Beers Critical Path Method

Beers Critical Path Method Beers Critical Path Method Introduction Background: This essay analyzes the transformation of a business-unit (Alpha) of a large public sector undertaking (PSU) company Beta. Alpha was set up with an intention of manufacturing x product for y market. Until December 2003, the primary mission of Alpha of about 900 people was the development, support and maintenance of product x, which was developed and implemented using sequential development method (App-2). The clumsy nature of the employed process and bureaucratic structure of the company was resulting into consistent delays into deliveries of low quality and over budgeted products. The unit had not been able to produce cost-competitive product with high-quality. It had been running without making profit for last three consecutive years. In 2004, newly elected governments inclination towards disinvestment of underperforming PSUs forced Beta to mull over the rationalization of its underperforming business-unit. Consistent pressure from the competitive market and senior managers from head-quarter (HQ) inevitably forced head of Alpha to revisit the units structure and processes. It was decided to come up with design and development of product with superior quality and cost competitiveness within a limited budget and time (i.e. Eighteen months). Revisit to the existing process and structure highlighted the major problems, which were due to lack of coordination and participation among functions in addition to sequential product-development methodology. Consequently, management decided to change the existing structure, and adopt concurrent engineering methodology (App-3) to produce x moving forward. Change Analysis Nature and type of change: Nature of change at Alpha can be analyzed by applying TROPICS test (Paton McCalman, 2008). Based on analysis, this change can be located at the Flexi/Grey area of change spectrum. Although time scales, control and sources factors are identified hard, but as a whole, change is inclined more towards soft end of the spectrum. Problem at Alpha can be considered messy as it involves soft complexities due to the introduction of a new working model and process method (Open university, 1985, cited in Senior Fleming, 2006). TROPICS Test (Modeled on source: Paton McCalman, 2008) Dimensions of the change CCP (Content, Context and Process) model (Pettigrew Whipp, 1991), widely used in organizational change analysis, can be applied in this case to understand the changes at Alpha. Although this model was originally developed to analyze private sector organization but later on, its application was extended to other fields and sectors (Pettigrew et al., 1992). Overall framework focuses on what (content), why (context) and how (process) dimensions of the organization change. CCP Framework (Modeled on source: Pettigrew Whipp, 1991) Context (Why): Traditionally, PSUs are considered to have bureaucratic culture (bureaucratic organization-structure and process culture) (Deal Kennedy, 2002). Such culture is generally hierarchy-driven, procedural, regulated, ordered, cautious, and power orientated (Wallach, 1983). The purpose of bureaucracy is to restrict individuals capacity exerting control over decision-making processes and activities (McHugh Bennett, 1999). According to Hofstede (2003), bureaucratic structure is based on rigid rules and processes, and competencies tied to the positions; where employees are accustomed to systemic but precise way of working, which operates on ‘one person, one job basis and require high degree of job specialization. Therefore, business knowledge and skills are owned by individuals; this makes knowledge sharing very problematic. De Long Fahey (2000) argue that the organization culture plays vital role in determining the people and specific business knowledge relationship. Alpha had been facing similar issues; due to the bureaucratic culture, decision-making was traditionally made at the top without much coordination with and participation of functions. Sequential-development approach used is linear in nature, which does not provide tangible results and product visibility until the product development lifecycle end (Martin, 1991; McConnell, 1996). Lack of individuals participation and knowledge sharing, conflict of authorities in conjunction with slow decision-making speed and cumbersome sequential nature of the product development used to induce significant delays in product delivery and implementation, causing low product-quality and high cost-per-product. Fig- can be used to show cause of realized changes using multiple-cause diagram. Multiple-Cause diagram (Modeled on source: Paton McCalman, 2008) Primary drivers for change can be identified by using a classical change management tool, Force-field analysis (Lewin, 1947). Main purpose for using this tool is to understand context (driving forces) and content (objective, goal, and restraining forces) and determine the process (ways to enhance positive factors and lessen negative factors) (Giardino et al., 1994). This tool confirms the nature and type of change at Alpha confirms, analyzed by TRPOICS test. The primary restraining forces indicate that most of the barriers to change involved soft aspects, such as senior management, existing culture and employee related barriers. Field force analysis (Modeled on source: Lewin, 1947) Content (What): Existing situation at Alpha was not conducive for proposed concurrent development approach either. This approach follows iterative process, which calls for authoritative and speedy decision-making activities along with team culture (Cockburn, 2002). However, bureaucracy structure hinders speed (Martin, 1991) and is not suitable for highly