dostoevsky 17)† On a close examination of Marmeladov’s behavior, he blaming his fate of loving alcohol too much was his excuse for behaving as he had confessed. Likened to a McLaughlin quote saying that, â€Å"The chief reason for drinking is the desire to behave in a certain way, and to be able to blame it on alcohol,† (Guillemets) Marmeladov blames his actions to his drinking and not entirely taking the blame to himself. On the contrary, Marmeladov, instead of putting the blame on his drinking and lamenting his fate at the tavern, should at least make efforts to retain his job better yet to accept that his family problems are his fault and that he can make a way to at least feed his children and tend to his ailing wife. Also, he should have thought of these problems when he is sober and not when he was drunk since he would eventually forget all his thoughts when the effects of his drink wear off. Marmeladov’s alcoholism had developed into a family problem. Accordingly, alcoholics may have young, teenage, or grown-up children; they have wives or husbands; they have brothers or sisters; they have parents or other relatives. An alcoholic can totally disrupt family life and cause

Construction Essays | Value Management Risk

Construction Essays | Value Management Risk Value Management Risk Rationale for Study Throughout my 4th year of the Honours Degree Quantity Surveying Programme, I found the Value and Risk Appraisal module very interesting especially the topic of Value Management. I had never really come across this topic before and only heard the term used a few times but didn’t really know what was involved. From undertaking that specific module, it seems that Value Management is mostly used as a tool to achieve Value for Money for Clients. Working for a Contractor for 4 and a half years now, I have only ever seen Value Management used on one Construction Project and this is the one that I am currently based on just now. From my experience, I feel that Value Management has a lot of advantages for Contractors as well as Clients and I wanted to find out why it is not being used to a great extent by Contractors. Get help with your essay from our expert essay writers Indicative Title Value Management: A Contractors Perspective 1.3 The Aim To determine the reasons as to why Value Management is not being greatly used by Contractors in the Construction Industry. 1.4 The Main Objectives In order to achieve the above aim the following objectives must be met: To identify the key principles and elements of Value Management. To identify techniques and working practices adopted and to identify the benefits of Value Management. Examine the reason as to why Value Management is not widely used in the Construction Industry. Critical analysis of the views of Main Contractors about the benefits or short comings of Value Management. To propose recommendations for improved implementation of Value Management for Contractors. CHAPTER 2 LITERATURE REVIEW VALUE MANAGEMENT 2.1.1A Definition â€Å"Value Management is a style of management particularly dedicated to motivating people, developing skills and promoting synergies and innovation, with the aim of maximizing the overall performance of an organization.† The Institute of Value Management [online] http://www.ivm.org.uk/vm_whatis.htm Accessed on 18 July 2007. Value Management is a team based â€Å"process-driven† methodology. Its incentive is to deliver a product, service or project at â€Å"optimum whole life performance and cost without detriment to quality.† By using teams of experts in the Construction Industry, this allows the Value Management process to identify â€Å"design and construction solutions which offer the best value for money with regard to the functional requirements of the Client† Kelly, J. Male, S. (1988) A Study of Value Management and Quantity Surveying Practice Value Management plays a key role in the Construction Industry for continuous improvement and innovation. The Background Concept Value Management originated in the United States of America in the late 1940’s and the process was originally used in the manufacturing industry. This was soon adopted by the Construction Industry in the UK by the start of the 1990’s as various studies highlighted â€Å"between 36% and 45% savings on estimated construction cost to the Client† Kelly, J. Male, S. (1988) A Study of Value Management and Quantity Surveying Practice The concept of ‘Value Analysis’ was introduced by Lawrence Miles in the 1940’s. Miles, a Purchase Engineer working for the General Election, had to find ways to tackle the material shortages which was due to the Second World War. Miles sought to find alternative materials that would provide the same function. This proved effective as Miles found that many of the alternative products he was finding were of an equal, if not better quality than that originally proposed. In addition to this he found that many of these alternatives were at a lower cost. Dallas (2006) states that a short while later, people realised that not only did the technique provide a way to substitute alternative materials but it was also an excellent way to reduce costs while still maintaining the necessary functionality. This system would involve ‘value’ and ‘analysis’ and based on this Miles developed the definition of ‘Value Analysis’. â€Å"An organised approach to providing the necessary functions at the lowest cost.