Hyatt Curacao Management Team and Marketing Strategy Essay Example for Free

Hyatt curacao Management Team and Marketing Strategy EssayAccording to Willemstad Curacao (2009), Diego Concha was been named broad manager of Hyatt Regency Curacao Golf Resort, Spa as well as Marina. He bothplacesees the entire transit of the 350-room resort, provides proficient control to a group of aggravated employees and adds his noted individual touch to guest dealings. Positioned along 1,500 acres of the Santa Barbara agricultural estate, a multi-faceted luxury resort society, The Hyatt Regency Curacao is seen.With refence to Agent at domicil Magazine(2010), Diego is the ultimate person to open Hyatts latest Caribbean resort, Carlos Cabrera is the higher-ranking vice president of ground operations for Hyatt Hotels Corporation. His experiences and proficiency in the area makes him supremely barrack to help f occasion Hyatts elevated level of values with the islands rich artistic customs and refined contributions. There are five regional directors of revenue oersigh t who maintain the revenue managers and revenue maximization system.The regional directors are associated primarily by produce type, including huge convention, resorts and trade. The panel is dedicated to make Hyatt Regency Curacao the primary choice for leisure and commerce travelers in the Caribbean. And are dedicated to genuinely capturing the atmosphere of the resort. Hyatt uses a status of the art revenue management system to offer federal direction for pricing, division strategy and staff development. Revenue management, though, is supplementary than a computer system.It is an incorporated set of business process that brings together people and expertise, with the goal of accepting the market, anticipating customer behavior and responding fast to make best use of revenue opportunities that arise. Marketing strategy of Hyatts is aforethought(ip) to proficient and build product value and awareness while gathering the specific business requirements of hotel operations. Creatin g and differentiating the brand location of Hyatt and our sub-brands is essential to growing Hyatts- brand get-go choice and demand, rate premium and linked business imperatives.Hyatt is paying attention on targeting the distinct consumer segments that each of our brands serves and sustaining the needs of the hotels by systematic analysis and thingumabob of info and analytics. There is a corresponding and integrated communication approach for the Hyatt master brand and each of the sub-brands from corner to corner in every dissemination channel. They intend to retain and exploit the potential revenue of our existing customers and expand the number of new guests through an advertising approach powered by data and analytics.Sophisticated, quantitative strategic analytics and predictive model identify the most profitable customers, enabling Hyatt to leverage preference in all facets of marketing. The model is at bring out being utilized to enhance the value of our most loyal guest s, the Gold Passport members, and inside three years, it allow for be activated all over the enterprise. Hyatts coordinated marketing initiatives gain a sub-set of hotels and resorts, as well as regional programs.Cost allotment is based on the balanced dish out of actualized room revenue for trailing twelve months of participating hotels in the beleaguered business segment. These include Summer Weekend vacation and Hyatts of Florida Group Marketing. It has full-service sumptuousness hotel will feature continuous water views on three sides, white sand beaches, a four-thousand square foot Hyatt Pure spa, separate twenty-four Hyatt Stay equalize fitness center, Camp Hyatt, several outdoor pools . The Corporate Marketing faction assigns a hotel marketing manager to each hotel to help market their personal rightty.The hotel marketing manager then assesses the propertys business requirements, issues and revenue- objectives and assists in the progress of the brand and promotional marke ting programs. Hyatts marketing strategy is intended to secure and build brand value and awareness while meeting the precise business needs of hotel operations. Building and differentiating the brand location of Hyatt and our sub-brands is essential to increasing Hyatts brand preference and claim, rate premium and associated business imperatives.Hyatt is focused on targeting the diverse customer segments that each of our brands serves and sustaining the needs of the hotels by thorough analysis and use of analystics and data. Their intention is to retain and maximize the possible revenue of existing consumers and expand the number of new guests through a marketing approach powered by data and analytics. Sophisticated, quantitative planned analytics and predictive modeling identify the most profitable customers, enabling Hyatt to leverage partiality in all facets of marketing.The model is shortly being utilized to improve the value of our most loyal guests, Gold Passport members, and in three years, it will be activated all over the enterprise. Coordinated Hyatts marketing initiatives benefit a sub-set of hotels with resorts, and also regional programs. In conclusion the business has been established in a manner that solo good management can make it be what it is today. It consists of highly qualified personnel this is from the manager to the staff. Hyatt Curaccao has a well market strategy with brand, analytic, field market, proper revenue management and management team.The Cost allocation is based on the balanced share of actualized room revenue for sprawling twelve months of participating hotels in the targeted business section this runs for a period of twelve months in order to stabilize the business. The Corporate Marketing group selects and assigns a hotel marketing manager to every hotel to help market their personal property. The marketing manager of the hotel assesses the business property, issues and revenue objectives and assists in the improvement o f the brand and promotional marketing programs. This is all done in a professional manner.

Criminal Procedure Essay Example for Free

Criminal Procedure Es speculateOne may well ask How can you advocate breaking some laws and obeying others? The answer lies in the point that in that respect are two types of laws just and unjust. I would be the first to advocate obeying just laws. One has non only a legal but, a moral responsibility to obey just laws. Conversely, one has a moral responsibility to disobey unjust laws. Martin Luther King, Jr.Imagine a perfect society, where the community had a standard set of rules and followed them. In that perfect society, allone knew the rules down to a specific science hence, they knew how to obey said rules. Unfortunately in our time, we do not have a perfect society. Our civilization has lost the experience of their rights unless either a.) laws were broken by an individual or b.) the individual is studying or examining crook law. Either way, our society unknowingly forfeits their rights in certain situations. On the other hand, there are law enforcement incumbents who have sworn to uphold these rights to obtain their position. any(prenominal) do not know themselves, when they have crossed the line of duty or violated a right. It is up to us to break down and bring up the validity and righteousness of the Officer metalworker The Gold Pontiac situation we are presented with.Reasonable suspicion is a standard used in criminal procedure, much relaxed than verisimilar causality, that can justify less-intrusive searches. A backgroundable suspicion exists when a reasonable person under the circumstances, would, based upon specific and articulable facts, suspect that a abhorrence has been committed (Reasonable Suspicion, Cornell practice of law School Library 2013). Officer metalworker pulled over a gold, older model Pontiac be defecate she noticed tape on what she suspected to be broken. One king wonder why Officer metalworker pulled the Pontiac over. In most states, the driver is held accountable for faulty equipment of their vehicle. Un less the tape is red, reflective and transparent, an officer has every right to pull the driver over and issue a ticket. In my own experience, it is highly likely for a police officer to pull psyche over if there was an obstruction of a head or taillight. I myself have been pulled over for something similar in which I received a sample or ticket. On her way to the drivers window, Officer Smith remembers the description of a vehicle that was recently involved in a wayside killing of another police officer.That description fit with the Pontiac she had just pulled over. Officer Smith proceeds to ask the driver to get out of the vehicle so she may conduct a quick pat down for weapons. According to the Fourth Amendment, a justifiable search begins with reasonable suspicion. In this case, Officer Smith asks the driver to endure a stop and frisk. This typifys, the officer had the right to ask for a quick pat down of the drivers outer(prenominal) clothing in search of a weapon(s). In m y belief, the