dynamic and complex business processes (Carnall, 2003). Crozier (1964, cited in Hughes, 2003) feels that static working patterns and fixed procedures are not beneficial in a dynamic and volatile business environment. Hence Alpha not only required change in product-development process but also to organization structure. Process (How): Changes at unit were managed and implemented using Beer et al.s (1990) critical path to corporate renewal. This six-step planned-change model needs to be executed in sequence to achieve a successful change. The critical path process in the present case was led by unit head with a middle management team. 1. Mobilize commitment to change through joint diagnosis of business problem: Prior to any effective change effort, it is important to have business problem clearly defined . Management should help people in developing a shared diagnosis of the problem (Beer et al., 1990) and realizing the need for change in existing status quo (Richardson Varkoi, 2003). Kotter (1996) describes the need for a powerful guiding coalition with involvement of key members of the organization. The number of such key members can be small to start with, and can gradually be increased as project gains momentum (Borjesson Mathiassen, 2003). At Alpha, initial step taken by the unit head to review the business broadly. Sticking to Lippits ‘golden rule (1959), an external consultant with his assistant was brought in to lead the change, and to develop the guidelines for the change management. External consultant was allowed to form a coalition-team with a senior researcher, five managers from various functions and six key expert employees from units production-department. Team together investigated existing and past product performances, results and artifacts. In order to analyze problems effectively, they also visited and observed many successful manufacturing companies. Through the analysis of their observations, customer satisfaction surveys and previous performance data, team formed a common understanding of the problem. Team recognized the flaw in the existing product methodology and lack of shared knowledge among employees due to which there were consistent and significant delays in product-delivery with poor p roduct-quality. They came up with two page fact sheet to support their analysis. At this point, team began to realize the need for an alternative organization model and development methodology. 2. Develop a shared vision of how to organize and manage for competitiveness: Once a problem is analyzed, coalition should align employees core tasks with vision of the organization, and lead them towards a task-aligned vision with redefining employees roles and responsibilities (Beer et. al, 1990). Objective of such new arrangements is to have better information-flow coordination pattern across all cross-functional departments. Moreover, these arrangements do not encounter much resistance as they do not cause any formal changes in systems and structure such as compensation or titles (Beer et. al, 1990). However, communications is essential to achieve such arrangement (Jones et al., 2004). Developing vision and strategy is generally a messy and time consuming process that results into guidance for future, which is feasible, desirable, flexible, and focused (Kotter, 1996). In order to develop vision, team executed future workshop to focus on democratic and creative idea generation from the participants. Future Workshops, a user-driven and participatory design technique, is used to help participants play an important role in designing vision for future, by actualizing a common problematic-situation (Greenbaum Kyng, 1991). This workshop is normally conducted in three phases: critique, visionary and realization phase (Jungk Mullert, 1986). The participants, at Alpha, consisted of management team and carefully chosen key employees. In critique phase, participants formulated their critical views regarding existing shared values and working procedures. At the end of this phase, participants were asked to prioritize the most important issues considered the barriers for the u nits development. In visionary phase, participants formulated the visions for units future direction, which brought in new suggestions and ideas for business activities improvement. In realization phase, participants identified actions to realize the visions most effectively as a response to critical issues. Relevant inputs gathered from participants of this process can be utilized while preparing overall change implementation plan (Jones et al., 2004). Based on cost-benefit analysis, future workshop and two-page factsheets, team carried out a SWOT analysis and developed a new organization model (refer fig-), along with a new methodology, concurrent development method, for product development and implementation. Intention of new model was to eliminate hierarchal and functional barriers to information sharing; whereas to adopt new product development approach to avoid delays and improve quality along with cost-competiveness of the product. Such organization-level changes do need an adequate support from senior management (Small Downey, 2001). therefore proposal of these changes was proposed to senior management team at HQ. While they were delighted to notice units pro-active and positive steps, they were not convinced with the new approach to resolve the critical issue as existing approach was working very well for rest of the organization. Eventually after few rounds of discussions, they got ready to lend their support and approved the proposal, despite their reservations. New organization model (Cross-functional Teams with their respective responsibility area) 3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along. Beer