† Kelly, J.R. Male, S.P. Graham, D. (2004) Value Management of Construction Projects. To further enhance this Miles provides further definition: â€Å"Value Analysis is an organised approach to the identification and elimination of unnecessary cost.† Kelly, J.R. Male, S.P. Graham, D. (2004) Value Management of Construction Projects. Key Principles of Value Management The institute of Value Management states that the key principles of Value Management are different from other styles of management in that they include attributes that are not normally found together: Management Style Emphasis on teamwork and communication A focus on what things do, rather than what they are (functional approach) An atmosphere that encourages creativity and innovation A focus on customer’s requirements A requirement to evaluate options qualitatively to enable robust comparisons of option Positive Human Dynamics Teamwork – encouraging people to work together towards a common solution Satisfaction – recognizing and giving credit Communication – bringing people together by improving communication between them Fostering better common understanding and providing better group decision support Encouraging change – challenging the status quo and bringing about beneficial change Ownership – the assumption of ownership of the outcomes of Value Management activities by those responsible for implementing them Consideration of External and Internal Environment External conditions – taking account of pre-existing conditions external to the organisation over which managers may have little influence Internal conditions – within the organisation there will be existing conditions which managers may or may not be able to influence Degrees of Freedom – the external and internal conditions will dictate the limits of potential outcomes and should be quantified. Effective Use of Methods and Tools Means of achieving outcomes The Institute of Value Management [online} http://www.ivm.org.uk/vm_whatis.htm Accessed on 18 July 2007 From this we can see that Value Management brings Construction teams together and gets them to communicate more effectively with each other, this in turn will have a beneficial effect on the Project. The functionality of a Project will be more focused on being able to achieve Value for Money. Value Management Techniques Function Analysis ‘Function Analysis is a powerful technique in the identification of the principal functional requirements of a project’ Seeley, I. (1997) Quantity Surveying Practice. Second Edition. Function analysis is basically a brain storming session with all people involved in the construction project and is used to determine the main needs of a project in order to focus on alternative options that are less expensive although still achieving the functionality as required. FAST Diagrams Seeley (1997) states that the FAST (Functional Analysis System Technique) has evolved from the functional analysis approach as it establishes a hierarchy of functions in order of importance. FAST diagrams are a more effective way of showing the main important functions and needs of a project. Bolton (2002) stated that function analysis was key to success in a workshop and always uses a FAST diagram. Pasquire and Mauro (2001) cite Norton and McElligott (1995) who suggest that the use of FAST may provide more benefit in the early stages of a project but not so much in the construction phases. It is also highlighted that FAST diagramming requires experience and training on the part of the facilitator to ensure it accurately depicts the function of the project. Another constraining factor is the time required to complete FAST diagrams. Hunter, K. Kelly, J. (2006) Is One Day Enough? The Argue for Shorter VM/VE Studies. Value Management Workshops Value Management Workshops are one of the main techniques of Value Management. This will be discussed in greater detail in Chapter 2.2. Benefits of Value Management After several post-project reviews with Contractors and Consultants, Kelly Male identify various positive aspects of the Value Management process. The most significant of these are: Proof that the initial design was indeed the best Peace of mind to the owner that he was receiving good value for money Introduction to higher quality products Best up-to-date technology at least cost A clear focus on project objectives An alternative view of the design Improved project programmes Improved site management structures An opportunity for a detailed analysis of the required project Kelly, J. Male, S. (1988) A Study of Value Management and Quantity Surveying Practice. The Institute of Value Management indicates that Value Management has already been successful in achieving Value for Money for such Clients as BP, British Airways, Pfizer, Stanhope and various water and rail companies. This has resulted in the public sector adopting Value Management techniques in order to cut down construction costs and achieve better Value for Money. Benefits of Value Management according to the Institute of Value Management focus on greater communication and understanding within the Construction team but do not seem to focus on the cost benefits; Better business decisions by providing decision makers a sound basis for their choice Improved products and services to external customers by