drivers rights were not violated and valid based on the officers bay for a stop and frisk. Nothing illegal has happened between the two. If, during the pat down for weapons, the officer feels a weapon on the individual, the officer then has probable cause to conduct a complete search. (Roberson, Wallace Stuckey, 2007 p.83)In our example, a weapon was not felt or found on the driver. Furthermore, Officer Smith has now conducted whats known as a Terry Stop. What is the difference between a Terry Stop and the Stop and Frisk you ask? There isnt any significant difference. Prior to Terry Vs. Ohio (1968), a stop and frisk protected against illegitimate search and seizure. Where as after, it is come to be known as constitutional according to circumstances where a reasonably suspicious officer has a valid concern for societies or his/her safety. After the Terry Stop, Officer Smith directed the driver to have a seat in the vehicle and asks for their driver license and registr ation. I would consider that this procedure is pretty standard in identifying who the driver is and maybe writing out a ticket for the taillight tape. The driver had other plans and speeds away from Officer Smith without giving requested information. It is to my knowledge that Officer Smith has more than reasonable suspicion now. She has probable cause to believe that the driver was in fact, the killer from the incident shed heard about.With probable cause, Officer Smith proceeds to chase the Pontiac. The chase ends when the driver of the Pontiac hits a telephone pole. You may stop to ask me What is the difference between probable cause and reasonable suspicion? From my understanding of the two, probable cause is grand for a warrant or for an arrest. Reasonable suspicion is not but, it may be grounds to further investigate or for a police officer to detain a person or vehicle for further investigation (Florida State University Law Review, Summer (2006), Vol. 33, Issue 4, 1239-1248 ). Im compelled to agree with officer Smith in this instance. The driver demonstrated reckless behavior, presenting exigent circumstances for Officer Smith to give chase to this vehicle. According to The Cornell Law Library, an exigent circumstance is a circumstance that requires an immediate response.It occurs when police officers believe they have probable cause and there is no time to obtain a warrant. (Exigent Circumstance), Cornell Law School Library 2013) Being that the chase ended with a severe crash, Officer Smith did react immediately to the situation. Furthermore, our scenario goes on to explain that Officer Smith feared that the car might catch on fire from the leaking gas tank. She pulls out the driver from the vehicle and goes mainstay to get her purse for identification. It is then that Officer Smith sees that the glove box has popped open and in it was a firearm with documents on top of it. We are asked to think about if the firearm was in plain view and if it was l egally obtained? Since I am just a Criminal jurist student, I would have to say affirmative to both. I say that in full confidence because it is legal for an officer to enter a vehicle at the scene of an accident to care without an issued search warrant. Without rummaging through the vehicles circumscribe, the officer sees a weapon or narcotics. Even with the use of a flashlight, it is still considered legal.Just because something is hidden behind darkness, doesnt mean it wouldnt be seen during daylight, right? The other permissible circumstance regarding the plain view doctrine is, if the officer moves him or herself around to take a look. The objective lens in plain view (without a thorough search) can be seized and is admissible bear witness in court. The fact that the gun was seen through the documentation understandably shows that it was in plain view and didnt have to be searched for. Officer Smith goes on to find the drivers purse. In an attempt to resolve the drivers id entification, she finds a baggie of Marijuana in the drivers purse. Although I do not believe that this will uphold as evidence in this case, it may present the driver with another set of charges against her. Perhaps the driver may get charged with possession of an illegal substance?However, I really feel that Officer Smith did not have the right to search for anything other than the drivers license, even though she did find the Marijuana in the purse. In my studies it would be considered Fruit of the Poisonous Tree. Although Officer Smith was legally allowed to enter the vehicle without a search warrant and assist in identifying the driver, I believe that the retrieval of the cannabis will not be permissible in court for the reasons Ive stated above. Our scenario also goes on to state that it was afterward found that this vehicle was not the vehicle involved in the death of the officer. It also states that it was determined that the taillight was not in fact broken.One might quest ion or argue at this point, whether the entire scenario is justifiable or necessary? From my point of view it was entirely correct. The officer had a valid reason to pull the car over. She had reasonable suspicion for a Terry Stop. Her reasonable suspicion then turned to probable cause when the driver fled the sight without presenting the officer with what shed asked for. The officer then acted within a responsible manner to help the driver out of the crashed vehicle. After all, law enforcement is there to protect and serve up our community. The firearm was in plain sight of the officer while she tried to locate the drivers identification. Nothing except the search and seizure of the contents of the purse violated the rights of the driver nor incriminated the police officer.It is in my belief that Officer Smith couldve called for backup or help once she found the scene of the accident. She couldve interpreted the purse out of the vehicle and even seized the gun. However, she had ti me to obtain a warrant to search the purse. In instances like we have just gone through, it is elicit to see just how knowledgeable each player is with their rights and responsibilities. We see these cases often in the news and some do not even make it to streak because either a right was violated or a piece of evidence was gathered with some mistake made in obtaining it. Dont interfere with anything in the Constitution. That must be maintained, for it is the only safeguard of our liberties.- President Abraham LincolnReferencesExigent Circumstance Def.1, In Legal Information Institute, Cornell Univeristy Law School Libarary. Retrieved February 13, 2013, fromhttp//www.law.cornell.edu/wex/exigent_circumstancesPlain placement Doctrine Def.1, In Legal Information Institute, Cornell University Law School Library. Retrieved February 15, 2013, from http//www.law.cornell.edu/wex/plain_view_doctrineReasonable Suspicion Def.1. In Legal Information Institute, Cornell University Law School L ibrary. Retrieved February 13, 2013, from http//www.law.cornell.edu/wex/reasonable_suspicionStuckey, G., Roberson, C., Wallace, H., (2006). Procedures in the Justice System (8th Edition). Upper Saddle River, NJ Pearson/Prentice Hall.Florida State University Law Review, Summer (2006), Vol. 33, Issue 4, 1239-1248, Retrieved February 14, 2013, from http//www.heinonline.org.lib.kaplan.edu/HOL/Page?handle=hein.journals/flsulr33div=61

The Damage Of Theft To A Company Business Essay

The Damage Of Theft To A Comp for each unmatchable Business EssayEmployee removeth is always been costly to any business concern. This is still more(prenominal) appropriate in case of big sell chain schemes. The enhanced security arrangements in the recent sequences adjudge make this topic more important than eer. This question is conducted to investigate the possible reasons for employee thievery in supermarkets in Malaysia. It identifies the relationship mingled with conglomerate factors with the employee thieving look. It aimed to develop a model to help big retail chain organizations to design effective internal control systems to anticipate/reduce employee stealth.This chapter covers the fol first-class honours degreeing sections1. Background to the research2. Malayan retail industry and retail shoplifting3. Research problem, issues and clinicals4. in force(p)ification for research5. Whats sunrise(prenominal) in this research?6. Organization of this thesi s7. Definition of terms and8. drumhead1.1 BACKGROUND TO THE enquiry selling crime continues to be a challenge for businesses in the USA and elsewhere (National sell Security Survey, 2003). Retailing crime is fiscal loss attri unlessable to a combination of various factors like node thieving, employee stealing, internal error (administrative or process error) and supplier-vendor frauds. The recent worldwide shrinkage look revealed 42.4% of the retail shrinkage was due to customer theft, 35.3% due to employee theft, 16.9% due to internal error and 5.4% due to suppliers-vendors frauds. Total global shrinkage in the 42 countries travel alonged cost retailers U.S. $107.3 one thousand thousand ($107,284 million), equivalent to 1.36% of