et al. (1990) feels that just simply helping employees develop a new vision is insufficient to make change successful. Employees need to understand the positive impact of new structure and approach to be committed to that vision. Therefore, it is vital to share and communicate the vision to employees in overcoming resistance to change and developing required competencies to make new organization work. Change process can be successful only when there are clear, concise and realistic change-plan and implementation-plan in place; otherwise process runs at risk of adding further resistance to change (Mathiassen et al., 2005). In order to communicate the vision to all employees, a conference with presentation and discussion was held. Senior management team from HQ along with all the employees, were in attendance. The change-plan with new structure and methodology, and implementation-plan with goals, objective, risks and mitigation plans, training plans, and milestone and measurement plans were also presented. Presence of senior management in the conference boosted the morale and confidence of units management team. Subsequently, internal meetings took place and goals, strategy and vision were circulated. Once new roles and responsibilities are defined, people need to foster the skills to make the new arrangement work. In fact, changes in the relationships due to these new roles, responsibilities will push people towards learning, and foster new attitudes and skills. Changed coordination pattern also increases sharing of information, employee collaboration and participation; this, in turn, reduces resistance level which arises as a result of incorrect information and rumours (Kotter Schlesinger, 1979). Team took the help of human resource team, not only to make sure employees were clear about the changes, and their roles and responsibilities but also to understand the required skills and trainings for the employees. Required trainings were imparted to employees to develop their skills. Beer et al. (1990) advocate replacing those managers who despite all the support and guidance do not want to or cannot change in order to function in new setup. Having said that such decisions can sometimes backfire as not only there is a threat of losing valuable skills and knowledge but also it can make other employees demoralized, that can hamper the change progress. Introduction of new model and development approach caused restructuring resulting into redundancy of staff in small number. Uncertainty created by the situation also made few employees depart during the transition process. Few managers and employees were replaced and few were given promotion. Few key employees including managers, who were very much accustomed to past bureaucratic culture could not find the new working model and culture suitable for them and subsequently, left the organization. 4. Spread revitalization to all departments without pushing it from the top. With a new structure is in place for the unit, departments and functions do have to rethink about their authorities and roles in the organization. Effective interaction between them and new organization structure enables members of team to become effective by letting employees participate actively in team decisions (Beer et al., 1990). At Alpha, where managers of production department looked the most spirited and passionate about the changes, managers of engineering department were more hesitating. They had always been a dominant force at Alpha and these changes were perceived as threat to their authority. In the past, they always shown less concern whether production department could manufacture products based on their design specification. However, with new organization structure and method in place, engineering department had to collaborate with product department in product development activities. This actually forced them to re-visit their approaches to manage and organize their own department, and rethink over their roles. Often when speedy change is required, leaders tend to force the issue throughout the organization; this generally short-circuits change-process. The best way is to let each functions and departments find their own way to the new organization (Beer et al., 1990). In case of Alpha, departments were encouraged to apply general concept of teamwork and coordination to their own situation. For nearly a year, engineering department had to suffer agony in implementing theses concept and accepting the new structure. Decision of their move to new structure was natural; since it was their own choice, team members showed commitment to learn the required attitude and skills. 5. Institutionalize revitalization through formal policies, systems, and structures. In any change process, sequence of activities should be carefully considered as activities suited at one particular time tend to backfire, if initiated little too soon. This is especially applicable to activities related to changes in systems and structure. Leaders should institutionalize changes only when right employees are in place and new arrangements are up and running. Beer et al. (1990) argues that none of formal structure and systems is perfect but employee commit to them, as they work in structure and learn about required interdependencies. If the implemented change becomes part of the culture of organization then it is considered successful (Senior Fleming, 2006). The units revitalization was successful as it enabled employees to change their views about their roles and responsibilities. They actually became convinced that change would bring a difference. This eventually resulted into a striking improvements in value added per employee, gross inventory per employee, scrap reduction, quality, and profits. To their credit, business unit was able to achieve all these without further control system, compensation or restructuring. However, eventually when opportunity came, there were few change were made in the formal organization. For example, vice president of operation was asked to leave organization and that position was eliminated altogether. 