clearly understanding and giving due priority to their real needs Enhanced competitiveness by facilitating technical and organisation innovation A common value culture thus enhancing every member’s understanding of the organisation’s goals Improved internal communication and common knowledge of the main success factors for the organisation Simultaneously enhanced communication and efficiency by developing multidisciplinary and multitask teamwork Decisions which can be supported by the stakeholders The Institute of Value Management [online} http://www.ivm.org.uk/vm_whatis.htm Accessed on 18 July 2007 ‘Sir Michael Latham’s report ‘Constructing the Team’ (1994) states the benefits of Value Management and includes Value Management as a factor which is critical to the success of projects in providing the basis for improving value for money in construction.’ Hogg, K. (1999) Value Management: A Failing Opportunity? Nottingham, The Nottingham Trent University. Value Management is still not being used to a great extent in the construction industry despite the great number of benefits. ‘The reasons for the apparent hesitance of the industry to adopt Value Management on a greater scale are unclear since the benefits of Value Management appear to be widely recognised and the practice continues to be promoted at a high level.’ Hogg, K. (1999) Value Management: A Failing Opportunity? Nottingham, The Nottingham Trent University. Value Management Workshops ‘Before a VM workshop commences information has to be gathered to determine its objectives and deliverables and therefore what shape and form the workshop will take.’ Male, S. Kelly, J. et al (1998) The Value Management Benchmark: A Good Practice Framework for Clients and Practitioners Value Management Workshop Structure Kelly (1996), details the key stages involved in a Value Management Workshop; Value Management workshops are characterised by a three stage process: The Orientation and Diagnostic Phase in which the value manager prepares for the study by: meeting with the project sponsor and key players who will be involved in the study, reviewing documents, conducting interviews and briefings and preparing the agenda for the Workshop Stage. The Workshop Stage is where alternative or complementary views on the value problem are brought together through a structured team based activity facilitated by a value manager and progressed through the application of specific team based techniques. Innovative ideas are brought forward to satisfy the functional requirements identified against a backdrop of the value criteria uncovered. A workshop report will be produced including an Action Plan to ensure that value solutions and options will be implemented in the post workshop phase. The Implementation Phase in which the Action Plan is followed through by those responsible for the investigation and implementation of ideas. Kelly, J. (1996) Value Risk Appraisal Lecture Notes The International Benchmarking Study (1998) identifies the Implementation Phase as one of the key areas in which Value Management fails. At this stage the Value Management team have identified and adopted various approaches to ensure that the Value Problem is minimised as far as possible through various meetings and workshops in the previous phases. At this point an implementation strategy will be discussed with the relevant parties and if possible those involved in the implementation will be interviewed and identified in the action plan at the close of the workshop phase. Value Management Intervention Points There are three main stages of Value Management workshops and they all produce a great deal of information that is discussed between the Construction parties to find alternatives ways of constructing the building and focusing on achieving Value for Money. These stages are described on the next page. Strategic Briefing The Strategic Briefing stage deals with identifying the broad scope and purpose of the project and its important parameters. The focus is on determining the strategic needs and wants, and the role and purpose of the project for the Client. Project Brief The Project Brief translates the Strategic Brief into construction terms, specifying performance requirements for each of the elements of the project including spatial relationships and details: ‘A summary of the relevant parts of the Strategic Brief document The aim of the design. This would include priorities for project objectives The site, including details of accessibility and planning The size and configuration of activities Outline specifications of general and specific areas A cost centred budget for all aspects of the project including all elements of the construction project Servicing options and specification implications e.g. security, deliveries, access, etc.’ Kelly, J. (1996) Value Risk Appraisal Lecture Notes Outline Sketch Design The Outline Sketch Design (OSD) workshop is a value review of the initial plans, elevations, sections, specification and cost plan of the proposed building using the signed off Project Brief as a reference point. Kelly (1996) explains what should be involved in an OSD Workshop: ‘As statement of the design direction The site layout and access, identifying ground conditions and planning constraints A detailed cost plan and schedule of activities Dimensioned plans, elevations and sections An outline specification for environmental systems The risks and a risk management strategy The procurement plan The project execution plan with key milestones Performance measure.’ Kelly, J. (1996) Value Risk Appraisal Lecture Notes Benefits of Value Management Workshops This is an extract from a journal that describes the benefits from an actual Value Management workshop that took place: ‘All team members confirmed their commitment to continuous improvement. Only three did not feel that it had been as a result of the workshops. The team unanimously believed that more options had been explored within the team and all agreed to that being as a result of the workshops. A principal finding under the section of workshop effectiveness agreed to by all members of the team, was that the workshop provided a good basis for teamwork, created and atmosphere of equality, ensured open and frequent communication and focused the participants on action and achieving results. The team members that indicated team working, cultures and communications as issues prior to the workshops agreed that they had all been resolved through the facilitated workshops.’ Hunter, K. Kelly, J. (2006) Value Management Workshops and Partnering Conundrums. From this extract we can see that there is a great deal of benefits for all parties by using Value Management workshops. There are also advantages to a VM workshop if the environment is isolated, these include: It focuses the team on ‘the project’ Gestation occurs during the workshop process It commits the team Militates against partial attendance Continuity is ensured. Male, S. Kelly, J. et al (1998) The Value Management Benchmark: Research Results of an International Benchmarking Study RDT Pacific (2007) stated that there are other advantages of Value Management and Workshops. ‘Value Management consistently provides significant improvements to projects: Average capital cost savings of 14% (NSW Government Research) The forging of dedicated, synergistic project teams Auditing on the project brief and the decision making process Provision of additional functionality within existing budget allocations Development of a structured process to move projects efficiently to the next stage and ultimately completion.’ RDT Pacific [online] http://www.rdtpacific.co.nz/services/servicesportfolio/valuemanagement.shtml Accessed on 5 October 2007 From this research we can see that there is a great deal of benefits of using Value Management for all parties involved in a Construction Project. It is the intention of this research paper to find out why Value Management is not being used a great deal by Contractors and therefore this research will provide beneficial when it comes to interviewing Contractors on their views of Value Management workshops. A comparison will be made between the benefits and disadvantages of Value Management in the Research Analysis chapter in order to suggest suitable implementation of this process for Contractors. CHAPTER 3 RESEARCH METHODOLOGY 3.1 Secondary Method of Research The Secondary Research Method proposed includes investigating historic papers and publications to assess the extent to which Value Management is used in the Construction Industry. Information will be obtained from books, journals, websites and lecture notes. The Glasgow Caledonian Library will be used to obtain books. The RICS (Royal Institute of Chartered Surveyors) and various websites will be used to obtain journals and information on Value Management. These methods of research are being used as they are readily available. About 6 books from the Glasgow Caledonian Library were used for research and a lot of information was found, however, the negative aspect of using books is that the information may not be up to date. Lecture notes from the Value and Risk Appraisal were used for the Literature Review in order to explain the processes of Value Management. They were produced by Professor John Kelly who either wrote the notes from his own experience or took extracts from books. A great amount of information was found from the internet on Value Management and this was also used to prepare the Literature Review. Information from the internet can be up to date although the disadvantage is that it can be someone’s opinion and may not be entirely true. Journals on Value Management were found on the RICS website, Athens and also on the Construction and Building News websites. Some journal information was also taken from the Glasgow Caledonian Library. The advantage of Journals is that there was a lot of information available and people’s views are expressed which is helpful for determining any problems that exist in Value Management. This research will increase the author’s knowledge and understanding of Value Management and will also give an insight into the varying views on the subject. 