retail gross revenue a serious threat to retailers bottom lines fractionicularly at a time when many retailers be jump to feel the pinch of an economic downturn. A key point to be noted is that the cost of shrink is ultimately borne by not only retailers, but similarly by consumers and society at large. Here Shrinkage or shrink refers to an accountancy figure, reflecting the difference between the financial revenue the business should ache received (based upon inventory and purchases) and the amount actually received. (The Global Retail Theft Barometer, 2010). The Barometer further confirms that retail shrink is a global issue it is a public problem crossways all countries, regions and market sectors. The Barometer further points come out that In 2010, thieves stole a very wide range of intersection, but tended to concentrate on expensive popular branded items including razor blades/shaving products cosmetics/ present creams and perfumes smart phones and electrical gadgets alcohol fresh meat/expensive foodstuff electric toothbrushes, electronic monitoring devices infant formula and coffee DVDs and electronic games fashion ( curiously branded items, leather, handbags and accessories) sports-branded goods and sports sh oes electronic goods branded sunglasses and watches. The survey tells that over 6.2 million customer and employee thieves were apprehended last year.Employee theft is second major component of retail shrinkage due to the huge retail space in supermarkets and big size of it retail organizations. Employee theft tail end be defined as the theft of anything of care for from the retailer by an employee or accomplice. The term anything of value includes cash, merchandise, prop, services and cultivation. Employee theft occurs mostly at the checkout area followed by the sales area and the customer desk/courtesy area (Hollinger and Clark, 1983).The theft methods include detaching merchandise, stealing cash, retaining utility to show stolen items were paid for, voiding a sale or making a no-sale after a customer has paid and pocketing the cash, overcharging, shortchanging, coupon stuffing, credits for absent returns and sliding product through the lane without charging. Other example s include warehouse personnel stealing stocked items, and cleaning and maintenance personnel removing valuables with the trash. Employee theft also takes place at the point-of-receipt of merchandise and includes losses due to payment for goods not received.Employee theft is any use or misuse or stealing of employers assets by the employees without permission to do so (Justice J. Walsh, 2000). Money is the most common asset that is stolen from employers. Theft of time happens when an employee is paid for the time which he/she did not hunt down. Usually this happens by falsifying of time records. Technically, theft of time also includes employees who are not working while on the job, although legally this is very difficult to prove. Theft of supplies is near other usual form of employee theft. Examples of this form of theft are office supplies (computers, papers, cabinets, etc.) and restaurant supplies (food, silverware, condiments, etc.). Another example of theft of company proper ty is product displays. Overcharging the customers and subsequently pocketing the plain cash can totally affect a business credibility, because it affects not only the employer but also the customers. If the customers find out that a business is overcharging, it can hurt that business growth. This is very familiar in restaurants because many restaurants do not keep a close eye on their employees actions. Stealing cultivation is perhaps the most damaging form of theft. Familiar examples of this nature are theft of trade secrets and product designs.A get along of studies have been conducted in unite States, Canada and in European countries about the employee theft in retail organizations and super markets. The US Chamber of Commerce estimates that US employers lose $20 billion to $40 billion a year due to employee theft. It also states that 30% of all business failures are caused by employee theft (David J Shaffer and Ronald A Schmidt 2006). For every long horse stolen, supermark ets need to sell at least $50 more of goods to make up the loss (George H Condon, 2003). Happy employees steal less in united States (Jennifer Korolishin 2003). Shrink losses due to employee theft can equal the lettuces in Canada (George H Condon 2003).1.2 MALAYSIAN RETAIL INDUSTRY AND RETAIL SHRINKAGEMalaysias retail trade touched at RM122.54 billion for the year 2009, up 106.37 per cent from 2005. Growth has averaged 26.59 per cent yearly from 2005 to 2009. Retail sales touched RM59.38 billion during 2005, change magnitude to RM71.69 billion during 2006, gone up to RM95.67 billion in 2007, improved to RM116.10 billion during 2008 and risen to RM122.54 billion in 2009. In the first quarter of 2010, it touched the ever seen highest amount of 32.33 billion (Department of Statistics, Malaysia). From 2006 to 2008, increased urbanization and education saw Malaysians become even more sophisticated and demanding with their shopping experiences. This brought about the development of qua lity, world-class malls across the country in this period, much(prenominal) as 1Borneo these malls house a strong array of international brands which are uniquely suited to the discerning inescapably of consumers. Therefore, new lifestyle retail concepts have become more popular in Malaysia, with retailers offering unique merchandise to cater to the needs of specific consumers. For instance, Robinsons Malaysia has 50 to 60 exclusive brands for shoppers, whilst Tangs in the Pavilion Kuala Lumpur claims to be the Generation Three Tangs butt in, a store that encompasses Tangs signature shopping concepts alongside being localized to meet the needs of Malaysian consumers.Store-based Retailing Achieves a Better PerformanceInevitably, store-based retailing maintained its dominance from 2006 to 2008, with slightly stronger growth than non-store retailing. The development of shopping malls across the country from 2006 to 2008, especially in secondary towns, such as the opening of The Spri ng in Sarawak and East Coast Mall in Kuantan, further boosted the performance of store-based retailing. Direct merchandising continued to dominate non-store retailing, with internet retailing exhibiting the strongest current value growth, albeit from a small base. Interestingly, non-store retailer Dell also opened its first physical antipathetical at Tec Asia in early 2008, representing an increased crossover by non-store retailers in an effort to expand their growth.Employee retail theft in shoot retail businesses in Malaysia during 2009-2010The Global Retail Theft Barometer was released in October, 2010 for the period between July, 2009 and June, 2010. In Malaysia, 19 retailers with a combined sale of US$1.974 billion participated in the survey. The findings of the survey reveal that as a percentage of total sales, retail shrinkage in Malaysia was 1.53 per cent. In this, the customer theft amounts to 51.6% (US$132.10 million) This was followed by employee theft at 22.3 % (US$57. 09 million) and supplier or vendor theft at 5.9% (US$15.19 million). The discover ones breathing 20.2% of financial loss amounting to US$51.71 million was due to administrative errors.As per the findings of The Global Retail Theft Barometer, the methods of employee retail theft in select Malaysian retail businesses are as followsTable 1.1 Main methods of employee retail theft in select retail businesses in MalaysiaCash, coupons and vouchers18.6%Merchandise38.3%Refund fraud, false markdown27.3%Large financial frauds6.9%Collusion8.9%Total100Source The Global Retail Theft Barometer, 2008RESEARCH PROBLEM, ISSUES AND OBJECTIVESIt is a difficult job to correctly approximate the amount of revenue lost through employees theft by way of cash, goods, and services because much of these activities remain undetected, unnoticed or unpublicized. It has been estimated that as much as 75% of losses attributable to employee theft is undetected because of the difficulty in separating inventory shrin kage into its major internal (theft) and external (shoplifting) component parts (Green, 1997).Like the Global Retail Theft Barometer, many other studies have also made an attempt to put the base rate for employee theft (see Ash, 1988 Brooks and Arnold, 1989 Jones et aL, 1990 Slora, 1989 Wimbush and Dalton, 1997). The results have shown a wide-range of estimates ranging from 3 to 62 percent. Thus it could be seen that employee theft is an expensive problem for an organization it has been account as 10 times as costly as Americas street crime (Greenberg, 1997). The amount of property theft alone has been estimated to be $40 billion per year (Shapiro, Trevino, Victor, 1995), and about one third of employees admit that they steal from their employers (Kamp Brooks, 1991).Researches on antecedents and other correlates of employee theft have focused on two broad categories of factors separate ( individual(prenominal)ity) factors and situational