6. Monitor and adjust strategies in response to problems in the revitalization process. In order to sustain the benefits of changes and being able to adapt to dynamic competitive environment, an organization should know the effective use of continuous shared monitoring of the change process (Mathiassen et al., 2005). Keeping such measurement criteria provides multiple advantages, such as i) it keeps people, with direct involvement in the change-process, motivated; ii) it gives management a sense of direction in which change-project is moving iii) it also depicts a relationship between achieved result and invested effort. Even after successful change implementation, it is essential to re-examine the original plan regularly and revise it with respect to current circumstances and situations (Senior Fleming, 2006). Stating clear objectives and process measurements criteria explicitly in the implementation plan was very helpful. Measurements were gathered at the end of pilot-study and appropriate process benchmarking was set, after comparison with previous internal and cro ss-industry data. In order to monitor revitalization, several mechanisms were put in place. Internal surveys and feedbacks were introduced to monitor attitude and behaviour patterns. A monitoring team was formed to keep regular watch over the processes and plan for new challenges. This team consisted of managers and key members of respective functional teams and human resource and finance teams. Outcomes and lessons Outcomes: Use of critical path model in present case proved to be an effective way to evoke organization renewal without actually enforcing it. Beer et al.s (1990) believe that employees resistance to changes can be managed effectively through task-alignment approach. This turned out to be a key success factor in case of Alpha. Once core task aligned with organizations vision, employees discovered that new structure and product-development method are more effective. They started willing to accept changes, which otherwise they may have resisted. Adoption of concurrent development method along with change in existing structure, improved not only speed of decision-making but also employee-participation and knowledge-sharing among functions and departments. This enabled company to reduce product-manufacturing and delivery time significantly; this, consequently, improved product-quality and cost-competitiveness and therefore, the profit. The problems associated with the new development method and s tructure is now believed to have eased with increase in employees familiarization of new structure, and development approach. Despite all that, change-project at unit cannot be entirely considered successful. Beer assumes the approach of the changes through critical path model to be always top-bottom. However, the change-project in Alpha was initiated by unit head and carried out by his middle-management team with the help of an external consultant. One of the necessary steps was to gain approval and support from senior management teams of HQ, who was not roped in right from the word go. Negotiations with them caused notable delay in the implementation of the planned changes. The combined effect of not having senior management from HQ directly involved in the coalition, and resignations of senior researcher along with few key members of coalition while restructuring impacted the speed of the changes and its desired results. Although, change-project is claimed to be successful by the management team; but absence significant key performance indicators at the beginning for measuring the success, raise question mark over their claim. In fact, this change-project would be considered a failure if measured against traditional performance indicators, such as cost (in budget) and time (on time). Present study raises a few reservations over the critical path model itself. Basic flaws with this model are the lack of provision for pilot-project, and feedback-loop (iteration) at each stage. Pilot-project is considered to be very handy while implementing new process, which enables people to view new aspects of the process. This approach also gives an idea to people how process will work in actual and assists convincing others, particularly management, about the benefits of new process (Borjesson Mathiassen, 2003). At Alpha, pilot-project approach was employed effectively and it was successful, which convinced senior manager at HQ that the change-project was moving in right direction. Measurements gathered during pilot-project were also helpful in maintaining concentration and sustaining improvements. However, coalition did not realize the importance of feedback-loop at each stage, which caused uncertainty in employees mind, particular during restructuring. This resulted into dep arture of key employees, leaving long-term impact on the unit (Fodor Poor, 2009). Being effective only at organization-level changes, the model either not considered or overlooked specific aspects of concurrent-development approach; this gives rise to need for a more specific and tailored framework to manage such process-level changes. Bibliography Fodor, P., Poor, J. (2009). The Impact of the Economic and Financial Crisis on HRM and Knowledge-Management in Hungary and Slovakia Empirical Research 2008-2009. Acta Polytechnica Hungarica, 6 (3), 69-91. Nadler, D.A and Tushman, M.L. (1989).Organizational Frame Bending: Principles for Managing Reorientation.The Academy of Management Executive,3 (3), 194-204 Paton, R.A. and McCalman, J. (2008).Change management: a guide to effective implementation, 3rded. 