Period Of Absolutism Essay

Was absolutism a period of prosperity or tyranny in Europe during the 16th and 17th centuries? Anyone could answer based on opinion. Many successful events happened that had helped all the kings become better rulers with strong armies and a strong nation. There were many deaths that made people call this period of time a time of tyranny instead of prosperity. Many kings were considered obsessed with themselves or ego centered, but they improved their nations by adding roads. Although, in my opinion this period of time was a time of tyranny simply because of how the kings ruled the deaths caused by them and the way the government ran. During the 16 ­17th century all the kings that had ruled, ruled in their own type of style. Although if one were to look back to Machiavelli’s book, The Prince, they would notice how most of the rulers had ruled by following the guidelines from his book. Though, some of these rules and guidelines made the kings seem selfish. Machiavelli had said in his book how a ruler should be feared but not hated because if the kings seemed to friendly, then he wouldn’t be taken seriously. â€Å"Kings James I of england for example felt that kings should be treated like gods†(Doc 2). He felt that the government should’ve been ruled with more divine power. He felt like the only way he could be respected was to be treated like a God.

Classic Airlines and Marketing Essay

Marketing September 17, 2012 Classic Airlines and Marketing Classic Airlines, the fifth largest airline carrier, currently serves 240 cities with more than 2,300 daily flights. However, Classic Airlines has experienced over the past three years a decline in their frequent flier program Classic Rewards along with customer confidence declining as well and stock prices has decreased by 10% according to University of Phoenix, 2012. Marketing is assigned the task of revamping the customer loyalty program and increasing membership while operating under a 15% reduction in expenses across the company. The challenges that the marketing management is faced with include a downward turn of morale among the employees; retaining and recruiting of new members for Classic Rewards, and the lack of support from upper management. Marketing management is the process of â€Å"creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders† (Kotler & Keller, 2006, p. 6). Identifying Marketing Challenges The marketing management team has identified that the majority (60%) of its Reward membership are at the basic tier, 25% are on the Silver Rewards level, and only 15% are Gold Rewards members. Of these members 80% are business travelers with the remaining 20% leisure travelers. With this information, marketing instituted surveys to determine what the needs of the members are. The replies from the business traveler ranged from the dislike for connections and delays, the desire for quality service, and the idea that the frequent flier points are the result of the airline’s investment in the customer. Whereas, the leisure traveler is more interested in lower air fare and is more willing to have more connections if it will save the traveler money. Strength, weakness, opportunities, and threats (SWOT) analysis of Classic Airlines top three competitors—British Airlines, Northwest Airlines, and United Airlines—were completed by John Hartman, Senior Vice President of Human Resources. Based on the SWOT analysis, all three competitors have a strong and successful loyalty program. A common weakness between the three companies is the union at each airline. An opportunity recognized by the three companies is the customers’ needs are constantly changing and the airline industry is rebounding. Fuel and equipment along with competition are considered weaknesses by the three organizations. Gathering input from the Classic Rewards members was the responsibility of Renee Epson, Senior Vice President of Customer Service. Interviews of 500 Gold and Platinum Classic Rewards members revealed that advertising campaigns are failing in conveying an accurate and meaningful picture of the airline. In regard to the Classic reward program only 30% were either satisfied or very satisfied with the program and upgrades available. When asked if the members flew on other airlines, all categories excluding those who fly seven to 12 times a year responded that they flew other airlines more often than Classic Airlines. Only 8% have been Classic Rewards members for more than five years with the majority been members for one to three years. Strategic Planning The marketing management team has been performing strategic planning to implement a value chain. A value chain states Kotler and Keller, (2006), â€Å"identifies nine strategically relevant activities that create value and cost in a specific business† (p. 38). The team has identified opportunities, weaknesses, strengths, and threats for Classic Airlines’ competitors and through surveys and interviews for Classic Airlines. The identification of the concerns of the Rewards program members enables the marketing team to address these concerns and implement recommendations for improving the Classic Rewards program. This is part of the new offering realization program that enables Classic Airlines to develop and implement new high-quality products while remaining within the budget. Another part of the value chain is the identification of new markets to attract new customers. Classic Airlines needs to rebuild its customer relationship management process this in turn will improve relationships and understanding with both internal and external customers. Conclusion Classic Airlines marketing management is working on improving the organization’s rewards program while remaining within the budget that has a 15% decrease with the result of increasing the profits. A major challenge for the marketing management team is the lack of support from upper management. However, the team has begun the strategic planning of implementing a value chain method. The use of a SWOT analysis, surveys, and interviews of current customers has provided the team with an insight of the issues that must be addressed. Marketing is a process of delivering value to its customers while managing customers’ relationships and producing revenue and profit for the company and its stakeholders. References Kotler, P. , & Keller, K. (2006). Marketing Management (12th ed. ). Upper Saddle River, NJ: Pearson-Prentice Hall. University of Phoenix. (2012). Scenario: Classic Airlines. Retrieved from University of Phoenix, MKT571-Marketing website

OB3-LEADERSHIP Essay Example | Topics and Well Written Essays - 5000 words

OB3-LEADERSHIP - Essay Example Of course, you are welcome to write interpretations for more than five assessments if you wish. Out the 36 self-assessment exercises that I took, I find these five dimensions to be a close representative of my â€Å"self,† my leadership style and preference. These are emotional intelligence of which I scored 14, Measuring Locus Control of which I scored 37 (reversed scoring), Transformational Leadership of which I scored five on both dimensions (develop followers into leaders and inspire followers to go beyond their own self-interest), Communication openness of which I scored 9 and change leader of which I scored 9 Five Self -assessment Exercises a) Emotional Intelligence – I scored 14 on this Simply put, emotional intelligence is an ability to identify, assess, and control the emotions of oneself, of others, and of groups. Translating to an organization or a workplace, this will enable me to better relate to others. Initially, I thought that the ability to get along we ll with others is trivial and unimportant. Until I took the subject which made me realize that this a very potent leadership and management aptitude that should be harnessed and even a prerequisite to being a transformational leader. b) Measuring Locus Control – I scored 37 on this (reversed scoring) I scored well on this assessment which measures self-control. I appreciate the result for it validated my belief that I have the capacity to guard myself against intemperance which could undermine my integrity as a leader. I believe that this assessment is also connected to emotional intelligence, the ability to assess and control myself. c) Transformational Leadership – scored 5 on both dimensions which are to develop followers into leaders and inspire followers to go beyond their own self-interest. Perhaps I was biased when I took the assessment for this is the type of leadership that I would like to be. But I took the assessment honestly without looking at the answer ke y and I was glad to know that I scored five on both dimensions; which are to develop followers into leaders and inspire leaders to beyond their self-interest. I will endeavor that when my skill set as a leader will be fully developed, that I will evolve into this kind of leader in the future. d) Communication openness – I scored 9 on this. I scored a near perfect on this. Perhaps this is just a reinforcement of one of my obvious aptitude for emotional intelligence or ability to know myself and others and the ability to relate to others. Because to be able to get well with others, I have to be open to good communication first. I expected to score high on this. e) Change Leader – I scored 9 on this This too I expected to fare well because I tend to get well with others. As I can easily get through others, implementing change for me is almost effortless that my personality can easily get consensus even if I have to initially contradict the status quo. After taking the ass essment and reflected on the common ground on the dimensions that I scored well, I figured that it is my ability to know myself and others. I scored well on locus control, transformational leader, change leader and communication openness which has a requisite of intra and interpersonal skill and ability to get well with

The Paradox of American Government Essay Example | Topics and Well Written Essays - 500 words

The Paradox of American Government - Essay Example he fragmentation of power within the federal framework has meant that certain influential groups have come forward to manipulate this in their own favor. Consequently, the government seems lethargic and often unresponsive in dealing with majority demands as it bows to other pressures. The move to occupy Wall Street clearly signifies how this political attitude is now affecting citizen and voter participation in the overall political process. After the financial failure of large financial institutions, the federal government underwent bailout and rescue packages to protect these institutions. Now that these businesses are recovering, the people at the helm of affairs in these institutions are using unethical practices to reward themselves. This very issue had already caused a failure of the economic system. Calls to ensure greater transparency and accountability at Wall Street went unheeded by the federal government. Consequently disillusioned citizens and voters came together in order to coerce the government into acceding to their demands through a show of strength at Wall Street (Apps, 2011). Disappointment with the political process has two major affects for the average citizen, one that the average citizen fails to be interested in the voting process anymore (Dalton, 2006) and two that the average citizen tries to take power into his/her own hands to defend his interests. The fact that citizens are less and less interested in the political process has been related for a few decades now (Powell, 1986). Overall citizen participation in the voting process has been on the decline progressively as citizens especially from marginalized groups fail to see any point in voting when their demands will not be met with. Already the American democratic process is under threat from large gaps in voter turnout through various factors such as income, length of residence, ethnicity, educational achievement and age (AGTP, 2010). Also there are threats emerging to voter turnout

Question answer Assignment Example | Topics and Well Written Essays - 2000 words

Question answer - Assignment Example Appropriate strategies to deal with the volatility of the risks could help the business survive and sustain in the long run. The effective risk management structure of the company focussing on restructuring of its operations, implementing risk mitigating procedures would help the company to deal with hazards. Executive Summary In our discussion, we have considered the operations and spread of markets of Howden Joinery Group. Howden Joinery Group. is a leading supplier of kitchens and joineries. Annual reports and financial statements have been analysed. The major risks identified for the company are the interest rate risk, counterparty risk and foreign currency risk. The company can hedge the interest rate risk by investing in hedging securities which would offset the devaluation of some securities due to change in interest rates. Counterparty risk which the company may incur due to default of payment obligations of the counterparties may be hedged by selecting counterparties above a certain credit rating. Foreign currency risk may be hedged by entering transactions at spot rate. Based on past experience, annual reports, Howden Joinery Group Plc must prepare appropriate strategies for risk management in order to align the business with market conditions and to maintain adequate cash flows and liquidity. Annual report for three years from 2009 to 2011 The Annual Reports are given below for the company under consideration, i.e. Howden Joinery Gr. Plc. The data given below represents the consolidated Income Statement, Cash Flow Statement and Balance sheet for the above-mentioned years followed by a comparative study of the performance of the company from 2009 to 2011. For the year 2009, the consolidated cash flow statement of the company is given. For the year 2009, the consolidated Income statement of Howden Joinery Group Plc. is given (Howden Joinery Group Plc, 2013, p.1). For the year 2009, the consolidated Balance sheet of Howden Joinery Gr. Plc. is given. For the year 2010, the consolidated Income statement of Howden Joinery Gr. Plc. is given. For the year 2010, the consolidated Cash Flow statement of Howden Joinery Gr. Plc. is given below. For the year 2010, the consolidated Balance sheet of Howden Joinery Gr. Plc. is given below. For the year 2011, the consolidated Income statement of Howden Joinery Gr. Plc. is given. For the year 2011, the consolidated Cash Flow statement of Howden Joinery Gr. Plc. is given. For the year 2011, the consolidated Balance sheet of Howden Joinery Gr. Plc. is given. A comparative study of the performance of the company from 2009 – 2011 is given below. Based on the financial statements of the Annual Reports of Howden Joinery Gr. Plc. the following aspects have been described. Different sources of risk and nature of those risks Some of the different sources of risk for Howden Joinery Gr. Plc. are - a) Interest rate risk b) Counterparty risk, and c) Foreign currency