factors. Both of these factors are import ant and have practical implications for businesses. Individual factors are variables that employers mostly cannot control employers may only be able to respond to them. Situational factors such strong policies about theft, safeguards, etc., are much more under the control of employers.The central objective of this research is to investigate the key research problem What are the factors contributing to workplace theft behavior of the employees of retail floor of super markets in Malaysia and how the internal control systems help to prevent/reduce the workplace theft behavior in case of the employees of Supermarkets in Malaysia.The following are the research objectives to investigate this key research problemObjectivesa) General objectiveTo study the various factors contributing to the aim to steal in the supermarkets in Malaysia and also to study the relationship between the internal control systems and workplace theft behavior in the supermarkets in Malaysia.b) Specific objectives1 ) To identify the possible reasons leading to the bearing to steal by the employees in supermarkets in Malaysia.2) To find out the relationship between the soulfulness factors and the intention to steal in supermarkets in Malaysia.3) To find out the relationship between the organisational factors and the intention to steal in supermarkets in Malaysia.4) To find out the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia.5) To determine the moderating effects of internal control systems between the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia.6) To identify the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia.The research issues and related objectives to investigate the research problem are described in Table 1.2Table 1.2 Research Issues and ObjectivesResearch issueResearch objective1. What are the reasons contributing intention to steal by the employees in retail floor of supermarkets in Malaysia?To identify the possible reasons leading to the intention to steal by the employees in supermarkets in Malaysia.2. What is the relationship between theindividual factors and the intention to steal in supermarkets in Malaysia?To find out the relationship between the individual factors and the intention to steal in supermarkets in Malaysia.3. What is the relationship between theorganizational factors and the intention to steal in supermarkets in Malaysia?To find out the relationship between the organizational factors and the intention to steal in supermarkets in Malaysia.4. What is the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia?To find out the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia.5. What are the moderating effects of internal control systems bet ween the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia?To determine the moderating effects of internal control systems between the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia.6. What are the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia?To identify the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia.Employee theft in a retail organization can be defined as the theft of anything of value from the retailer by an employee or accomplice. The term anything of value includes cash, merchandise, property, services and information. In retail organizations employee theft occurs mostly at the checkout area followed by the sales area and the customer desk/courtesy area (Hollinger and Clark, 1983). Methods include stealing merchandise, stealing cash, retaining receipts to show stolen items were paid for, voiding a sale or making a no-sale after a customer has paid and pocketing the cash, overcharging, shortchanging, coupon stuffing, credits for nonexistent returns and sliding product through the lane without charging. Other examples include warehouse personnel stealing stocked items, and cleaning and maintenance personnel removing valuables with the trash. Employee theft also takes place at the point-of-receipt of merchandise and includes losses due to payment for goods not received. US retailers have recognized for years that employee theft is a huge and growing problem (Mathews, 1997). These losses were, on average, 1.72 percent of retail sales, comparable in magnitude to retail profit margins as a percentage of sales. Surveys by UKs Center for Retail Research (2001) and the Retail Council of Canada (2001) broadly corroborate these figures and demonstrate that tinct about retail shrinkage is not restricted to US retailers alone. Together, with the amounts stolen, the cost of prev enting theft imposes a substantial burden on retailers. Employee theft has been cited as a primary factor in 30 percent or more of all business failures (Snyder et al., 1991). Theft from retailers can result in bankruptcy or near closure. It results in lost raises and bonuses if not layoffs for employees, and higher prices for customers as the following quote argues A store operating at 3 percent profit on sales would have to sell $1,216.66 worth of merchandise a year to make up for the daily loss of a ten-cent candy bar. Just to cover a yearly loss of $1,000 in thefts, a retailer would have to sell each day over 900 candy bars, or one hundred thirty packs of cigarettes, or 380 cans of soup. Faced with such unreasonable selling volumes most small business people are forced instead to raise their prices and lower their power to compete (Verril, 1999).Researchers and employers appear to agree generally on how to define employee theft. Researchers studying this phenomenon have defined employee theft broadly as an employees unlicenced taking, control, or modify of money, goods, and/or services ofan employer committed during the averageal course of work activity (Merriam, 1977). Organizations create policies that fit this general definition and further identify the specific types of behavior considered to be theft in their particular setting. By enacting such policies, organizations seek to shape the employee lights of inappropriate behavior.However, these policies frequently fail to generate a common perception among employees as to the types of behavior considered employee theft. While most employees agree that some types of behaviors (such as stealing cash) are theft, other types of behaviors are seen by employees as more ambiguous. For example, the unauthorized taking of food by restaurant workers would be included in the above definition of theft, but some employees may consider such stealing a perk of the job.Indeed, researchers suggest that employees a re unlikely to share common definitions of employee theft (J. Greenberg, 1998 L. Greenberg Barling, 1996 J. Greenberg Scott, 1996 Hollinger Clark, 1983 Tatham, 1974). Hollinger and Clark (1983) anchor that several types of employee theft occur in organizations and that societal norm consensus did not exist among the employees they interviewed with respect to acceptable and unacceptable (theft) behavior. Social norm consensus represents the amount of agreement among coworkers as to whether a specific type of behavior constitutes theft. This research also is consistent with Mischels (1973) work on cognitive social learning, which suggests that situations vary in the degree to which they determine and limit individuals attitudes and behavior. That is, situations with a high degree of social norm consensus serve to limit individuals to specific thoughts and actions. Social norm consensus is likely to play an important role in labeling an observed behavior as theft. Although some th eoretical work (J. Greenberg, 1998) indicates that lack of agreement among organizational members as to what is considered theft and non-theft is likely to affect whether a particular individual defines a specific contingency as employee theft, this has not been empirically demonstrated.There has been some previous research on the matter of retail employee theft, although in recent times there seems to have been a dearth of interest in this topic. For example, Tatham (1974) conducted a survey of retail employees to determine their perceptions of theft from their employers. They classified the respondents into two groups non-takers, that is, those who do not steal from their employers and takers, those who operate in stealing. An interesting finding was that, though non-takers were less reluctant than takers to report fellow employees who engaged in stealing, in general, there was much reluctance by employees to report fellow employees who stole. Tatham also found that there was m icro effect of the value of the item taken on the employees admission to stealing. Hair et al., (1976) conducted a survey of some 254 retail employers to assess their perceptions of, and responses to, employee theft. They found that employers were likely to underestimate the level of employee theft. As did Tatham (1974), they also found that the value of the item taken by the employees had little effect on the employees admission of stealing however, it had a substantial influence on the employers perceptions of what constituted stealing. While Tatham (1974) found that some 50 percent