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[Online] http://downeysmall.com/pdf/iemc2001rp_web.pdf (Accessed on: 06 Mar 2010) Mathiassen, L., Ngwenyama, O., Aaen, I. (2005). Managing Change in Software Process Improvement. IEEE Software. 22(6), 84-91 Jones, J., Aguirre, D., Calderone, M. (2004). 10 Principles of Change Management. [Online] http://www.strategybusiness.com/ (accessed on: 27 Dec 2009), Kotter, J., Schlesinger, L. (1979). Choosing Strategies for Change. Harvard Business Review 57(2), 106-114 (1979) Jungk, R. Mullert, N. (1996). Future Workshops How to Create desirable futures. London: Institute for Social Inventions. Greenbaum J., Kyng M. (1991). Design at work: Cooperative Design of Computer Systems. New Jersey: Lawrence Earlbaum Associates. Beer M., Spector B. A., Spector B. (1990). The Critical Path to Corporate Renewal. Boston: Harvard Business School Press. Pettigrew, A., and Whipp, R. (1991). Managing change for competitive success. Oxford.: Blackwell. Hughes, O. (2003). Public management and administration. London: Palgrave, Macmillan. Pettigrew A., Ferlie E., McKee L, (1992). Shaping Strategic Change The Case of the NHS in the 1980s. Public Money Management, 12(3), 27-31. Wallach, E. (1983). Individuals and organisations: The cultural match. Training and Development Journal, 29-36. Deal T. E. and Kennedy, A. A. (1982).Corporate Cultures: The Rites and Rituals of Corporate Life. Harmondsworth: Penguin Books. McHugh, M. and Bennett, H. (1999). Introducing team working within a bureaucratic maze.Leadership and Organizational Development Journal. 20 (2), 81-93. Carnall, C. (2003). Managing change in organizations, 4th ed. UK: Prentice-Hall. Cockburn, A. (2002). Agile software development. Boston: Addison-Wesley. Hofstede, G. (2003). Cultures and organisations—Software of the mind. London: Profile Books. De Long, D. W., Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127. Martin, J. (1991). Rapid application development. 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Ted Bundy Essays -- essays research papers

Murder is the most vindictive crime society can commit. As individuals in society, the belief of being born a murderer is false. No one is born a murderer; society gives birth to that murderer. In Ted Bundy's case the lack of parental guidance and constant rejection of women contributed to him evolving into a vicious serial killer. Bundy was a man who let his fantasies run his life, he believed that life was a game. All this contributed to making Bundy revengeful, bitter, and not quite mentally stable. Bundy took countless numbers of young female lives in the 70's. This man seemed to have a highly unstable personality and was often confused in life, some have suggested that, "Bundy was insane and that he should have been in a mental institution." Bundy was executed in 1989 in Florida for his crimes, but the real question is what really made this vicious man tick? Ted Bundy went down in history as one of the most brutal serial killers of the 20th century (AP 10). Ted Bundy was born on November 24, 1946 in Burlington, Vermont in a home for unwed mothers. His 22-year-old mother Eleanor Louise Cowell felt forced by the norms of society to have her parents raise Ted as their own and she portrayed herself to be her son's older sister. As for Ted's natural father Lloyd Marshall, who was an Air Force veteran was unknown to him throughout his life. When Ted turned four, his mother, Louise took him with her and moved to Tacoma, Washington where she married Johnnie Bundy. Ted Bundy felt nothing towards his stepfather, he was very bitter that he was forced to move across the continent from his grandfather, the only man he looked up to. Although, a psychiatrist had concluded after talking with Bundy year's later, that his grandfather was an abusive brute or even worse. As a young boy, Bundy had started becoming obsessed with females and obscure sexuality, "..as a boy, he was already roaming his neighborhood and picking through trash barrels in searc h of pictures of naked women" (Davis.) This seems to be the result of very poor to no parental guidance, he stated himself that he couldn't talk to his parents about many things. Ted Bundy had expressed feelings during an interview that, parental involvement and security is very important in a young child's life and that he never had that protection. Bundy was very shy as a youth and he was often bullied... ...y to travel in the mind of a killer. AOFP. "Ted Bundy: Pathological Profile" www.datagraph.com/bundy.profile.html October 1996 A.P. "Dentist, Using Photos, links Bundy to Bites on Victim in Slaying" The New York Times 19 July 1979. A10 Davis, Barbara. "Ex-deputy tries to cash in Bundy's car" The Seattle Times www.seattletimes.com/extra/browse/html97/alttedd_071697.html Duijndam, Rachael. "investigation " www.crimelibrary.com/bundy/investigation.html November 1998. Duijndam, Rachael. "A Time of Terror " www.crimelibrary.com/bundy/terror.html November 1998. Duijndam, Rachael. "The Time of Change" www.crimelibrary.com/bundy/change.html November1998 Larsen, Richard W. Bundy: The Deliberate Stranger (New York, Pocket Books) 1986 Mello, Michael. "Crazy Joe, Ted Bundy and Us" The Miami Herald 18 May 1997 B10 Michaud, Stephen G. and Aynesworth, Hugh. Ted Bundy: Conversations with a Killer (Toronto, Penguin Group) 1989 Reinhold, Robert. "Student says Bundy fled Murder Scene in Florida" The New York Times 17 July 1979, B15 Rule, Ann. The Stranger Beside Me (Toronto, Penguin Group) 1989