England Essay Example | Topics and Well Written Essays - 250 words

England - Essay Example This has resulted in the death of many people and some have become physically impaired and cannot be able to fend for their families. Minors are also employed under these severe working conditions (Mokyr 101). We would like the government to pass laws that will set the minimum wage and minimum working hours to prevent employers from exploiting us. We would also like the government to put in place laws that will ensure our safety is guaranteed while working. For example: factory owners should be required to purchase protective gear for their employees and compensate those who lose their lives or become physically impaired in the line of duty. Finally, we would like the government to improve on sanitation facilities within the city, build more schools for our children, hospitals and improve on security. This is because the population has grown tremendously and some of these facilities already in place cannot cater for the needs to the city residents. This will go a long way in improving our

Contract law exam Essay Example | Topics and Well Written Essays - 750 words

Contract law exam - Essay Example Mistake is another vitiating factor and it has be operative in order to render a contract void or voidable At common law it will render the contract void ab initio and nullify any property passed or obligations created.Mistake at equity may make the contract voidable for mistake which means that the contract has an option of being avoided and will be The law relating to mistake is not statutory and can be inferred from a number of case law.It has often been stated that the categorization of the types of mistake etc is confusing and should be reformed.The effect of mistake is that if the contract is void at law then the there is no remedy of specific performance available either.(Nutt v Read (1999) The Times, December 3.) Consideration is an integral part of a contract essentially what really makes an agreement a fully enforceable contract.It has been defined in many case law authorities such as the statement of Lush J. in Currie v Misa (1875) LR 10 Exch 153: " some right, interest, profit or benefit accruing to one party, or some forebearance, detriment, loss or responsibility given, suffered or undertaken by the other."Another has been given by Frederick Pollock, approved by Lord Dunedin in Dunlop v Selfridge Ltd [1915] AC 847, is as follows:"An act or forebearance of one party, or the promise thereof, is the price for which the promise of the other is bought, and the promise thus given for value is enforceable." Consideration is called "executory" where there is an exchange of promises to perform acts in the future and if one party makes a promise in exchange for an act by the other party, when that act is completed, it is executed consideration.The court will however not inquire into the quantity or value of consideration here (Chappell & Co Ltd v Nestle Co Ltd [1959] 2 All ER 701.).Secondly the law as it stands requires that the consideration must move from the promisee or that it was provided for him.Finally it does not have to move to the promisor.(Price v Easton (1833) 4 B & Ad 433). . Books consulted Gibson, A & Fraser, D 2007, Business Law, 3rd edition, Pearson Education, Australia D.G.Cracknell(2001)Obligations; Contract Law ,Old Bailey

Counting rationally to 15 Essay Example | Topics and Well Written Essays - 500 words

Counting rationally to 15 - Essay Example Blocks of wood can be labeled 1 - 15. Cups can then be placed on top of these blocks. The rule of the game would be, one cup on top of each block. To evaluate mastery on one to one correspondence, the teacher can post fifteen pictures on the board and indulge the students in yet another game. The teacher will then count the pictures on the board and the student that catches the teacher doing an erroneous counting gets an extra point. One such error by the teacher would be counting the same picture twice. Geary (1999) tells us that although children with MD understand one to one correspondence, they sometimes make mistakes on tasks that assess this concept. Children with mathematical disabilities(MD) almost always detect double counting when it is the last manipulative that is counted twice. When the first manipulative is double counted, the child has to wait until the counting is finished before he can decide whether the counting was erroneous or not. This suggests that children with MD have difficulty keeping information while counting. To solve this problem, have them use their fingers to count (Brown, Ferguson and Witzel, 2 007). This helps them associate counting with their fingers (one finger for '1', two fingers for '2' and they may use sticks as substitutes for numbers '11' through '15'). They can then keep track of the manipulatives as they count them. Stable order. The order of the word tags must be invariant across counted sets.

Ventilator associated pneumonia Essay Example | Topics and Well Written Essays - 750 words

Ventilator associated pneumonia - Essay Example This element decreases VAP by decreasing the risk of aspiration of gastrointestinal secretions and also oro-naso-pharyngeal secretions and also by improving ventilation of the patient through higher spontaneous tidal volumes when compared to supine position (Safer Healthcare Now, 2011). Hospitals in Canada can implement this component by implementation of a strategy that ensures head end elevation like documentation of the intervention in nursing flow charts at regular intervals, as a topic of discussion during multidisciplinary daily rounds and as documentation on goals sheet. A protractor must be brought into the ICU to demonstrate the nursing staff as to how 45 degrees elevation looks like. A piece of colored tape must be pasted on the wall behind the bed of the patient to ensure compliance during ventilator checks. Another implementation strategy would be to include a specification for monitoring of head of the bed by mechanical devices. An environment must be created where all h ealth professionals like orderlies and radiology technicians are encouraged to notify the nursing as to whether the head of the bed is elevated. ... The staff must be encouraged and motivated for compliance (Safer Healthcare Now, 2011). 2. Daily performance of readiness to extubate by interruption of sedation and spontaneous breathing trial This is done to decrease the duration of mechanical ventilation and also early extubation which decreases VAP. This also decreases exposure to ventilator-circuit endotracheal tube device (Safer Healthcare Now, 2011). This element can be implemented by introducing a process which temporarily interrupts sedation every day at an appropriate time, like before rounds, to reappraise the neurocognitive ability of the patient, to assume a breathing pattern that is viable and to ascertain needs for analgesia and sedation. Sedation scale must be used to prevent under-sedation. These must be standardized for all mechanically ventilated patients and both these strategies must be linked into the protocol of weaning process. Non-invasive ventilation can be used as a strategy to liberate patients from mechan ical ventilation. Compliance must be discussed every day during rounds and compliance must be used to motivate and encourage the staff (Safer Healthcare Now, 2011). 3. Use of oral tubes rather than nasal tubes for tracheal or stomach access. This reduces the risk of nosocomial sinusitis and thus decreases the risk of VAP (Safer Healthcare Now, 2011). This element can be incorporated in the hospitals by making orotracheal intubation the standard protocol for mechanical ventilation. In all patients receiving mechanical ventilation for more than 24 hours, orogastric tube must be placed for gastric decompression and feeding rather than nasogastric tube and this must also be included in the protocols in not only ICUs, but