3.2 Primary Method of Research The initial Primary Research Method proposed for this paper is to use actual Construction Project Case Studies in an attempt to find out how beneficial Value Management was for those projects. A few case studies were found on Projects that have used Value Management and they will be used to determine whether Value Management has been a success or not for the Project. Case Studies are useful for this research as they can be used to compare and also get people’s views on Value Management. A second Primary Research Method proposed for this paper will involve interviews with relevant Construction Industry personnel to gain their views and perspectives of Value Management in Construction Projects. Suitable candidates will be mainly Contractors who have worked with Value Management on their previous Construction Projects and also the Chairman of the IVM (Institute of Value Management) in order to achieve the objectives of this paper. The purpose of these interviews is to gain a greater insight into the Value Management process and how there can be an improved implementation for Contractors. It is important to choose the correct questions to collect data to prepare a relevant analysis. Interviews are better for communicating as you are face to face to a person and the interviewer is responsible for getting the quality of information that is required. A disadvantage of interviews however can be arranging meetings with the suitable candidates as they may not always be available when you are. To control this, contacting the interviewees at the earliest opportunity is always recommended. 3.3 Research Methodologies Rejected Having chosen the above methods for research it is important to note that alternative options such as questionnaires and electronic surveys were considered for potential sources of information. However, it was felt that these options would not provide the quality of response and feedback that the other methods would for this research. Questionnaires and electronic surveys would require time to fill in and most construction personnel would probably not have the time required to complete them or would simply disregard the emails or paper copies as they would feel it would be too time consuming. Another disadvantage of these research methods is that the questions could be interpreted the wrong way or the quality of answers could not be as good as asking someone in person. CHAPTER 4 PROGRESS TO DATE PLANNED FUTURE WORK Progress to Date At this stage, the indicative title, main aim and main objectives have been agreed. Research was undertaken throughout the summer on the topic of Value Management and the relevant materials were collected. Books, journals, case studies and website information were read and notes taken from each to form the basis for the literature review. The literature review has now been completed and also most of the information for the Date Analysis Chapter in the Final Dissertation report has been collected, such as books, journals, website information and journals. Everything required for the Dissertation Interim Report is now complete. 4.2Research Methodology The final piece of methodology to be collected will be from interviews with Construction personnel which are still to be agreed and also the interview questions need to be created. These are both due to happen at the start of the New Year and the planned interviews should take place towards the end of January 2008 at the latest. 4.3Research Analysis and Results Once the interviews have been conducted, an in depth analysis of the views will be undertaken, along with analysis of the information of other Construction personnel from the data collected via journals, case studies and books. This section will be undertaken from February 2008 4.4 Conclusions and Recommendations At this stage, it will now be time to come to a conclusion and give recommendations on how to implement Value Management for Contractors. This section will be undertaken near the end of March 2008. 4.5 Structure of the Final Dissertation Below is the structure proposed for the final Dissertation document to be submitted in April 2008. Chapter 1 – Introduction Chapter 1 introduces the rationale for study of the dissertation topic and the indicative title. It also determines the main aims and objectives, the research methodologies to be used and a structured breakdown of each chapter. Chapter 2 – Value Management Chapter 2 will focus on the background of Value Management and mainly on the key principles, techniques and advantages and disadvantages of this topic in the Construction Industry. Chapter 3 – Value Management Workshops Chapter 3 will focus on value management workshops in the Construction Industry and highlight the main advantages and disadvantages of this approach for Contractors. Chapter 4 – Value Management in Previous Construction Projects Chapter 4 will focus on case studies of previous construction projects that have used Value Management. They will be used to determine whether Value Management has been beneficial or not in the completion of the Projects. Chapter 5 – Research Analysis and Results Chapter 5 will analyse the information and feedback obtained from the interviews to be conducted. Chapter 5 will also compare the responses to identify the differences in opinion. Chapter 6 – Conclusions and Recommendations Chapter 6 will set out the conclusions that have been established with reference to previous chapter literature research and the interview feedback responses. Chapter 6 will also discuss to what extent the aim and objectives have been achieved in this research paper. The author will finally give recommendations for improved implementation of Value Management for Contractors. References This section provides a list of all references used for this research which are quoted within the paper and will