of employees inform stealing from their employers, about 80 percent of retailers in the Hair et al.,(1976) study believed that employee theft accounted for less than 2 percent of their total shrinkage and that no more than 2 percent of their employees stole. Other researchers engaged in this stream of research have looked at such issues as personnel selection and its contribution to simplification of employee theft (Brown and Pardue, 1985 Jones et al., 1990) the impact of product identification and posting of losses from shrinkage on employee theft rates (Carter et al., 1988) and the use of internal control procedures to stem employee theft (Kennish, 1985 Snyder et al., 1989).In more recent work, Oliphant and Oliphant (2001) used a behavior-based method in an effort to determine the level of shrinkage in a drug store outlet in the USA, and to assess reliability of the employers estimates of the level of shrinkage. Rather than posting shrinkage information on individual targeted items in the employee break and lunch area, the researchers stick on the total dollar amount of shrinkage and the number of items missing due to shrinkage. During the eight-week period of their study, the store achieved an 82 percent decrease in the number of items stolen each week and a 74 percent decrease in monetary loss. Working in conjunction with the retail store, these researchers were able to as sist with identification of and decline in theft of store merchandise by employees.Bamfield (2004) surveyed 476 major European retailers regarding shrinkage and found variations in the shrinkage rates across countries. European retailers bedded employee theft second among the sources of shrinkage (29 percent), in contrast to the USA, where employee theft was perceived by retailers to be the leading source of shrinkage (47 percent). Though retail employee theft can take many forms (for example, giving of unauthorized discounts, theft of cash, theft of merchandise, time theft, violation of sick leave and time-off policies, and so on), the theft of cash and merchandise is most profound, and, so, is the focus of our attention. Retailers continue to struggle with this issue and continue to use a number of different policies in an effort to avert, or minimize, the problem. Among the policies are pre-employment masking policy and procedure manuals loss prevention awareness programs huma n resources programs, including decent retail wages and employee incentives as well as various detection procedures (National Retail Security Survey, 2003). In spite of these factors, retail employee theft still continues to be the factor that contributes most to retail shrinkage in the USA. Hence, there should be focus on efforts to understand retail employee theft.The idea of employees stealing is such a difficult concept for many managers to comprehend that they do not use the words, theft or stealing, to describe the deviant actions of employees. Euphemistic or politically correct words such as inventory shrinkage, spoilage, pilferage, shortage, unaccounted loss, or defalcation are more commonly used to describe employee theft, which reflects an attitude of denial and avoids the image of criminal activity. Because an employee is considered part of the family, it is hard to accept that someone you hired and worked with would steal from you. When caught, employees are often treate d less harshly than someone not employed who steals from the firm (Kennish, 1985). more employers consider employee theft as an unpreventable, unpleasant situation which is just part of doing business (Kennish, 1985). They expect employees to steal. The problem of employee theft is further exasperated by what constitutes employee misconduct. Some employers believe a pencil here and there, use of the copier for private use, or five dollars worth of long distance calls per month on the office phone are acceptable. When employers exhibit such an attitude, it run agroundes an organizational atmosphere that caution condones employee theft (Kamp and Brooks, 1991). Thus, employees view stealing from the company as an acceptable and justifiable behavior. It also makes it difficult to prosecute stealing, since it is difficult to determine what level of stealing is unacceptable.Employers face the prospects of going out of-business if they cannot control the costs of lost services, cash, an d products. Statistics provided by the US Chamber of Commerce indicate that 50 percent of all small business failures in the first year of business can be attributed to employee theft (Business Strategy, 1995). Insurance companies estimate one-third of all business failures can be attributed to employee theft (Miner and Capps, 1996 Snyder and Blair, 1989 Snyder et aL, 1989 Bourke, 1992). The alternative is to develop anti-theft measures (i.e. honesty tests, surveillance devices) to prevent employees from stealing which then add costs to doing business. The employer must decide which costs are greater to catch a thief, or to accept it as the inevitable (Taylor, 1986) and pass these costs on to the consumer by raising the prices.However, to determine a cost benefit analysis, one must know the amount of employee theft being conducted. As stated earlier, it is difficult to determine the amount of business losses attributed to employee theft. For example, in the retail sector, shrinkage losses are attributed to shoplifting, employee theft, administrative error, and vendor fraud. Distinction among these categories is difficult to calculate. Most companies cannot measure the amount of employee theft accurately and the amounts that are calculated are at best, informed guesses (Baker and Westin, 1987).Robinson and Bennett (1995) used a broad category of deviant workplace behaviors within which theft may be investigated. Two dimensions of deviance, ranging from minor (m) to serious (s) and organizational (o) to interpersonal (i), can be combined to form four counterproductive behavior categories property deviance (s, o), production deviance (m, o), political deviance (m, i), and personal aggression (s, i). In this study, they focused on the model dimensions of serious and minor incidents of organizational deviance, or production deviance and property deviance. These categories subsume specific behaviors of time theft (production deviance) and physical theft (property de viance).Property deviance includes employee behaviors that involve the unauthorized taking, control, or transfer of money or property of the white-tie work organization by an employee, either for the employees own use or for sale to another, during the course of occupational activity (Greenberg, 1997 Hollinger Clark, 1983b). It includes behaviors such as misuse of employee discounts taking merchandise, supplies, or information for personal use or sale filching money or production materials and falsifying time records. The boundaries of employee theft as defined here do not include theft of coworker property.Production deviance includes what has been referred to as work withdrawal behavior. These behaviors can take the form of reduced productivity, increased absenteeism and tardiness, low job involvement, and low organizational commitment (Hanisch, Hulin, Roznowski, 1998). The production deviance construct also includes behaviors such as leaving work early and taking unauthorized breaks (Blau, 1998). Individuals engage in these behaviors to maximize or maintain social and organizational roles. When these motives conflict with formal job responsibilities or when employees are dissatisfied, individuals minimize time spent on formal job tasks (Hanisch Hulin, 1991). Production deviance behaviors that result in the reduction of time working (e.g. tardiness, absenteeism, abuse of sick time, unauthorized breaks, socializing, loitering) are considered to be time theft.Many researchers use attitudes such as dissatisfaction to predict deviant employee behavior (Bolin Heatherly, 2001). According to Murphy (1993), satisfied individuals tend to exhibit pro-social behaviors, whereas unsatisfied individuals tend to commit acts of property and production deviance. Hanisch and Hulins (1991) definition of work withdrawal assumes that dissatisfaction is the catalyst for behaviors such as time theft. Individuals relate in employee theft also are often involved in other devia nt behaviors (Murphy). Hollinger and Clark (1983b) found relations between job dissatisfaction and property deviance among samples of retail and hospital employees, but not manufacturing employees. They also found a significant relation between job dissatisfaction and production deviance (i.e., work withdrawal or time theft) in all three industries.Differences between the strength of relation between satisfaction and property deviance and satisfaction and production deviance could occur because of perceived differences in organizational sanctions for these behaviors. Johns (1998) suggested that work context may constrain the exhibition of one withdrawal behavior while allowing the expression of another theoretically related behavior. Hanisch et al. (1998) suggested that