The Union of Soviet Socialist Republics Essay Example for Free

The Union of Soviet Socialist Republics Essay The Union of Soviet Socialist Republics (abbreviated USSR), otherwise called the Soviet Union, was a constitutionally-based socialist state that existed in Eurasia from 1922 to 1991. It emerged from the Russian Empire after 1917 Russian Revolution and the Russian Civil War that occurred from 1918–1921; the USSR emerged as a union of several Soviet republics. The geographical boundaries of the USSR varied with time; however, the last territorial conglomerations of the Baltic states, eastern Poland, Bessarabia, and other territories within the region during World War II, from 1945 until dissolution the boundaries approximately included those of late Imperial Russia, with the notable exclusions of Poland, most of Finland, and Alaska. During the Cold War, the Soviet Union and the United States of America were the two contending world superpowers that dominated the global agenda of various economic policy, cultural exchange, foreign affairs, military operations, advancements in science and technology, space technology and sports. Soviet propaganda was not known for its intricacy. Citizens of the USSR saw the agenda as stern and authoritarian in conformity to the foundational policies it stood for. Even the buildings were designed to nuisance and imposing. It was difficult to reminisce of happy childhood memories. Despite the tough policies of the Party, a new wave of nostalgia for Communist times surfaced in Russia. Apparently, time has glossed over memories of Soviet hardships, giving way to warm and fuzzy feelings for times of old. This is confirmed by the study by the Yuri Levada Analytical Center, Russias most widely-respected polling agency; 67 percent of Russians say they regret the fall of the USSR. The ultimate experience in over-the-top state promotion: the Soviet theme park is known by its Russian initials, VDNKh, it is a case study in architecture as propaganda on the outskirts of Moscow. VDNKh is a monstrous 578-acre park in northwest Moscow, (accessible via the Kaluzhsko-Rizhskaya metro line). It houses more than 80 pavilions and monuments originally designed to showcase the achievements of the USSR. Each one is devoted to a specific aspect of the Soviet Union: agriculture, economics, science, industry and hunting, to name a few. And of course, theres the cosmonaut pavilion. The place is a theme park of ideology, a carnival of communism. VDNKh was designed solely to boost the glory of the State. Welcome to Soviet Disneyland. The years following the Empires collapse saw a knee-jerk purge of all things Soviet from public spaces: streets were renamed, commemorative plaques were defaced, and hundreds of statues were torn down. Indeed, VNDKh is one of the few bastions of the Soviet State left those generations too young to remember the Empire can visit. For them, VDNKh must function as a kind of surreal testament to the entirely different world they would have lived in, had they only been born some years earlier. For tourists, its an intriguing chance to encounter the onetime showpiece of the Soviet Union. For older Russians, its either a source of nostalgia or simply an eyesore. A walk through VDNKh provokes a deep sense of irony. The city of Moscow, lacking the funds to either tear down or reconfigure the site, has rented out the space inside the buildings to dealers of cheap electronics, furniture, toys, clothing and even handguns. The site now functions as a gigantic marketplace for goods of every description. None of the exterior facades or monuments has been removed. Buildings topped with nine-foot-tall bronze hammers and sickles are now makeshift bazaars where shady dealers peddle cheap Chinese electronics. Here, at the former epicenter of all things Communist, capitalism mushrooms. But thats old news. New thinking is taking root. According to a number of writers, Russians have been slowly redressing their attitudes towards their country, its economy and the plight of the ordinary Russian. The frenzied fetish for all things Western that swept the nation during the decade following the fall of the USSR seems to have dropped off, replaced by a new reverence for the old system. For many, nostalgia for the Soviet era goes deeper than memorabilia and public monuments. A growing number of Russians pine for a return to red ideology. According to French journalist Jean-Marie Chauvier, Russians are jaded by the fact that most are worse off now then they were under communism, as the country is now run by a core of private oligarchs. Neo-Communist political parties have repeatedly tried to pounce on this. Glossing over the gulags, censorship and bread lines of the old system, they call for a return to the guaranteed security of Communist days. More and more people are listening. A trip to VDNKh illuminates this new wave of thinking. Its been 70 years since the place was built, and more than a decade since it was used as intended. As a free-wheeling market, kitsch and nostalgia replace reverence and fear as the dominant feelings in the place. Now that its little more than a bazaar where anything goes, its easy to forget old atrocities and wish to return to a rosier past. The same goes; it seems, for Russia herself. Aleksandr Isayevich Solzhenitsyn (born on December 11, 1918) is a Russian novelist, dramatist and historian. Through his writings, he made the world aware of the Gulag, the Soviet labor camp system, and, for these efforts, Solzhenitsyn was awarded both the Nobel Prize in Literature in 1970 and exiled from the Soviet Union in 1974. He returned to Russia in 1994. In 1994, he was elected as a member of Serbian Academy of Sciences and Arts in the Department of Language and Literature. He is the father of Ignat Solzhenitsyn, a well-known conductor and pianist. In his work Solzhenitsyn continues the realistic tradition of Dostoevsky and Tolstoy and complements it with his views concerning the flaws of both East and West. Throughout the 1960s and 70s he produced a number of major novels based upon his own experiences of Soviet prisons and hospital life under the communist dictator Joseph Stalin. Later in his life Solzhenitsyn saw that his primary mission was to rewrite the Russian history of the revolutionary period in the multivolume work The Red Wheel (1983-1991). At the age of 42, Solzhenitsy had written a great deal secretly, but published nothing. After Nikita Khrushchev had publicly condemned the cult of personality an attack on Stalins heritage the political censorship loosened its tight grip. Solzhenitsyns first book, One Day in the Life of Ivan Denisovich, appeared the following year in the leading Soviet literary journal Novyi Mir. It marks the beginning of Soviet prison-camp literature. Solzhenitsyn uses third-person direct speech to examine Soviet life through the eyes of a simple Everyman. Written in a direct style, it describes the horrors of just one day in a labor camp. The book found success both in the USSR and the West, and was compared with Fedor Dostoyevskys novel House of the Dead. When they announced on the radio that some new machine had been invented, I heard Matryona grumbling out in the kitchen, New ones all the time, nothing but new ones. People dont want to work with the old ones any more, where are we going to store them all? (From Matryonas Home, 1963) Historical views During his years in the west, Solzhenitsyn was very active in the historical debate, discussing the history of Russia, the Soviet Union and communism. He tried to correct what he considered to be western misconceptions. Communism, Russia and nationalism It is a popular view that the October revolution of 1917 resulting in a violent totalitarian regime was closely connected to Russias earlier history of tsarism and culture, especially that of Ivan the Terrible and Peter the Great. Solzhenitsyn claims that this is fundamentally wrong and has famously denounced the work of Richard Pipes as the Polish version of Russian history. Solzhenitsyn argues that Tsarist Russia did not have the same violent tendencies as the Soviet Union. For instance, in Solzhenitsyns view, Imperial Russia did not practice censorship; political prisoners were not forced into labor camps and in Tsarist Russia numbered only one ten-thousandth of those in the Soviet Union; the Tsars secret service was only present in the three largest cities, and not at all in the army. The violence of the Communist regime was in no way comparable to the lesser violence of the tsars. Instead of blaming Russian conditions, he blamed the teachings of Karl Marx and Friedrich Engels, arguing that Marxism itself is violent. His conclusion is that Communism will always be totalitarian and violent, wherever it is practiced. There was nothing special in the Russian conditions that affected the outcome. He also criticized the view that the Soviet Union was Russian in any way. He argued that Communism was international and only cared for nationalism as a tool to use when getting into power, or for fooling the people. Once in power, Communism tried to wipe clean every nation, destroying its culture and oppressing its people. According to Solzhenitsyn, the Russian culture and people were not the ruling national culture in the Soviet Union. In fact, there was no ruling national culture. All national cultures were oppressed in favor of an atheistic Soviet culture. In Solzhenitsyns opinion, Russian culture was even more oppressed than the smaller minority cultures, since the regime was less afraid of ethnic uprisings among these. Therefore, Russian nationalism and the Orthodox Church should not be regarded as a threat by the west, but rather as allies that should be encouraged Minor Works Solzhenitsyn published two anti-Stalinist short stories in the January 1963 issue of Novy Mir: Incident at Krechetovka Station and â€Å"Matryona’s House. The first told of a military commandant of a railroad station in World War II who denounced a seemingly innocent man to the secret police and later regretted it. The second told of the struggle for survival of a poor and unassuming peasant woman. In summer 1963 Solzhenitsyn published another story in Novy Mir, For the Good of the Cause, which tells in ironic terms a tale of Khrushchevan bureaucrats acting in the manner of junior Stalins. REFERENCE: Old USSR Posters about Stalin and Soviet people (from 30th) http://www.pbs.org/redfiles/prop/ http://en.wikipedia.org/wiki/Aleksandr_Solzhenitsyn http://www.flakmag.com/features/vdnkh.html http://www.litweb.net/biography/358/Aleksandr_Solzhenitsyn.html