A&P and Greasy Lake

Greasy Lake by T. Coraghessan Boyle and A&P by John Updike are both stories about coming of age. Over the generations there have been many changes. In these two short-stories it proves that, although it takes place in different generations, coming of age is still a time to prove one’s self. A&P is about a nineteen-year-old boy that works at a local grocery store. The main character, Sammy, stands up against his manager in an attempt to defend and hopefully impress the girls he was attracted to, who were not â€Å"decently dressed. Greasy Lake on the other hand is told from the narrator’s point of view, about several nineteen years old boys who play a prank on a â€Å"bad† character and experience what bad characters are capable of doing. For the narrator and Sammy they realize their lack of infantility after their conflicts with other people in the stories. In Sammy’s case, â€Å"enraged that Lengel has humiliated the girls†, he quits his job tryin g to defend and impress the girls. The girls just ignore Sammy and leave the store after all of the arguing had died down. Sammy is then left by himself, without a job and without the girls. When he looks back at the store from outside, â€Å"[his] stomach kind of fell as [he] felt how hard the world was going to be to [him] hereafter. † Obviously, he is feeling a sense of regret when Sammy mentions the hardship in his life after he quits his job at the grocery store. The narrator in Greasy Lake also learns a lesson for the story. He learns that one’s appearance does not represent one’s true self. Three of the â€Å"dangerous characters†, including the narrator and his friends, â€Å"drive out to scum-and refuse-clotted Greasy Lake in search for action. †

Free Essays on Effects Of Science On The Great Awakening

The Effects of Science on the Great Awakening If the sciences had been quicker to develop, the Great Awakening would not have happened. This is because people were seeing change as a good thing after the rapid spread of disease, which would be preventative when science did develop. Also, the ideas of modern scientists, made people begin to think of the gap between man and God as much smaller, and that the consequence of their actions all that much greater. The great Awakening was actually a series of revivals that took place in the American colonies spanning several years. It was a shift of religious teachings from the importance of the church to preaching of the importance of personal behavior. The changes that took place during the Great Awakening were so dramatic that those who took part in the awakening became known as the ‘New Lights’ and those who didn’t were called the ‘Old Lights’. Settlers in the American colonies seemed to have more trouble with disease than they had planned for. They were dealing with both the diseases that they had brought with them from England and those that were Native to their new home continent. They did their best to mix the old medicines they brought with them from Europe with the new remedies to provide cures for these new diseases (Cotton). Life on the frontier was especially hard and these settlers found that in these regions survival was truly every man for himself (Matthews). In these regions there were few familiar herbs available, and not many of the herbs brought with them were capable of growing in the new terrain. These people also had the least access to doctors as they lived so far west and their large plantations could often put several miles between themselves and any major city (Cotton). In this time period doctors studied the ideas from ancient texts such as those written by Hippocrates, Aristotle, Dicorides and Galen. They taught that sickness... Free Essays on Effects Of Science On The Great Awakening Free Essays on Effects Of Science On The Great Awakening The Effects of Science on the Great Awakening If the sciences had been quicker to develop, the Great Awakening would not have happened. This is because people were seeing change as a good thing after the rapid spread of disease, which would be preventative when science did develop. Also, the ideas of modern scientists, made people begin to think of the gap between man and God as much smaller, and that the consequence of their actions all that much greater. The great Awakening was actually a series of revivals that took place in the American colonies spanning several years. It was a shift of religious teachings from the importance of the church to preaching of the importance of personal behavior. The changes that took place during the Great Awakening were so dramatic that those who took part in the awakening became known as the ‘New Lights’ and those who didn’t were called the ‘Old Lights’. Settlers in the American colonies seemed to have more trouble with disease than they had planned for. They were dealing with both the diseases that they had brought with them from England and those that were Native to their new home continent. They did their best to mix the old medicines they brought with them from Europe with the new remedies to provide cures for these new diseases (Cotton). Life on the frontier was especially hard and these settlers found that in these regions survival was truly every man for himself (Matthews). In these regions there were few familiar herbs available, and not many of the herbs brought with them were capable of growing in the new terrain. These people also had the least access to doctors as they lived so far west and their large plantations could often put several miles between themselves and any major city (Cotton). In this time period doctors studied the ideas from ancient texts such as those written by Hippocrates, Aristotle, Dicorides and Galen. They taught that sickness...