also provide readers with the sources of views and opinions expressed as a follow-up or extended research on the topic. Bibliography This section will provide a list of all other references used in preparation of the paper but not directly quoted. Appendices The appendices section shall provide the reader with supplementary information to that provided within Chapters 1 to 5. Programme of Future Work Produce research questions for interviews – Start January 2008 Conduct research interviews – End January 2008 Data Analysis of interview results other research methods – February 2008 Conclusions and recommendations – End of March 2008 Final Dissertation hand in – April 2008 LIST OF REFERENCES Dallas, M.F. (2006) Value Risk Management: A Guide to Best Practice Hogg, K. (1999) Value Management: A Failing Opportunity? Nottingham, The Nottingham Trent University. Hunter, K. Kelly, J. (2006) Is One Day Enough? The Argue for Shorter VM/VE Studies. Hunter, K. Kelly, J. (2006) Value Management Workshops and Partnering Conundrums. Kelly, J. Male, S. (1988) A Study of Value Management and Quantity Surveying Practice Kelly, J. (1996) Value Risk Appraisal Lecture Notes Kelly, J.R. Male, S.P. Graham, D. (2004) Value Management of Construction Projects. Male, S. Kelly, J. et al (1998) The Value Management Benchmark: Research Results of an International Benchmarking Study RDT Pacific [online] http://www.rdtpacific.co.nz/services/servicesportfolio/valuemanagement.shtml Accessed on 5 October 2007 Seeley, I. (1997) Quantity Surveying Practice. Second Edition. The Institute of Value Management [online] http://www.ivm.org.uk/vm_whatis.htm Accessed on 18 July 2007. BIBLIOGRAPHY Adam, E. (1993) Value Management: Cost Reduction Strategies for the 1990s Dallas, M.F. (2006) Value Risk Management: A Guide to Best Practice Hogg, K. The Nottingham Trent University (1999) Value Management: A Failing Opportunity? Kelly, J. Male, S. (1988) A Study of Value Management and Quantity Surveying Practice Male, S. Kelly, J. Fernie, S. Gronqvist, M. Bowles, G. (1998) The Value Management Benchmark: A Good Practice Framework for Clients and Practitioners Male, S. Kelly, J. Fernie, S. Gronqvist, M. Bowles, G. (1998) The Value Management Benchmark: Research Results of an International Benchmarking Study Seeley, I.H. (1997) Quantity Surveying Practice The Institute of Value Management [online] http://www.ivm.org.uk/vm_whatis.htm Accessed on 18 July 2007.

Sony Corporation Executive Summary :: Sony Business Marketing Essays

Sony Corporation Executive Summary Sony's current financial difficulties are tied into its corporate culture which were stated over 30 years ago. With such a large multinational corporation, greater planning and more use of strategies should be pursued. Sony could start with the implementation of a new mission statement, with profit and benefits of the company tied more closely to everyday operations. Internally, the four forces, the management, the designers, the production and the marketing should achieve better communication and cooperation. Alliance and cooperation between competitors should also be actively sort after in order to create standards in new fields. Sony should aim at being the leader instead of being the maverick. As for cost cutting, Sony should seriously consider setting up operations in other Asian countries in order to take advantage of the cheap labour and the budding markets. Finally, diversification, instead of pursuing the fast changing and easily imitated consumer goods market, Sony should use its technological know-how for high-end business and office equipment. With SWOT analysis and Porter's competitive forces model, we can view that the market is much more competitive with less profit margins and lead-time for product innovation. The conclusion is that change is needed in Sony. However,even with strategirial and structure change, the Sony spirit of innovation should remain intact because that is what made Sony grow and would make it stay strong. Introduction The first thing that comes to peoples minds of the company and products of Sony is its high-technology-filled-with-gadgets electronic goods and innovation. It was also this innovation that make Sony the greatest company that started in post-war Japan. Sony has used its innovation in building markets out of thin air, created a multibillion, multinational electronic empire with products such as the transistor radio, the Trinitron, the Walk-in and the VTR. that changed everyday household lives forever. However, this consumer targeted quest for excellence and constant innovation instead of targeting mainly at profit also has a lot to do with current crisis Sony is facing - sales and profits are down or are slowing down, capital investment cost and R&D are climbing, competitors are moving in with copycats, the battle between VHS and Beta and the search for a smash hit product such as the Trinitron or the Walk-in. This volatility and emphasis (or gambling) on new products instead of concentrating on profit and loss statements have always been a part of Sony since its beginning days. For each successful product (i.e. transistor radio and Trinitron), R&D cost often ran so high that the they pushed the firm to the verge of bankruptcy. This can also be seen through the eyes of the investor in which although sales have increased tremendously