User Interfaces Ic Compiler Computer Science Essay

User Interfaces Ic Compiler Computer Science Essay IC Compiler is the software package from Synopsys for Physical Design of ASIC. It provides necessary tools to complete the back end design of the very deep submicron designs. The inputs to the IC Compiler are: a gate-level netlist which can be from DC Compiler or third-party tools, a detailed floorplan which can be from previous Design Planning through IC Compiler or other third-party tools, timing constraints and other constraints, physical and timing libraries provided by manufacturer, and foundry-process data. IC Compiler generates a GDSII-format file as output ready for tape out of the chip. In addition, it is possible to export a Design Exchange Format (DEF) file of placed netlist data ready for a third-party router. IC Compiler uses a binary Synopsys Milkyway database, which can be used by other Synopsys tools based on Milkyway. [16] 4.2 User Interfaces IC Compiler can be used either with Shell interface (icc_shell) or with Graphical user interface (GUI). Shell interface is the command-line interface, which is used for batch mode, scripts, typing commands, and push-button type of operations. Graphical user interface (GUI) is an advanced graphical analysis and physical editing tool. Certain tasks, such as very accurately displaying the design and providing visual analysis tools, can only performed from the GUI. Also tool command language (Tcl), which is used in many applications in the EDA industry, is available to IC Compiler. Using Tcl, you can write reusable procedures and scripts. The IC Compiler design flow is an easy-to-use, single-pass flow that provides convergent timing closure. Figure 4.1 shows the basic IC Compiler design flow, which is centered around three core commands that perform placement and optimization (place_opt), clock tree synthesis and optimization (clock_opt), and routing and postroute optimization (route_opt). [16] icc1 Figure 4.1 IC Compiler Design Flow [21] For most designs, if the place_opt, clock_opt, and route_opt steps are followed, IC Compiler will provide optimal results. You can use IC Compiler to efficiently perform chip-level design planning, placement, clock tree synthesis and routing on designs with moderate timing and congestion challenges. To further improve the quality of results for your design you can use additional commands and switches for placement, clock tree synthesis, and routing steps that IC Compiler provides. IC Compiler design flow involves execution of following steps: 1. Set up and prepare the libraries and the design data. 2. Perform design planning and power planning. -Design planning is to perform necessary steps to create a floorplan, determine the size of the design, create the boundary and core area, create site rows for the placement of standard cells, set up the I/O pads. -Power planning, is to perform necessary steps to create a power plan to meet the power budget and the target leakage current. 3. Perform placement and optimization. IC Compiler placement and optimization uses enhanced placement and synthesis technologies to generate a legalized placement for leaf cells and an optimized design, which addresses and resolves timing closure issues for the provided design. You can supplement this functionality by optimizing for power, recovering area for placement, minimizing congestion, and minimizing timing and design rule violations. To perform placement and optimization, use the place_opt core command (or from GUI choose Placement menu and then Core Placement and Optimization sub-menu). 4. Perform clock tree synthesis and optimization. To perform the clock tree synthesis and optimization phase, use the command clock_opt (or choose Clock > Core Clock Tree Synthesis and Optimization in the GUI). IC Compiler clock tree synthesis and embedded optimization solve complicated clock tree synthesis problems, such as blockage avoidance and the correlation between preroute and postroute data. Clock tree optimization improves both clock skew and clock insertion delay by performing buffer sizing, buffer relocation, gate sizing, gate relocation, level adjustment, reconfiguration, delay insertion, dummy load insertion, and balancing of interclock delays. 5. Perform routing and postroute optimization. To perform routing and postroute optimization, use the route_opt core command (or choose Route > Core Routing and Optimization in the GUI). As part of routing and postroute optimization, IC Compiler performs global routing, detail routing, track assignment, topological optimization, and engineering change order (ECO) routing. For most designs, the default routing and postroute optimization setup produces optimal results. If necessary, you can supplement this functionality by optimizing routing patterns and reducing crosstalk or by customizing the routing and postroute optimization functions for special needs. 6. Perform chip finishing and design for manufacturing tasks. IC Compiler provides chip finishing and design for manufacturing and yield capabilities that you can apply throughout the various stages of the design flow to address process design issues encountered during chip manufacturing. 7. Save the design. Save your design in the Milkyway format. This format is the internal database format used by IC Compiler to store all the logical and physical information about a design. [16] 4.3 How to Invoke the IC Compiler 1. Log in to the UNIX environment with the user id and password . 2. Start IC Compiler from the UNIX promt: UNIX$ icc_shell The xterm unix prompt turns into the IC Compiler shell command prompt. 3. Start the GUI. icc_shell> start_gui This window can display schematics and logical browsers, among other things, once a design is loaded. 4.4 Preparing the Design IC Compiler uses a Milkyway design library to store design and its associated library information. This section describes how to set up the libraries, create a Milkyway design library, read your design, and save the design in Milkyway format. These steps are explained in the following sections: à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Libraries à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Power and Ground Nets à ¢Ã¢â€š ¬Ã‚ ¢ Reading the Design à ¢Ã¢â€š ¬Ã‚ ¢ Annotating the Physical Data à ¢Ã¢â€š ¬Ã‚ ¢ Preparing for Timing Analysis and RC Calculation à ¢Ã¢â€š ¬Ã‚ ¢ Saving the Design 4.4.1 Setting Up the Libraries IC Compiler requires both logic libraries and physical libraries. The following sections describe how to set up and validate these libraries. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Logic Libraries: IC Compiler uses logic libraries to provide timing and functionality information for all standard cells. In addition, logic libraries can provide timing information for hard macros, such as RAMs. IC Compiler uses variables to define the logic library settings. In each session, you must define the values for the following variables (either interactively, in the .synopsys_dc.setup file, or by restoring the values saved in the Milkyway design library) so that IC Compiler can access the libraries: à ¢Ã¢â€š ¬Ã‚ ¢ search_path Lists the paths where IC Compiler can locate the logic libraries. à ¢Ã¢â€š ¬Ã‚ ¢ target_library Lists the logic libraries that IC Compiler can use to perform physical optimization. à ¢Ã¢â€š ¬Ã‚ ¢ link_library Lists the logic libraries that IC Compiler can search to resolve references. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Physical Libraries: IC Compiler uses Milkyway reference libraries and technology (.tf) files to provide physical library information. The Milkyway reference libraries contain physical information about the standard cells and macro cells in your technology library. In addition, these reference libraries define the placement unit tile. The technology files provide information such as the names and characteristics (physical and electrical) for each metal layer, which are technology-specific. The physical library information is stored in the Milkyway design library. For each cell, the Milkyway design library contains several views of the cell, which are used for different physical design tasks. If you have not already created a Milkyway library for your design (by using another tool that uses Milkyway), you need to create one by using the IC Compiler tool. If you already have a Milkyway design library, you must open it before working on your design. This section describes how to perform the following tasks: à ¢Ã¢â€š ¬Ã‚ ¢ Create a Milkyway design library To create a Milkyway design library, use the create_mw_lib command (or choose File > Create Library in the GUI). à ¢Ã¢â€š ¬Ã‚ ¢ Open a Milkyway design library To open an existing Milkyway design library, use the open_mw_lib command (or choose File > Open Library in the GUI). à ¢Ã¢â€š ¬Ã‚ ¢ Report on a Milkyway design library To report on the reference libraries attached to the design library, use the -mw_reference_library option. icc_shell>report_mw_lib-mw_reference_library design_library_name To report on the units used in the design library, use the report_units command. icc_shell> report_units à ¢Ã¢â€š ¬Ã‚ ¢ Change the physical library information To change the technology file, use the set_mw_technology_file command (or choose File > Set Technology File in the GUI) to specify the new technology file name and the name of the design library. à ¢Ã¢â€š ¬Ã‚ ¢ Save the physical library information To save the technology or reference control information in a file for later use, use the write_mw_lib_files command (or choose File > Export > Write Library File in the GUI). In a single invocation of the command, you can output only one type of file. To output both a technology file and a reference control file, you must run the command twice. à ¢Ã¢â€š ¬Ã‚ ¢ Verifying Library Consistency: Consistency between the logic library and the physical library is critical to achieving good results. Before you process your design, ensure that your libraries are consistent by running the check_library command. [16] icc_shell> check_library 4.4.2 Setting Up the Power and Ground Nets IC Compiler uses variables to define names for the power and ground nets. In each session, you must define the values for the following variables (either interactively or in the .synopsys_dc.setup file) so that IC Compiler can identify the power and ground nets: à ¢Ã¢â€š ¬Ã‚ ¢ mw_logic0_net By default, IC Compiler VSS as the ground net name. If you are using a different name, you must specify the name by setting the mw_logic0_net variable. à ¢Ã¢â€š ¬Ã‚ ¢ mw_logic1_net By default, IC Compiler uses VDD as the power net name. If you are using a different name, you must specify the name by setting the mw_logic1_net variable. 4.4.3 Reading the Design IC Compiler can read designs in either Milkyway or ASCII (Verilog, DEF, and SDC files) format. à ¢Ã¢â€š ¬Ã‚ ¢ Reading a Design in Milkyway Format à ¢Ã¢â€š ¬Ã‚ ¢ Reading a Design in ASCII Format 4.4.4 Annotating the Physical Data IC Compiler provides several methods of annotating physical data on the design: à ¢Ã¢â€š ¬Ã‚ ¢ Reading the physical data from a DEF file To read a DEF file, use the read_def command (or choose File > Import > Read DEF in the GUI). icc_shell> read_def -allow_physical design_name.def à ¢Ã¢â€š ¬Ã‚ ¢ Reading the physical data from a floorplan file A floorplan file is a file that you previously created by using the write_floorplan command (or by choosing Floorplan > Write Floorplan in the GUI). icc_shell> read_floorplan floorplan_file_name à ¢Ã¢â€š ¬Ã‚ ¢ Copying the physical data from another design To copy physical data from the layout (CEL) view of one design in the current Milkyway design library to another, use the copy_floorplan command (or choose Floorplan > Copy Floorplan in the GUI). [16] icc_shell> copy_floorplan -from design1 4.4.5 Preparing for Timing Analysis and RC Calculation IC Compiler provides RC calculation technology and timing analysis capabilities for both preroute and postroute data. Before you perform RC calculation and timing analysis, you must complete the following tasks: à ¢Ã¢â€š ¬Ã‚ ¢ Set up the TLUPlus files You specify these files by using the set_tlu_plus_files command (or by choosing File > Set TLU+ in the GUI). icc_shell> set_tlu_plus_files -tech2itf_map ./path/map_file_name.map -max_tluplus ./path/worst_settings.tlup -min_tluplus ./path/best_settings.tlup à ¢Ã¢â€š ¬Ã‚ ¢ (Optional) Back-annotate delay or parasitic data To back-annotate the design with delay information provided in a Standard Delay Format (SDF) file, use the read_sdf command (or choose File > Import > Read SDF in the GUI). To remove annotated data from design, use the remove_annotations command. à ¢Ã¢â€š ¬Ã‚ ¢ Set the timing constraints At a minimum, the timing constraints must contain a clock definition for each clock signal, as well as input and output arrival times for each I/O port. This requirement ensures that all signal paths are constrained for timing. To read a timing constraints file, use the read_sdc command (or choose File > Import > Read SDC in the GUI). icc_shell> read_sdc -version 1.7 design_name.sdc à ¢Ã¢â€š ¬Ã‚ ¢ Specify the analysis mode Conditions such as fabrication process, operating temperature, and power supply voltage can vary semiconductor device parameters. You can specify the operating conditions for analysis with the set_operating_conditions command. à ¢Ã¢â€š ¬Ã‚ ¢ (Optional) Set the derating factors If your timing library does not include minimum and maximum timing data, you can perform simultaneous minimum and maximum timing analysis by specifying derating factors for your timing library. Use the set_timing_derate command to specify the derating factors. à ¢Ã¢â€š ¬Ã‚ ¢ Select the delay calculation algorithm By default, IC Compiler uses Elmore delay calculation for both preroute and postroute delay calculations. For postroute delay calculations, you can choose to use Arnoldi delay calculation either for clock nets only or for all nets. Elmore delay calculation is faster, but its results do not always correlate with the PrimeTime and PrimeTime SI results. The Arnoldi calculation is best used for designs with smaller geometries and high resistive nets, but it requires more runtime and memory. [16] 4.4.6 Saving the Design To save the design in Milkyway format, use the save_mw_cel command (or choose File > Save Design in the GUI). [16] CHAPTER 5: Design Planning 5.1 Introduction Design planning in IC Compiler provides basic floorplanning and prototyping capabilities such as dirty-netlist handling, automatic die size exploration, performing various operations with black box modules and cells, fast placement of macros and standard cells, packing macros into arrays, creating and shaping plan groups, in-place optimization, prototype global routing analysis, hierarchical clock planning, performing pin assignment on soft macros and plan groups, performing timing budgeting, converting the hierarchy, and refining the pin assignment. Power network synthesis and power network analysis functions, applied during the feasibility phase of design planning, provide automatic synthesis of local power structures within voltage areas. Power network analysis validates the power synthesis results by performing voltage-drop and electromigration analysis. [16] Figure 5.1 IC Compiler Design Planning [21] 5.2 Tasks to be performed during Design Planning à ¢Ã¢â€š ¬Ã‚ ¢ Initializing the Floorplan à ¢Ã¢â€š ¬Ã‚ ¢ Automating Die Size Exploration à ¢Ã¢â€š ¬Ã‚ ¢ Handling Black Boxes à ¢Ã¢â€š ¬Ã‚ ¢ Performing an Initial Virtual Flat Placement à ¢Ã¢â€š ¬Ã‚ ¢ Creating and Shaping Plan Groups à ¢Ã¢â€š ¬Ã‚ ¢ Performing Power Planning à ¢Ã¢â€š ¬Ã‚ ¢ Performing Prototype Global Routing à ¢Ã¢â€š ¬Ã‚ ¢ Performing Hierarchical Clock Planning à ¢Ã¢â€š ¬Ã‚ ¢ Performing In-Place Optimization à ¢Ã¢â€š ¬Ã‚ ¢ Performing Routing-Based Pin Assignment à ¢Ã¢â€š ¬Ã‚ ¢ Performing RC Extraction à ¢Ã¢â€š ¬Ã‚ ¢ Performing Timing Analysis à ¢Ã¢â€š ¬Ã‚ ¢ Performing Timing Budgeting à ¢Ã¢â€š ¬Ã‚ ¢ Committing the Physical Hierarchy à ¢Ã¢â€š ¬Ã‚ ¢ Refining the Pin Assignment 5.3 Initializing the Floorplan The steps in initializing the floorplan are described below. à ¢Ã¢â€š ¬Ã‚ ¢ Reading the I/O Constraints: To load the top-level I/O pad and pin constraints, use the read_io_constraints command. à ¢Ã¢â€š ¬Ã‚ ¢ Defining the Core and Placing the I/O Pads: To define the core and place the I/O pads and pins, use the initialize_floorplan command. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Rectilinear-Shaped Blocks: Use the initialize_rectilinear_block command to create a floorplan for rectilinear blocks from a fixed set of L, T, U, or cross-shaped templates. These templates are used to determine the cell boundary and shape of the core. To do this, use initialize_rectilinear_block -shape L|T|U|X. à ¢Ã¢â€š ¬Ã‚ ¢ Writing I/O Constraint Information: To write top-level I/O pad or pin constraints, use the write_io_constraints command. Read the Synopsys Design Constraints (SDC) file (read_sdc command) to ensure that all signal paths are constrained for timing. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Cell Rows: To add cell rows, use the add_row command. à ¢Ã¢â€š ¬Ã‚ ¢ Removing Cell Rows: To remove cell rows, use the cut_row command. à ¢Ã¢â€š ¬Ã‚ ¢ Saving the Floorplan Information: To save the floorplan information, use the write_floorplan command. à ¢Ã¢â€š ¬Ã‚ ¢Writing Floorplan Physical Constraints for Design Compiler Topographical Technology: IC Compiler can now write out the floorplan physical constraints for Design Compiler Topographical Technology (DC-T) in Tcl format. The reason for using floorplan physical constraints in the Design Compiler topographical technology mode is to accurately represent the placement area and to improve timing correlation with the post-place-and-route design. The command syntax is: write_physical_constraints -output output_file_name -port_side [16] Figure 5.2 Floor Plan After Initialization [21] 5.4 Automating Die Size Exploration This section describes how to use MinChip technology in IC Compiler to automate the processes exploring and identifying the valid die areas to determine smallest routable, die size for your design while maintaining the relative placement of hard macros, I/O cells, and a power structure that meets voltage drop requirements. The technology is integrated into the Design Planning tool through the estimate_fp_area command. The input is a physically flat Milkyway CEL view. 5.5 Handling Black Boxes Black boxes can be represented in the physical design as either soft or hard macros. A black box macro has a fixed height and width. A black box soft macro sized by area and utilization can be shaped to best fit the floorplan. To handle the black boxes run the following set of commands. set_fp_base_gate estimate_fp_black_boxes flatten_fp_black_boxes create_fp_placement place_fp_pins create_qtm_model qtm_bb set_qtm_technology -lib library_name create_qtm_port -type clock $port report_qtm_model write_qtm_model -format qtm_bb report_timing qtm_bb 5.6 Performing an Initial Virtual Flat Placement The initial virtual flat placement is very fast and is optimized for wire length, congestion, and timing. The way to perform an initial virtual flat placement is described below. à ¢Ã¢â€š ¬Ã‚ ¢ Evaluating Initial Hard Macro Placement: No straightforward criteria exist for evaluating the initial hard macro placement. Measuring the quality of results (QoR) of the hard macro placement can be very subjective and often depends on practical design experience. à ¢Ã¢â€š ¬Ã‚ ¢ Specifying Hard Macro Placement Constraints: Different methods can be use to control the preplacement of hard macros and improve the QoR of the hard macro placement. Creating a User-Defined Array of Hard Macros Setting Floorplan Placement Constraints On Macro Cells Placing a Macro Cell Relative to an Anchor Object Using a Virtual Flat Placement Strategy Enhancing the Behavior of Virtual Flat Placement With the macros_on_edge Switch Creating Macro Blockages for Hard Macros Padding the Hard Macros à ¢Ã¢â€š ¬Ã‚ ¢ Padding the Hard Macros: To avoid placing standard cells too close to macros, which can cause congestion or DRC violations, one can set a user-defined padding distance or keepout margin around the macros. One can set this padding distance on a selected macros cell instance master.During virtual flat placement no other cells will be placed within the specified distance from the macros edges. [16] To set a padding distance (keepout margin) on a selected macros cell instance master, use the set_keepout_margin command. à ¢Ã¢â€š ¬Ã‚ ¢ Placing Hard Macros and Standard Cells: To place the hard macros and standard cells simultaneously, use the create_fp_placement command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Floorplan Editing: IC Compiler performs the following floorplan editing operations. Creating objects Deleting objects Undoing and redoing edit changes Moving objects Changing the way objects snap to a grid Aligning movable objects 5.7 Creating and Shaping Plan Groups This section describes how to create plan groups for logic modules that need to be physically implemented. Plan groups restrict the placement of cells to a specific region of the core area. This section also describes how to automatically place and shape objects in a design core, add padding around plan group boundaries, and prevent signal leakage and maintain signal integrity by adding modular block shielding to plan groups and soft macros. The following steps are covered for Creating and Shaping Plan Groups. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Plan Groups: To create a plan group, create_plan_groups command. To remove (delete) plan groups from the current design, use the remove_plan_groups command. à ¢Ã¢â€š ¬Ã‚ ¢ Automatically Placing and Shaping Objects In a Design Core: Plan groups are automatically shaped, sized, and placed inside the core area based on the distribution of cells resulting from the initial virtual flat placement. Blocks (plan groups, voltage areas, and soft macros) marked fix remain fixed; the other blocks, whether or not they are inside the core, are subject to being moved or reshaped. To automatically place and shape objects in the design core, shape_fp_blocks command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Padding to Plan Groups: To prevent congestion or DRC violations, one can add padding around plan group boundaries. Plan group padding sets placement blockages on the internal and external edges of the plan group boundary. Internal padding is equivalent to boundary spacing in the core area. External padding is equivalent to macro padding. To add padding to plan groups, create_fp_plan_group_padding command. To remove both external and internal padding for the plan groups, use the remove_fp_plan_group_padding command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Block Shielding to Plan Groups or Soft Macros: When two signals are routed parallel to each other, signal leakage can occur between the signals, leading to an unreliable design. One can protect signal integrity by adding modular block shielding to plan groups and soft macros. The shielding consists of metal rectangles that are created around the outside of the soft macro boundary in the top level of the design, and around the inside boundary of the soft macro. To add block shielding for plan groups or soft macros, use the create_fp_block_shielding command. To remove the signal shielding created by modular block shielding, use the remove_fp_block_shielding command. [16] 5.8 Performing Power Planning After completed the design planning process and have a complete floorplan, one can perform power planning, as explained below. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Logical Power and Ground Connections: To define power and ground connections, use the connect_pg_nets command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Power and Ground Rings: It is necessary to add power and ground rings after doing floorplanning. To add power and ground rings, use the create_rectangular_rings command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Power and Ground Straps: To add power and ground straps, use the create_power_straps command. à ¢Ã¢â€š ¬Ã‚ ¢ Prerouting Standard Cells: To preroute standard cells, use the preroute_standard_cells command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Low-Power Planning for Multithreshold-CMOS Designs: One can perform floorplanning for low-power designs by employing power gating. Power gating has the potential to reduce overall power consumption substantially because it reduces leakage power as well as switching power. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Power Network Synthesis: As the design process moves toward creating 65-nm transistors, issues related to power and signal integrity, such as power grid generation, voltage (IR) drop, and electromigration, have become more significant and complex. In addition, this complex technology lengthens the turnaround time needed to identify and fix power and signal integrity problems. By performing power network synthesis one can preview an early power plan that reduces the chances of encountering electromigration and voltage drop problems later in the detailed power routing. To perform the PNS, one can run the set of following commands. [16] synthesize_fp_rail set_fp_rail_constraints set_fp_rail_constraints -set_ring set_fp_block_ring_constraints set_fp_power_pad_constraints set_fp_rail_region_constraints set_fp_rail_voltage_area_constraints set_fp_rail_strategy à ¢Ã¢â€š ¬Ã‚ ¢ Committing the Power Plan: Once the IR drop map meets the IR drop constraints, one can run the commit_fp_rail command to transform the IR drop map into a power plan. à ¢Ã¢â€š ¬Ã‚ ¢ Handling TLUPlus Models in Power Network Synthesis: Power network synthesis supports TLUPlus models. set_fp_rail_strategy -use_tluplus true à ¢Ã¢â€š ¬Ã‚ ¢ Checking Power Network Synthesis Integrity: Initially, when power network synthesis first proposes a power mesh structure, it assumes that the power pins of the mesh are connected to the hard macros and standard cells in the design. It then displays a voltage drop map that one can view to determine if it meets the voltage (IR) drop constraints. After the power mesh is committed, one might discover problem areas in design as a result of automatic or manual cell placement. These areas are referred to as chimney areas and pin connect areas. To Check the PNS Integrity one can run the following set of commands. set_fp_rail_strategy -pns_commit_check_file set_fp_rail_strategy -pns_check_chimney_file set_fp_rail_strategy -pns_check_chimney_file pns_chimney_report set_fp_rail_strategy -pns_check_hor_chimney_layers set_fp_rail_strategy -pns_check_chimney_min_dist set_fp_rail_strategy -pns_check_pad_connection file_name set_fp_rail_strategy -pns_report_pad_connection_limit set_fp_rail_strategy -pns_report_min_pin_width set_fp_rail_strategy -pns_check_hard_macro_connection file_name set_fp_rail_strategy -pns_check_hard_macro_connection_limit set_fp_rail_strategy -pns_report_min_pin_width à ¢Ã¢â€š ¬Ã‚ ¢ Analyzing the Power Network: One perform power network analysis to predict IR drop at different floorplan stages on both complete and incomplete power nets in the design. To perform power network analysis, use the analyze_fp_rail command. To add virtual pads, use the create_fp_virtual_pad command. To ignore the hard macro blockages, use the set_fp_power_plan_constraints command. à ¢Ã¢â€š ¬Ã‚ ¢ Viewing the Analysis Results: When power and rail analysis are complete, one can check for the voltage drop and electromigration violations in the design by using the voltage drop map and the electromigration map. One can save the results of voltage drop and electromigration current density values to the database by saving the CEL view that has just been analyzed. à ¢Ã¢â€š ¬Ã‚ ¢ Reporting Settings for Power Network Synthesis and Power Network Analysis Strategies: To get a report of the current values of the strategies used by power network synthesis and power network analysis by using the report_fp_rail_strategy command. [16] 5.9 Performing Prototype Global Routing One can perform prototype global routing to get an estimate of the routability and congestion of the design. Global routing is done to detect possible congestion hot spots that might exist in the floorplan due to the placement of the hard macros or inadequate channel spacing. To perform global routing, use the route_fp_proto command. 5.10 Performing Hierarchical Clock Planning This section describes how to reduce timing closure iterations by performing hierarchical clock planning on a top-level design during the early stages of the virtual flat flow, after plan groups are created and before the hierarchy is committed. One can perform clock planning on a specified clock net or on all clock nets in the design. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Clock Planning Options: To set clock planning options, use the set_fp_clock_plan_options command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Clock Planning Operations: To perform clock planning operations, use the compile_fp_clock_plan command. à ¢Ã¢â€š ¬Ã‚ ¢ Generating Clock Tree Reports: To generate clock tree reports, use the report_clock_tree command. à ¢Ã¢â€š ¬Ã‚ ¢ Using Multivoltage Designs in Clock Planning: Clock planning supports multivoltage designs. Designs in multivoltage domains operate at various voltages. Multivoltage domains are connected through level-shifter cells. A level-shifter cell is a special cell that can carry signals across different voltage areas. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Plan Group-Aware Clock Tree Synthesis in Clock Planning: With this feature, clock tree synthesis can generate a clock tree that honors the plan groups while inserting buffers in the tree and prevent new clock buffers from being placed on top of a plan group unless they drive the entire subtree inside that particular plan group. This results in a minimum of clock feedthroughs, which makes the design easier to manage during partitioning and budgeting. [16] 5.11 Performing In-Place Optimization In-place optimization is an iterative process that is based on virtual routing. Three types of optimizations are performed: timing improvement, area recovery, and fixing DRC violations. These optimizations prese