the set of withdrawal behaviors that manifests as a result of negative job attitudes is a function of the situation and job constraints. These sanctions and constraints would be communicated by an organizations clima te for theft.According to Murphy (1993), many researchers have hold the importance of situational factors to employee deviance, but few have examined this relationship. Boye and Jones (1997) suggested that the effect of specific aspects of climate for theft should be examined. Climate for theft includes the opportunity to steal and the perceived and communicated norms of the organization, management, and work group. Included in these norms is the attitude toward theft, perceived extent of coworker and management theft, perceived evidence of sanctions for theft, and perceived severity of sanctions for theft. Hollinger and Clark (1983a) examined the conditions under which employees commit theft. They found that the perception of certainty and severity of organizational sanctions were related to employee theft. The perceived certainty of sanctions had a stronger relation with theft than did the perceived severity of sanctions. The least theft occurred in situations in which sanctions were perceived as severe and certain.Greenberg (1997) suggested that norms, unwritten rules that guide behavior and contribute to an organizations climate, often condone or encourage employee theft. For example, managers who engage in theft may establish a norm that such behavior is tolerated. Managers also may encourage theft by allowing employees to use equipment and materials for personal use or rewarding spear carrier behaviors with free or highly discounted products (Greenberg). If steal-friendly norms have been established and the organizational climate is perceived as permissive to such actions, employees may steal to fit in or get along with their coworkers. Consistent with this climate-based influence, Hollinger and Clark (1983b) found that the influence of coworker attitudes on theft behavior was stronger than that of management sanctions or employee fear of reprisal.Thus a number of studies are availa

Security Threats to Banking

Security Threats to slangingINTRODUCTIONThe research project was undertaken to discover security threats and vulnerabilities experienced in First field swan Botswana cheek and how they diminish them, this was carried issue with the intention of making better and appropriate recommendations to combat them in the future and strengthen their information brass and innovate some of their mesh for better competitive advantage and customer satisfaction.FIRST NATIONAL BANK BOTSWANA BACKGROUNDFirst National Bank Botswana was registered in 1991, as a tout ensemble owned subsidiary of First National Bank Holdings (Botswana). Various acquisitions led to the margin becoming a listed entity on the Botswana Stock Exchange in 1993. Today, they score shifted from being a rim with a predominantly retail focus to one that also successfully serve the commercial and corporate market.Today products and services of First National Bank Botswana cover the requirements of everyone, from large co rporate companies to small businesses and the individual. As at January 2008, we operate with a network of 17 branches and a summate of 89 ATMs around the country. A strong customer foc apply culture ensures that our products ar correctly packaged and overtureible to all. https//www.fnbbotswana.co.bw/aboutus/index.html accessed on the 30 butt 2010. rushTo be recognised by all as the most well respected and most profit fitted leaders financial services institution of offshoot choice, building enduring and rewarding relationships with all our customers and amongst all stakeholders by the provision of exceptional customer service well skilled professionalism, reliable and efficient ripe products and solutions by our high achieving, motivated, proud and committed team, enabling us to get and supporting customers.VISIONWe collaborate, support and empower each other through the unchanging application of our aligned strategies and percentaged values, delivering maximum value to our customers and sharing the customer so as to add further value to them. Through this, we get and keep customers.CURRENT MARKET SITUATION ANALYSISCurrently the world was going through recession each and every organization across the globe mat up the impact of the economic meltdown. Despite global recession and tough competition from competitors like Barclays bank, Standard chartered, Stabic bank and Bank Gaborone etc, First National Bank Botswana proved to be the most innovative bank in Botswana and it made profit unlike Barclays bank gross revenue which had gone down, this shows that FNBB had increase in sales and market share.According to Imara report, September 2009, FNBB had a growth in turnover the bank posted a strong set of results despite operating in a challenging business environment. Net interest income grew by 30.6% to P522.90 million (FY08 P400.25 million) mainly driven by a 17.0% increase in loans and advances. Profit onward tax and profit after tax increased by 1 9.5% to P536.90 million and 8.7% to P406.72 million respectively.SIGNIFICANT MARKET SHAREAccording to Analyst Setlhabi P, 2009 FNBB is one of the leading banks in Botswana with the largest market share in terms of deposits (29.7%) and 2nd largest in terms of loans and advances (27.3%) after Barclays Bank Botswana.The pie chart above shows that FNBB has more market share in Botswana compared to other banks in Botswana.In terms of applied science advancement and Information system FNBB is the most innovative bank, it was the first bank to provide earnings and cell phone banking in Botswana to customers and it is currently the provided listed bank providing cell phone banking services.In a bid to reach the unbanked market, First National Bank of Botswana has launched its untested cell phone banking service, enabling banking activities such as balance enquiries, debate requests and the ability to make payments to third parties.Due to advancement in technology and Information system its market share has grown tremendously.FNBB SWOT ANALYSISBelow is a table showing the swot analysis of the First National Bank Botswana, from the table it shows that the bank has more strength, good opportunities than weakness and threats which is really good.PREVIOUS SYSTEMThe previous system was manual based before introducing this travel system, though they had computers nonhing was automated customers had to go to the physical bank to deposit money, pay the bills and some of the important information was rule booked on papers which crumb get lost or stolen easily.The system was costly to the bank because they had to use a lot of materials e.g. papers to record information and print the bank statement for customers and you would find that there will be long queues at the bank during the week. Customers could not dream buying items online, they manual system was time consuming and in some manner hindered the growth of the FNBB market share. Customers who wanted to open acco unts with the bank had to fill the application form, submit and wait for seven working days for their application to be touch and account to be opened. There was nothing like transferring the fund to third party account or interbank transfer the customer had to do it manual at the bank teller or cashier counter.CURRENT SYSTEM (S)The bank has several current information systems in place which has enhanced its performance and productiveness resulting in customer satisfaction and convenience hence customer loyalty to FNBB. According to Mr. Edwin M FNBB arouse the following information systems in use.Online BankingCustomers can access the bank account anywhere, anytime as long they have internet access where there are, and they can do any transaction paying bills, buy online, ruling balance, bank statement and transfer funds to third party.Cell Phone BankingNow with cell phone banking in place customer do not need to be behind a computer doing transaction, they can access their funds / bank account by using their mobile phones which is more convenient, profligate and user friendly. Its new cell phone banking service, enabling banking activities such as balance enquiries, statement requests and the ability to make payments to third parties.The service is accessible through any handset in Botswana and uses SMS or a menu-based technology for customers to complete their banking transactions, increasing mass market reach and adding functionality to First National Bank of Botswanas (FNBB) offerings.The new FNB Cell phone banking offering is a natural extension from the pioneering beginnings of the in Contact service, said Yolisa Lejowa, FNBB place of electronic banking. Initially the service will only be available on the Mascom network but we envisage activating FNB Cell phone banking on the Orange network as well, shortly.By introducing these systems the bank has saved a lot of money which would be used for stationery in the manual system and the bank saw a great unequivocal impact on their daily activities, long