James Joyces Araby - Setting and Atmosphere in Araby :: Joyce Dubliners Araby Essays

Setting and Atmosphere in Araby  Ã‚   Each of the stories in Dubliners consists of a portrait in which Dublin contributes to the dehumanizing experience of modem life. The boy in the story "Araby" is intensely subject to the city's dark, hopeless conformity, and his tragic yearning toward the exotic in the face of drab, ugly reality forms the center of the story. On its simplest level, "Araby" is a story about a boy's first love. On a deeper level, however, it is a story about the world in which he lives a world inimical to ideals and dreams. This deeper level is introduced and developed in several scenes: the opening description of the boy's street, his house, his relationship to his aunt and uncle, the information about the priest and his belongings, the boy's two trips-his walks through Dublin shopping and his subsequent ride to Araby. North Richmond Street is described metaphorically and presents the reader with his first view of the boy's world. The street is "blind"; it is a dead end, yet its inhabitants are smugly complacent; the houses reflect the attitudes of their inhabitants. The houses are "imperturbable" in the "quiet," the "cold," the "dark muddy lanes" and "dark dripping gardens." The first use of situational irony is introduced here, because anyone who is aware, who is not spiritually blinded or asleep, would feel oppressed and endangered by North Richmond Street. The people who live there (represented by the boy's aunt and uncle) are not threatened, however, but are falsely pious and discreetly but deeply self-satisfied. Their prejudice is dramatized by the aunt’s hopes that Araby, the bazaar the boy wants to visit, is not14some Freemason affair," and by old Mrs. Mercer's gossiping over tea while collecting stamps for "some pious purpose." The background or world of blindness extends from a general view of the street and its inhabitants to the boy's personal relation-ships. It is not a generation gap but a gap in the spirit, in empathy and conscious caring, that results in the uncle's failure to arrive home in time for the boy to go to the bazaar while it is still open. The uncle has no doubt been to the local pub, negligent and indifferent to the boy's anguish and impatience. The boy waits well into the evening in the "imperturbable" house with its musty smell and old, useless objects that fill the rooms. James Joyce's Araby - Setting and Atmosphere in Araby :: Joyce Dubliners Araby Essays Setting and Atmosphere in Araby  Ã‚   Each of the stories in Dubliners consists of a portrait in which Dublin contributes to the dehumanizing experience of modem life. The boy in the story "Araby" is intensely subject to the city's dark, hopeless conformity, and his tragic yearning toward the exotic in the face of drab, ugly reality forms the center of the story. On its simplest level, "Araby" is a story about a boy's first love. On a deeper level, however, it is a story about the world in which he lives a world inimical to ideals and dreams. This deeper level is introduced and developed in several scenes: the opening description of the boy's street, his house, his relationship to his aunt and uncle, the information about the priest and his belongings, the boy's two trips-his walks through Dublin shopping and his subsequent ride to Araby. North Richmond Street is described metaphorically and presents the reader with his first view of the boy's world. The street is "blind"; it is a dead end, yet its inhabitants are smugly complacent; the houses reflect the attitudes of their inhabitants. The houses are "imperturbable" in the "quiet," the "cold," the "dark muddy lanes" and "dark dripping gardens." The first use of situational irony is introduced here, because anyone who is aware, who is not spiritually blinded or asleep, would feel oppressed and endangered by North Richmond Street. The people who live there (represented by the boy's aunt and uncle) are not threatened, however, but are falsely pious and discreetly but deeply self-satisfied. Their prejudice is dramatized by the aunt’s hopes that Araby, the bazaar the boy wants to visit, is not14some Freemason affair," and by old Mrs. Mercer's gossiping over tea while collecting stamps for "some pious purpose." The background or world of blindness extends from a general view of the street and its inhabitants to the boy's personal relation-ships. It is not a generation gap but a gap in the spirit, in empathy and conscious caring, that results in the uncle's failure to arrive home in time for the boy to go to the bazaar while it is still open. The uncle has no doubt been to the local pub, negligent and indifferent to the boy's anguish and impatience. The boy waits well into the evening in the "imperturbable" house with its musty smell and old, useless objects that fill the rooms.

My Role Model :: essays research papers

My Role Model In my life I have had very few role models. They have been mostly famous people I see on TV like Michael Jordan, but what young man hasn't wanted to seemingly fly through the sky and slam dunk a basketball? But as you grow older and mature you soon realize that more than just famous people can be role models to you. To me one of my role models is my friend Nick. Nick and I are a lot alike. We both grew up without a father and had a very supportive mothers who love us very much. Nick is three years older than me and we have been friends for about two years. To begin to understand why I look up to Nick you will first have to learn about his past and where he is now. Like I said Nick grew up in a single parent home where the dad was gone. He went to school like everyone else. Every week he went to church on Wednesday and Sunday. His mom struggled to support him by working several jobs, although she was there when he needed her his relationship with her was strained. Through high school Nick played sports and hung out with a variety of people. Some good, some not so good. Eventually he fell victim to the so called "party crowd". He started drinking, doing drugs, and selling drugs. He just didn't care what others thought. All the while he was doing this he continued to go to church and pretend everything was fine. Eventually Nick graduated and moved on to college where things would get worse. His first year of college all he did was party. It got so bad that he was out five nights a week drinking. After his grades started to suffer he realized he had a problem. All this while he was still going to church. Church is eventually where he turned to find help. After kicking his bad habits Nick decided to help others who might have problems like his. Nick decided the best way to help others was to get involved in as an adult leader in the youth ministries program. He has really shown me what is like to grow up and take responsibilities. The reason I most look up to him is because he has turned away from all that pressure the world puts on people to be popular and is doing something with his life.

Important similarities and differences between Judaism and Christianity

Judaism and Christianity are both monotheistic religions with a common root in that they share in descent from the patriarch Abraham. Christianity after all was founded by Jews, and even when it first had Gentile converts for a while they followed Jewish practices, such as keeping the food laws, until Peter’s vision a t the home of Cornelius ( Acts 10) They are linked by the search for the Saviour or Messiah foretold in the scriptures that both share e. g, Isaiah 35 – and known by Christians in the New Testament. Goldberg and Rayner begin their book ‘The Jewish People’ :-The history of the Jewish people begins with Abraham, the history of the Jewish religion begins with Moses. Jews take their name from the fourth son of Jacob by his wife Leah. They would have in times past called themselves Israelites. The name Jew comes from the Romans who referred to Idumea, an area south of Israel. The fundamental difference is that Christians believe that Messiah came i n Jesus of Nazareth some 2000 or so years ago, while Jews, unless they claim to be Messianic Jews, a growing group, are still waiting. Another massive difference is that one is born a Jew.As long as your mother was Jewish you are Jewish, whether or not you are in any way religious, whether or not you keep the laws of Judaism and even whether or not you believe in God. Descent is through women, because then, if a foreigner impregnated a Jewish woman, whether by consent or by rape, the child would still be part of the people of God. This applies even when the women of a family have married non Jews for several generations and worship as members of another faith. It is the religion of a race and it is very difficult for anyone to become a Jew in any other way than to be born to it.Christianity on the other hand is a religion open to anyone, but though one can be born into a Christian family and dedicated or christened soon after birth, as a young person or adult each person must decide for themselves to follow Jesus as Saviour. Christians believe in one God, but refer to God as Trinity, three in one, Father, Son and Holy Spirit. Jews prefer to think of God as one. Yet in the Old Testament there are references to God as Father ( Psalm 68 v 5 ‘A Father of the fatherless†¦. is God) and as Spirit, ( Numbers 11 v 17) and also to his sending of a Saviour.( Isaiah 42)Like Christianity Judaism has over the years divided into various groupings, orthodox, liberal and so on, but just as all Christians of whatever denomination relate back to Jesus Christ, so all Jews relate back to the patriarchs. By the time of Christ though Judaism had become a very different religion as far as its every day practice – so much so the writer Ninian Smart in ‘The World’s Religions’ differentiates them into the religion of the Israelites and Judaism. ( pages 202-203). This was a gradual evolution rather than a sudden change.When the Israelites were only a few in number they worshipped together. When they made their Exodus and spent 40 years in the wilderness they worshipped together in the tabernacle Change began at the time of the Exile, when the majority of Jews were separated from temple worship, and synagogues developed. After C. E. 70 when the Romans destroyed the Jerusalem temple and Jews fled from Israel to become part of the Diaspora, non sacrificial synagogue worship became the only type available. The period of temple worship is still looked back to as when at Passover each family makes the pledge ‘Next Year in Jerusalem’.These forced changes also meant that home worship as a family became more important. Judaism is essentially the religion of the group. Judaism has its scholars and mystics, but never took up the solitary or single sex contemplative life, such as that of Julian of Norwich or groups such as the Franciscans, that began in Christianity in the second century with the desert fathers and continues t o some extent to the present day. The position of women in both religions has been problematic and is divided upon denominational lines.In the Chambers Dictionary of Religions and Beliefs, page 271, Rosemary Goring tells us about this in some detail. She explains how Reformed Judaism has tried to redress its traditional exclusion of women from worship as in the introduction of a coming of age ceremony for girls as well as for boys. The first woman became a rabbi in the Reformed tradition in the1970s. Even Conservative Judaism took the same step in 1985, but in Orthodox synagogues women are still separated from men in worship and they are only obliged to keep the negative laws i. e.thou shalt not commit adultery, and not the positive ones at certain times. The claim is that this is a matter of difference rather than a matter of inferiority.The same claim would be made by certain Christians. There have always been women in leadership roles within the church, but, despite verses such a s Galatians 3:28, â€Å"There is no difference between Jews and Gentiles, between slaves and free men; between men and women, for you are all one in union with Christ Jesus. † actual ordination has been a long time coming and in certain denominations has either not arrived or again been minimal in its effect.Judaism is a quite legalistic religion. There are rules that cover every area of life, and Orthodox Jews in particular are meticulous in keeping such rules. Christianity on the other hand, although it too has rules, these are more concerned with morals than with such minutiae as the kind of knot that can be used on the Sabbath. Galatians 2 v 16 perhaps sums up the different attitudes to legalism. ‘’We know that a person is put right with God only through faith in Jesus Christ, never by doing what the law requires.†These are of course the words of St Paul, who in his earlier life had been most legalistic -a Hebrew of the Hebrews’ as he describes h imself in Philippians, ‘’As far as keeping the Jewish law is concerned I was a Pharisee’ ( Philippians 3 v 5). Jews consider themselves the chosen people of God. Christians consider themselves to have become, because of their faith in the Savior Christ Jesus , also children of God ‘At one time you were not God’s people’ Peter tells new converts, ‘but now you are his people; at one time you did not know God’s mercy, but now you have received his mercy.’ ( 1 Peter 2 v 10)With regard to the after life there are a range of beliefs. Christians believe that Christ has covered their sins and they will ultimately live for ever with God in heaven. Large parts of the New Testament are concerned with teaching on the subject as in I Thessalonians 4. The after life is rarely mentioned in Jewish scriptures. It concentrates more on one’s actions than one’s beliefs. Both Torah and Talmud concentrate on doing one’s duty to God in this life. The web site ‘Jewish beliefs on the afterlife ‘ says :-Succeeding at this brings reward, failing at it brings punishment. Whether rewards and punishments continue after death, or whether anything at all happens after death, is not as important. Despite this there is some teaching on the subject.. Moed Katan is cited on the same page . â€Å"This world is only like a hotel. The world to come is like a home. † In the early history of the people death is likened to a reunion with family. (Genesis 49 v 29) Jacob tells his sons ‘I am going to join my family in death.’It was important to him that he be buried close to those who had preceded him as is obvious in the careful instructions that follow. This contrasts with the fate of the wicked who are described as being cut off from their people. (see Exodus 31 v 14). There is still a belief among the most Orthodox of Jews in a sort of half life after death in a place called She’ol , a world described in Isaiah 14 v 9 and 10. This was expressed to me by a lady who said ‘As long as someone is alive who remembers me I shall be alive’. Both religions have naturally adjusted to changing situations over time.For instance on page 111 of ‘The Jewish People’ Goldberg and Rayner describe how Jewish law was adjusted to conditions in such places as Cairo and Istanbul. It began as the religion of a nomadic people, but became the religion of a minority group living among people who practiced other faiths. This, and the persecution they suffered, led to such things as the Jewish ghettos of mediaeval times, in part forced on them by the majority population, and in part by the natural inclination of people to live near those like themselves.Christianity became the state religion of the Roman Empire in the fourth century under the emperor Constantine. In the intervening years since its inception the church grew rapidly in fulfillment of the parable of the mustard seed recorded in Matthew ( 13 v 31 and 32). William Frend describes in ‘The Christian World’ how its organization had developed into something that rivaled the state itself with its various officials in each area, so much so that Diocletian and his court in 302 tried to face up to the significant decision as to whether Christ or the traditional gods of Rome should be considered as the guardians of that city.A Roman mosaic from 5th century Rome, shown in the Christian World , (page 39) would depict Christ emperor. Becoming a state religion had both advantages, the protection of Christians and their practices, and problems such as state interference in matters that might be considered as purely church matters. For example Henry 1st of England intervened so much in church life that he wanted to be the one to give authority to the archbishop Anselm, rather than this coming from Rome. Christianity is a missionary faith.Christians have traveled to all parts of th e world taking the good news with them and seeking to bring other people to join them in faith in Christ. Judaism sees no need for this. Judaism follows the commandment found in Exodus 20 v 4 about the forbidding of making images. This is taken to mean images of God. A modern synagogue will perhaps have stained glass windows depicting important t stories from the scriptures – the giving of the law to Moses for instance or the crossing of the Dead Sea, but because they also accept the words of Genesis 1 v 26 in which God says that he created men in his image, there are no depictions of people.This injunction does not seem to apply to photographs. Christians, believing that they are not bound by Old Testament laws frequently celebrate their faith in pictures, including images of Christ and symbolic pictures of God as Father and Spirit. Conclusion These two faiths have both parallels and common roots as well as shared scriptures and monotheism. There are also major differences i n belief and emphasis and the way that religion affects daily life. In both there are sincere believers as well as those of less than total commitment.

Police and Law Enforcement Response

Checkpoint: Police and Law Enforcement Response A police officers role in society is to effectively enforce laws, arrest offenders when a crime has been committed, prevent crime to their best ability, preserve the peace whenever possible, and provide services to community citizens in their time of need. Over the past 25-30 years, police departments have proactively been enforcing the Community Policing Theory, developed by Professor Herman Goldstein, on their staff and officers. Community policing promotes relationships between officers and society. In order to prevent crime, officers and communities need to work together to address the problems that encourage or cause criminal activity. In order for this theory to work properly, police officers and the community must understand and respect each other as well as the principles of community policing. The basic principles are: colleagues, partnerships, implementation, and long term. Colleagues refer to effective communication between the community and police; therefore making relationships stronger between them both. Partnerships consist of relationships between the police and different organizations such as: schools, neighborhood groups, families, merchants, etc†¦ Implement is a primary principle that relates to the specific needs of a community and examining different programs that might be effective. The Long term principle refers to police and members of community taking a long-term perspective and approach to improve. Accepting the realization that trust and effective relationships take time and resources to develop and maintain. The community policing theory has become an efficient and helpful tool to police and their communities everywhere. It would be easy to conclude that if we hypothetically lessened police involvement in the community policing theory, the results would be devastating. The members of the community would still be reporting crime; however, there would be less police officer’s to respond and handle it. The crime rates would escalate quickly and chaos would occur in certain parts where police involvement was declined. The system would basically fail, due to taking away a key piece to its foundation. Overall, it takes community members and police together to make the theory work effectively and maintain its balance. Not only is balance crucial between officers and its community; it is crucial for an officer to have balance internally too. There is many restrictions and guidelines placed on an officer when on or off duty. They don’t have the equal amount of freedom a regular citizen is entitled too. These restrictions come from their department, Bill of Rights, and Constitution. It is imperative that the officers follow a strict rule of ethics, while on or off duty to set an example for the rest of community. A tricky restriction is a term called Probable Cause. Probable Cause is defined as the logic, experiences, and circumstances that lead ‘a prudent man' to believe a crime has been committed, or an individual may have been involved in a crime. This term, also known as a citizens fourth amendment, has quite a bit of power behind it. It truly does impact a police officer on a daily basis, by the amount of power to either make or break a case. It directly is linked to how evidence is searched and seized, or how a citizen is searched. Probable cause has the ability for a Judge to find evidence crucial for a conviction, either admissible or inadmissible in a court of law. If a police officer violates the rights or privacy of a citizen, it can have some grave consequences such as: loosing a case, fined, sued, setting a criminal free or legal action brought towards his/her self. So in order to prevent these consequences from occurring, officers should take the proper precautions and remember the guideline; that there must be sufficient or sensible reason to justify the intrusion of a search or seizure. The best way to ensure safety is to not conduct any searches without a warrant, signed by a neutral judge. Even though this is not very realistic or practical; however, the purpose of a warrant is to provide that protective layer between the exuberance of the officers and the privacy of the public. At the end of the day, the court is responsible for reviewing the actions of the police in their everyday life; this is when they balance the interest of law enforcement against the interest of personal liberty. Then they determine whether or not probable cause existed for the search or arrest. In conclusion officer’s can avoid these issues by not falling into corrupted ways. Officers should respect their position and not violate their power; this will build a trusting relationship between the community and them. Another solution to prevent issues from occurring would be for officers to get involved more with their communities. Going to games, meeting people, setting up time for the youth, establishing friendships; would not only build the strength of the officer to the community but prevent crime before it starts. Exploring being a proactive officer, instead of a non-proactive officer is the best way to aid police and their organizations in combating crime.