queues is the thing of the past, productivity, efficiency and market share has increased. New customers can even apply for bank accounts online without going to the bank as long as they provide valid details everything will be processed within a short period of time. Now customers have the bank virtual bank with them wherever they go.Some of the Information systems areTransaction Processing systemHuman resource Management system administrator management systemINFORMATION RESOURCE AND CONTROLAccording www.datamonitor.com doubtfulness of electronic banking (chief information officer) at FNBB has a critical role and responsible for the wide security of the organization, plan and implement technology advancement and innovations to ensure that FNBB stays atop of the market in the banking industry in Botswana. The Electronic bank head critical evaluate the security systems ability to protect bank and customer data.According to Eddie M in interviews response stated that chief information officer overlook the entire organization information system, to ensure that all resources are utilized within the budget and enforce higher security in the system to ensure business continuity. This is achieved by defining, updating, implementing IT strategy and align IT objectives and programs to enterprise objectives and strategies. By applying the above critical roles result in data privacy and confidentially, data integrity, authentication, non-repudiation. The head of electronic banking of FNBB set security privileges in the organization to ensure that certain areas and information is only accessed by authorized personnel or user.He carries out and enforces comprehensive security policy in the organization. According to www.fdic.gov/news/news/financial/1999/FIL9968b.doc A comprehensive information security policy should outline a proactive and ongoing program incorporating three componentsPreventionDetectionResponseE-banking services must be delivered on a consistent and timely stern in accordance with high customer expectations for a constant and rapid availability and potential high transaction demand. The bank must be able to deliver online banking services to all end-users and be able to maintain such availability in all circumstances.ORGANISATION SECURITYSYSTEM RISK clay risk is a potential problem, situation that if it materializes, may adversely affect the business operation or system operation. http//www.pathways.cu.edu.eg/ . According to Eddie M 26 March 2010 Interviews. The use of information system which is online banking and cell phone banking has brought some risks and threats which are as follows information theft, hacking of the system, System Failure due to hardware problem or power failure even software crushing, backup gets corrupted sometimes.The above table summarizes the system risks that exist with the use of information system some of the risks are intentional were the user or un authorized person get to do some modification in the system database/ some system components which will agree availability or integrity of the data produced, processed. Some of the threats are accidental where by the user discloses his/her online banking details leading to account hacking and money theft. Network give way/ interruption is one of the major threats, sometimes network hardware components fails leading to break of data transfer between computers and servers leading to online system been unable to function normal (down).Electricity blackout its a major concern in Botswana because it happens more often resulting in online banking and cell phone banking being inaccessible during the period, as cell phone network goes down during electricity blackout and some electronics components tends to fails as well leading to system failure as information systems are comprised of different electronics components. All the above mentioned system risks and threats are the main faced by First National Bank Botswana.SYSTEM RISK MITIGATIONTo mitigate risks and threats board of directors and the head of electronic banking must ensure that appropriate security control processes are in place for online banking. (FNBB Report, 2009). To deal with this risks authorization privileges and authentication measures, reproducible and physical access control, adequate infrastructure security to maintain appropriate boundaries and restriction on both external user activities and data integrity of transactions, record and information should be implemented in the bank. http//www.bis.org/publ/bcbs98.htm.SECURITYCLOSED CIRCUIT TELEVISION (CCTV)CCTV is used to capture and monitor all customer and employee activities inside and international the bank building for security reasons. Youll find CCTVcameras sweeping the perimeter and parking areas, lobbies, drive-up windows and ATMS. Almost everyone who has worked in the banking industry and many customers has used CCTV to prevent and/or get word illegal activity at banking facilities. Video tapes and digital recordings capture the faces and activities of everyone using bank properties. (Pirraglia W).The captured recordings are archived bydate, so prior recordings can be located and used to solve problems and help apprehend perpetrators of illegal bank activity. Most of the banks around the world have cctv installed in their buildings and around ATM terminals, so FNBB use CCTV for the comparable purpose as explained above, all of their building are monitored by CCTV.

Acoustic Design in Architecture

Acoustic Design in ArchitectureIntroductionThe objective of this report is to produce a design scheme for the conversion of a large room to a multi mapping theatre. The report get out present the necessity things that take away to be considered to ensure a satisfactory acoustic environment by measuring the problems encountered with acoustic design and how to tackle them. The report will realise at the problems related to this space and present possible solutions and recommendations based on the information available.Initial planAs in every case, this room presents its throw unique set of problems, which involve very common factors such as the shape and size of the room, the intended use of the space, the budget and the basic laws of acoustics.The stage will be outperform positioned at the centre of the east wall, as shown in Fig.1 The audience depth will be shallow and wide so that the best can be appreciated from a debut or performance both visually and acoustically. mor e than importantly, the big(p) reaching the audience will be evenly distributed.With the stage positioned on the east wall, the obvious step is to place the mixing desks and equipment storage in the boxed bowl opposite the stage. The walls are make of plasterboard. The room measures 15.176m wide and 12.176 long with an extra pocket on the side measuring 5m by 3.396m. The seating capacity will be approximately 80-100.ProblemsAlthough this is the pellucid way to position the stage and seating, there is a king-sized problem with the design that studys to be ironed out the roof is extravagantly and light on one side of the room yet low and dense on the other. As symmetry is critical in acoustic design, this is a risky problem. However, difficulties would also arise if the stage were positioned at one of the narrower sides of the room because the audience would still not get even sound distribution.The windows pose another big problem for the proposal of the design. If they were a desired feature a sound-reducing window could be fitted, but these are expensive and usually favoured in recording studios or places where visual presentation is not involved. For the purposes of this project, which must accommodate controlled lighting and projectors, daylight and the changes in daylight would be unacceptable. The need for windows in this case is redundant.The project patronage cannot warrant electrical devices to control reverberation but sufficient commitment needs to be made towards sound reinforcement. For the purpose of renting the space to organisations out of doors of the university, it needs to be classed as a music locus, which brings with it its own set of requirements in terms of equipment and maintenance as well as in the acoustic design.Tests with sound inside the space need to be conducted before the speaker arrangement can be determined.Solutions and recommendationsWallsThe wall opposite the stage will need diffusers to distribute or absorb the so und and regulate reverberation time. Curtains along the back of the stage area will give more options once the venue is up and running and could also be extended to the north and south walls, in addition to the absorbers and diffusers. Rigid Rocksil walling is excellent, but expensive. There are many fiberboard solutions on the market, which would be a cheaper alternative. These can be screwed to the existing wall.FloorA cheap and effective option for the floor is heavy felt carpeting underlay with a compressed carpet on the devolve. An attractive, but more expensive alternative would be to lay wooden flooring over the top of the thick underlay the hard surface of the wood could enhance the sound quality too much soft furnishing may deaden the sound.CeilingThe best solution to the problem with the jacket is to find a balance between the sound generated under the high ceiling, with that being generated under the low side. As the area on one side of the room will have a different sound quality to the other side, absorbers need to be fitted to the high ceiling to counteract echo and a set of diffusers to the low ceiling to maximise the quality of the sound, (see figure 2). An aesthetic feature can be made of the high section of the ceiling using the reflectors and absorbers.Windows doorsThe solid fire doors will not leak much sound. Vibration leaked through the doorframe can be greatly decreased using doorframe sound gaskets. The windows would be best removed or blocked with absorbers. An air conditioning system will need to be installed, even if the windows remain, air conditioning is still absolutely necessary with so much insulation.Free standing absorbersAnother ideal way to add tractableness to the working design of the studio is to include freestanding sound absorbers, deflectors and diffusers. These can be moved around to fit with the nature of performance or presentation and the size of the audience. They can also be custom made without too much exp ense.ConclusionThe initial problem facing this project faces is the multi purpose use for which it has been designated and the flexibility that is required from the finished design. Live music and speech require different methods of application in acoustic design.Speech and drama performances depend by and large on design made with good intelligibility in mind, where as acoustic design for music venues needs to take other factors into consideration that may not work out best for speech and vice versa. In addition to this, The University has limited funds for the project. The important factor here is that the design must be finished to a competitive standard and the venue must be able to operate smoothly if The University is to make the theatre a commercial success. More research needs to be carried out inside the room to determine how, exactly, the issue with the ceiling can be properly resolved. The acoustics of the space will need to be tested before work is carried out, using a s mall sound system that can establish the extent of change in sound from one side of the room to the other.BibliographyMakrinenko, L., Ed, Bradley, J.S.,1986. Acoustics of Auditoriums in Public Buildings, New York Acoustical Society of America.Elsea P, 1996. ACOUSTIC TREATMENT FOR HOME STUDIOS, California University of California Santa Cruz.Ed. Wallace Clement Sabine, 1921. hoard Papers on Acoustics, New Yorkv Acoustical Society of AmericaAcoustic Absorbers and Diffusers Theory, Design, and Applicationby Trevor J. Cox, Peter DAntonio, Spon Press (April 1, 2004)

Hypochondria and Prozac Essay -- Biology Essays Research Papers

Hypochondria and Prozac A Pill For All Ills?Right now, my shoulder genuinely, re e genuinelyy aches. Its a dull, uncentralized sort of pain, and over the past few days, it has spread to my neck and upper arms. My wrists hurt too, especially when I twist them a certain way. Im drop all of the time, and thirsty. Im not worried about these symptoms. Their cause is obvious. Ive spent the last four days hunched over my computer until early morning, furiously write reports for finals week (this one included). I get an average of four to five hours of sleep a night, and the rest of the time, only a constant stream of caffeinated beverages tail keep me awake. My back/shoulder/neck pain is caused by my stance at the computer my tiredness is a result of---what else?---lack of sleep Im thirsty because all Im drinking is soda. If I were a hypochondriac, though, Id probably think I had cancer.Dont laugh. Hypochondria, or the attributing of benign symptoms such as backache and fatigue to serio us illnesses, occurs in 1% of the population and 5% of Americas medical outpatients ((7)). These people, while usually genuinely healthy, interpret every minor pain as indicative of something serious. They travel from doctor to doctor pursuit treatment if one doctor refuses to acknowledge their illness, or gives them a clean bill of health, they simply move on ((7)). This process can go on for anywhere from six months to years ((6)). The symptoms they feel are not delusions, nor are they purposefully-created fakes. Pretending to experience nonexistant symptoms is a behavior associated with a different disorder, Muchausen syndrome. Hypochondriacs pain is very real. Its just not, as its sufferers assume, a sign of some fatal illness ((7... ...iety for what it was, and know that it was a mental rather than a physical problem, and therefore fixable. most importantly, I would know that I wouldnt have to rely on pills for my recovery. That being said, Im going to go pop a few aspirins. Internet Sources1)http//www.newscientist.com/channel/ trust/2)http//www.uib.no/med/avd/med_a/gastro/wilhelms/hypochon.html3)http//www.columbia.edu/cu/record/archives/vol21/vol21_iss24/record2124.24.html4)http//www.columbia.edu/cu/record/archives/vol21/vol21_iss24/record2124.24.html5)http//www.usatoday.com/news/health/healthcare/2002-03-19-hypochondriacs.htm6)http//healthsciences.columbia.edu/news/journal/journal-o/archives/jour_v15n2_0002.html7)http//www.helenair.com/articles/2003/09/13/health/c01090903_04.txt8)http//www.uib.no/med/avd/med_a/gastro/wilhelms/wallstr.html

Vicky Green Case Essay example -- Ethics Theory

The Vicky Green CaseRight to be InformedSince hear force of separate companies are certainly sledding to face the risk of losing their jobs if they decide to accept the K.I., Koke International, 50 percent raise, then Vicky must consider the secern personnels right to be informed about the aftermath of such a decision. Wendy McGee, Vickys stump, has made it clear to her senior staff members that list personnel of the other five player companies allow for be fired once they finish training K.I. employees. Vicky must consider the fact that those key personnel have the right to be informed about K.I.s future plan, which allow affect their careers. It was not clear whether the orders that Wendy passed to her senior staff members will be mentioned to the top corporate wad or not. Vicky must acknowledge the right of those top people to be informed of what Wendy has in mind. It is her job to make received that these corporate people are aware of all consequences since K.I. could face antitrust issues by going forward with such a plan. Vicky must not permit such orders pass without informing these corporate people.Do No HarmVicky must avoid harming the powerless versus harming the powerful. The powerless in this case are the other stores that are going to compete with K.I. in the New England states region. Vicky is in charge of coming up with a unique pricing strategy that will authorise the competitors out of profession within an 18-month period. The other competitors stores are considered powerless when compared to the gigantic and powerful Koke International. Vicky must consider the harm that is going to affect the powerless stores, which will lead them to bankruptcy according to Wendys plan.Vicky must also consider harming many versus harming few. The many in this case would be employees of the other five major(ip) players in the region and the few are K.I.s employees. If the plan is successful then K.I. be sums a monopoly in the region while the com petitors go out of business leaving their staff unemployed. Therefore Vicky must be concerned about the harm that is going to affect the many left unemployed versus the harm that is going to affect the few at K.I. DutyEven though Vicky is considered a new employee at K.I., that should not stop her from striving to amend the company whenever on that point is an opportunity. Vicky must acknowledge the du... ...fusal to continue on with the plan will cost the company extra time and effort. The company will be required to come up with a new pricing analysis, which might discourage the company from continuing with the plan since it will cost them time and effort. Therefore K.I. might brook its share from New Englands market. However, K.I.s loss is a gain to the other stores in the New England states region. With K.I. out of the way the stores in the region will continue to operate in a healthy competitive market. If K.I. chooses not to dominate the New England market, which will event ually lead to dismissing Wendys plan, then such a decision would be beneficial because K.I. will avoid antitrust issues.However, Vickys reaction may vary. Vicky may oppose the plan and challenge her boss right after the meeting by persuasion and convincing. If this action doesnt work, then Vicky may take it to the next level, which is to inform the top corporate people of what unpleasant consequence might they face from the federal government if they accept the Wendys plan. If this action also doesnt work, then finally Vicky must taradiddle the plan to the federal government, so the law will take action.