International Management Essay

Executive Summary This written case analysis report is prepared for the analysis of the case study of the Tata Group – â€Å"The Last Rajah: Ratan Tata and Tata’s Global Expansion.† (Luthans and Doh 2009). It will first begin with a brief introduction on the Tata Group of India, with the source and the secondary (both short- and long-term) problems of this biggest conglomerate in India, to be identified and discussed next. An analysis of the problems is presented next, followed by the criteria of evaluation. A comprehensive listing of all major feasible courses of action are presented before the recommended strategy(ies) are discussed. The next section will cover the justifications of recommendations followed by the implementation, control and follow up. 1. Introduction The Tata Group, India’s biggest conglomerate (Luthans and Doh 2009), was founded by 29-years old Jamsetji Nusserwanji Tata in 1868. It was first established as a trading company in Bombay and started pioneering businesses in sectors such as steel, energy, textiles and hospitality (Tata Group 2012). In 1904, Sir Dorab Tata, the elder of Jamsetji’s two sons, succeeded Tata Group in Germany after Jamsetji passed on. Ratan Tata succeeded as the chairman, following the death of his uncle – J.R.D. Tata, in 1993 (Tata Group 2012). Today, the Tata group consists of more than 100 operating companies in seven business sectors (Refer to Appendix 1) with operations in more than 80 countries across six continents, exporting products and services to 85 countries. The latest financial figures reflected on its website showed that the total revenue of Tata Group was US$83.3 billion (around Rs 3,796.75 billion) in 2010-11, an increase of 18.8% from 2009-10 (Tata Group 2012). With its devotion to strong values and excellent business ethics, the Tata name has been respected in India for more than 140 years. Each Tata company or enterprise operates independently and is answerable to its own board of directors and shareholders. Moving forward, new technologies and innovation will be Tata Group’s focus, in order to develop its business in India and internationally. Anchored in India with its traditional values and strong ethics, Tata companies are building multinational businesses that will achieve growth through excellence and innovation, while balancing the interests of shareholders, employees and civil society (Tata Group 2012). 2. Source Problems With its wide diversification of business across six continents, Tata faces several challenges. The first problem is to build a consistent vision while being in many different markets and industries. Another challenge is to formulate strategies for over 100 companies in more than 80 countries. Besides this, another problem of Tata Group is the high involvement of Ratan Tata, who is the chief steward of the group of nine senior executives sitting on the boards of the Tata companies, in both the negotiations of major deals and the details of his auto-making, telecom or steel businesses (Luthans and Doh 2009). The next challenge for Tata is on how to absorb the struggling Corus mills. Other challenges for the future include deciding on which businesses to spin-off and which to pursue, what will happen to the conglomerate during an economy slow-down. The most challenge issue for Tata Group perhaps would be to fill the void left behind by the energetic and visionary Mr Ratan Tata – Chairman of the Tata Group, when he retire (Koontz and Weihrich 2010). 3. Secondary Problems 3.1 Long term 3.1.1 Diversification of investments and businesses From the case study, it is evident that a major problem for Tata Group is its diversification of its investments and businesses over so many different countries. The group is subjected inevitably to the different market situations and the culture of each individual market. 3.1.2 The continuation of operation of Corus mills Another long-term problem for Tata Group is whether they should continue operating the struggling Corus mills. As mentioned in the article, the moment Tata Steel took over Corus, it is loaded with a $7.4 billion debt and the high operational cost of Corus weakens the profit margins of Tata Steel (Luthans and Doh 2009). 3.1.3 Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down Should there be an economy slow-down, the ability of Tat Group to sustain its businesses versus their ability to sustain the social responsible culture, which is developed by Ratan’s ancestors (Griffin and Moorhead 2010), remains a challenge for Tata Group. The Rata conglomerate will have to decide between sustaining its businesses and fulfilling this culture. This will be especially tough with a  $7.4 billion debt already on its books. 3.1.4 Management control in Tata Group As mentioned in the article, Mr Ratan is the chief steward, of his team of nine senior executives in the Group Corporate Office, who negotiates major deals himself and immerses himself in the details of his businesses. Ratan Tata is also the major decision maker in most of Tata Group’s major deals. At the time when the article was written, Tata Group has not found a suitable successor. The fact that Mr Ratan Tata is single and childless (Luthans and Doh 2009) thus poses the toughest challenge of who is to fill the void for Tata Group, when Mr Ratan retires. 4. Analysis 4.1 Diversification of investments and businesses This long term problem will prove to be an obstacle towards its global expansion and the development of the company to its full potential, as there is no one common group strategy with a common objective. The lack of a common corporate strategy may act as a restraining force (Singh 2012; refer to Appendix 2) against moving Tata Group to its desired position in the global market and also against achieving overall productivity of the organization. 4.2 The continuation of operation of Corus mills A first look at this problem of the Tata Group would obviously be to discontinue the operation of Corus mills. However, one of the strengths and competitive advantage that Tata Group has over its competitors, is backward integration (Hill and Jones 2011) like what Hill and Jones (2011, 180) described – steel companies supplying its iron ore needs from company-owned iron ore mines. Having its own abundant coal and iron ore reserves enables Tata Group to produce raw steel at low cost in India, and ship it to Corus’ first-class mills overseas to produce  steel products. Furthermore, by looking at the financial data provided in the case study, Tata Motors was the least profitability business in 2007 for Tata Group. With the acquisition of Corus mills and Tata’s competitive advantage of backward integration, Tata Group can make use of Tata Steel and Corus mills to produce low cost steel car parts in order to reduce the cost of sales for Tata Motors. The gross profit margins for Tata Motors can be increased with the cost of sales reduced (Needles, Powers, and Crosson. 2010). 4.3 Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down When there is an economy slow-down, it will subject Tata Group’s decision on sustaining its business or still maintain its expensive corporate social responsibility, to a great test. A fast and immediate solution, during an economy down-turn will be to reduce the contributions for charitable causes, such as reducing or terminating the annual $40 million contribution for charitable acts in Jamshedpur, in order to sustain its businesses. However, Tata Group will have to consider about the long-term implications of such drastic immediate reduction or termination of charitable funds. The reputation of Tata Group may receive a beating in the long run, due to negative press and media reportings (Davies et al. 2003), should such measures are implemented drastically and immediately, in order to sustain its businesses. 4.4 Management control in Tata Group From the description of the article, the management style of Tata Group seemed to follow an ethnocentric strategic predisposition and an organizational culture of â€Å"family culture†. A cultural strategic predisposition refers to the particular way which most  multi-national companies (MNCs) have towards doing things (Luthans and Doh 2009; Aswathappa 2010). A MNC with an ethnocentric predisposition will normally depend on the values, and interests of the parent company in formulating and implementing a strategic plan. Their primary emphasis is on profitability and the company will try to run its overseas operations in line with how they are run back at home (Loke 2008; Aswathappa 2010). Tata Group is likened to be run with an ethnocentric predisposition as Mr Ratan Tata is the chief dealmaker who is closely involved in all major deals negotiations and also details of his different businesses. This predisposition will inevitably result in parochialism in Mr Tata, which may affect his logical strategic thinking. Tata Group has adopted a â€Å"family† type of organizational culture. â€Å"Family culture† type of organizations besides focusing on hierarchy, orientation to persons, leader heads the company like a caring parent, the management also takes good care of employees, ensures employees are well treated and enjoy continued employment (Trompenaars and Hampden-Turner 1998). This is clearly reflected in their spending of $40 million annually in the company’s home base of Jamshedpur and their excellent employee remuneration policy of workers still getting paid fully till the age of 60 years old and lifelong health care, even if they retire early. This will result in additional expenses for Tata Group in order to fulfill this â€Å"corporate social responsibility†. According to the article, Tata Group has not found a suitable successor at the time when the article was written. The toughest challenge will be finding a suitable candidate of who is able to fill the void for Tata Group, when Mr Ratan retires. 5. Criteria of Evaluation 1. To identify and differentiate between the â€Å"Cash cows† and â€Å"Stars† (Phadtare 2011; refer to Appendix 3) businesses and the â€Å"Question Mark (or Problem Child)† and â€Å"Dog† businesses (Phadtare 2011; refer to Appendix 3) within the next 6 months. 2. To reduce the $7.4 billion debt of Corus within the next 5 years. 3. To reduce their annual â€Å"charitable spending† gradually within the next 5 years, but yet not neglect or forgo their corporate social responsibility. 4. To identify a successor within the next two to three years. 6. Alternative strategies A comprehensive listing of all feasible strategies will be presented for Tata Group before the recommended strategy(ies) will discussed. 6.1 Short term (S): Targeted short-term objectives to achieve within the next few months to 1 year from the time of implementation. S1 To identify and group the businesses into â€Å"Cash cows†, â€Å"Stars†, â€Å"Question Mark (or Problem Child)† or â€Å"Dog† businesses (Phadtare 2011; refer to Appendix 3) within the next 6 months. S2 To decide on which business(es) to keep and focus on and which business(es) to liquidate. 6.2 Long term (L): Targeted long-term objectives to achieve within the next 3 – 5 years and beyond. L1 To reduce the $7.4 billion debt of Corus mills within the next 5 years by perhaps re-looking into refinancing the debt loan with a lower interest rate, in order to strength their profit margins. This is to convert Corus mills into a profitable business unit which will enable Tata Group to continue building on its competitive advantage over its competitors, of integrating backward integration, with the collaboration of Tata Steel and Corus mills, for Tata Motors. L2 To reduce their annual â€Å"charitable spending† of S$40 million for Jamshedpur gradually – 5% per year in the first four year and a final 10% in the fifth year, and also to reduce the employees’ benefits gradually. This will enable Tata Group to sustain its businesses better, but yet not neglect or forgo their corporate social responsibility. L3 To identify a successor within the next two to three years and also to gradually change their ethnocentric predisposition way of running the business and also their â€Å"family† type of organizational culture. Strategy statement as per Hofer and Schendel’s characteristics: Tata Group’s strategy for the next 3 – 5 years is to â€Å"tidy up† it’s widely diversified investments and businesses and exploit on its competitive advantage of backward integration (of owning iron ore mines) in order to help its automobile business increase profit margin. By gradually reducing their annual â€Å"charitable spending†, Tata Group will be able to channel these capital to sustain and expand its business globally. By identifying a successor for its chairman, this will ensure the sustainability of the Tata businesses and also to bring Tata Group to the next frontier. 7. Recommended strategy(ies) In order for this business plan for Tata Group to be successful, the strategies presented needs to be both achievable and sustainable with an accurate evaluation of its current resources, core competencies and capabilities. With both short term and long term strategies listed above and analyzed via the Strategy Feasibility Table listed in Appendix 4, the recommended strategies (best 3 out of 5) are as follows: S1:To identify and group the businesses. S2:To decide on which business(es) to keep, which business(es) to liquidate. L2:To reduce their annual â€Å"charitable spending†. 8. Justifications of recommendations After analyzing the alternatives strategies via the Strategy Feasibility Table (Refer to Appendix 4), it was decided that the most feasible strategies are S1, S2 and L2 to resolve the source and secondary problems above. Strategies S1 and S2 are chosen to best resolve the diversification of businesses that resulted in the absence of a common group strategy with a common objective for Tata Group. The next strategy for Tata Group to implement is the reduction of their annual â€Å"charitable spending†. This will free up more capital for Tata Group to redirect them to boast their â€Å"Stars† businesses. The remaining two long-term strategies of L1 and L3, with a slightly higher score of 15 and 14 respectively, in the feasibility test, may be considered to be implemented concurrently with lesser priorities. This is because it will not be easy for Tata Group to reduce the $7.4 billion debt within a short period of time and also not easy for any company to source for, identify and appoint a successor for its Chairman and to change the culture within a short period of time too. The most critical issue now is for Tata Group to conduct the most effective and efficient strategies. 9. Implementation, Control and Follow-up For any MNCs, e.g. Tata Group, it is not easy to implement business consolidation like S1 and S2. S1 and S2 described above will only be the â€Å"identification† stage to determine the type of business each belongs to. The physical implementation of the consolidation has to be executed with extreme caution as consolidation may result in employees redundancy. After  the consolidation exercise is successfully, the Group Corporate Office (GCO) of Tata Group will have to ensure that they do not launch massive business diversification plans without careful considerations. The follow-up on the implementation of S1 and S2 will have to be monitor by the GCO closely with a clear timeline listed out as a guide to prevent any procrastination or delays. As for the implementation of strategy L2, Tata Group has to execute it with caution too. It is not be implemented too hastily to prevent any damage to the company’s image due to any to negative press and media reportings (Davies et al. 2003). Any other future â€Å"charitable spending† will have to be discussed and decided more stringently. As stated above under Section 6.2, L2, the reduction will be done gradually over a timeline of 5 years and the GCO of Tata Group will have to adhere closely to this timeline. (2,220 words excluding Executive Summary, headings, sub-headings, in-text citations, and this sentence.) 10. References Aswathappa, K. 2010. International Business. 4th ed. 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Appendix Appendix 1: The seven business sectors of the Tata group The seven business sectors of the Tata group: 1) Communications and information technology 2) Engineering 3) Materials 4) Services 5) Energy 6) Consumer products 7) Chemicals (Tata Group 2012) Appendix 2: Kurt Lewin’s Force Field Analysis Source:http://www.change-management-coach.com/force-field-analysis.html(Change Management Coach 2012) Appendix 3: The Boston Consulting Group (BCG) Growth Share Matrix Source:http://www.quickmba.com/strategy/matrix/bcg/ (QuickMBA 2010)