Organizing Your Genealogy Files

Organizing Your Genealogy Files Piles of copies of old records, printouts from genealogy websites, and letters from fellow genealogy researchers are sitting in piles on the desk, in boxes, and even on the floor. Some are even mixed in with bills and your childrens school papers. Your papers may not be completely disorganized if youre asked for something specific, you can probably find it, but it definitely isnt a filing system that you would describe as efficient. Believe it or not, the solution is as simple as finding an organizational system that suits your needs and research habits and then making it work. It might not be as simple as it sounds, but it is doable and will ultimately help to keep you from spinning your wheels and duplicating research. Which Filing System is Best Ask a group of genealogists how they organize their files, and youre likely to get as many different answers as genealogists. There are a number of popular genealogy organization systems, including binders, notebooks, files, etc., but there truly is no individual system which is best or correct. We all think and behave differently, so ultimately the most important consideration in setting up your filing system is that it must fit your personal style. The best organization system is always the one that you will use. Taming the Paper Monster As your genealogy project progresses youll find that you have numerous paper documents to file for each individual that you research birth records, census records, newspaper articles, wills, correspondence with fellow researchers, Web site printouts, etc. The trick is to develop a filing system that will enable to easily lay your fingers on any of these documents at any time. Commonly used genealogical filing systems include: By Surname:  All papers for an individual surname are filed together.By Couple or Family:  All papers related to a husband and wife or family unit are filed together.By Family Line:  All papers related to a specific family line are filed together. Many genealogists begin by starting with four such ancestral lines one for each of their grandparents.By Event:  All papers related to a specific event type (i.e. birth, marriage, census, etc.) are filed together. Beginning with any of the four systems mentioned above, you could then further organize your papers into the following categories: By Location:  Papers are first grouped by one of the four genealogy filing systems listed above, and then further broken down by country, state, county, or town to reflect your ancestors migration. For example, if you chose the Surname Method, you would first group all CRISP ancestors together, and then further break the piles down into the England CRISPs, the North Carolina CRISPs, and the Tennessee CRISPs.By Record Type:  Papers are first grouped by one of the four genealogy filing systems listed above, and then further broken down by record type (i.e. birth records, census records, wills, etc.). Binders, Folders, Notebooks, or Computer The first step to starting an organizational system is to decide on the basic physical form for your filing (piles dont count!)   file folders, notebooks, binders, or computer disks. Filing Cabinet and File Folders:  File folders, probably the most popular organizational tool for genealogists, are inexpensive, very portable, and easily hold papers of different shapes and sizes. When dropped, however, file folders can become quite a mess with papers thrown out of order, and possibly misplaced. File folders make it easy to consult documents, but you have to be diligent about making sure the paper is put back where it came from. Once youve generated a lot of paper, however, the file folder system is the most flexible and expandable.Binders:  If youre someone who really likes to keep things together in one place, then organizing your printed genealogy data into binders may be a good option for you. This method standardizes your genealogical records into a regular size paper format. Documents that you dont wish to three-hole punch, can be added in polypropylene sleeves. Binders are portable and dont require a filing cabinet, however, if you do a lot of genealogic al research you may find that binders eventually become too cumbersome on their own.​ Computer Disks, CDs, and DVDs:  Transcribing  or scanning genealogical documents into the computer can save quite a bit of space, and computerized organizational systems can greatly speed up tedious tasks such as sorting and cross-referencing. CD-ROM quality has also greatly improved, supposedly lasting indefinitely under proper storage conditions. But, will your descendants 100 or more years from now have a computer that can read them? If you choose to use your computer as your primary organizational system, consider also making and preserving copies or printouts of important documents. Once you get started organizing your genealogical clutter, youll probably find that a combination of storage methods works best. Some people, for example, use binders to organize proven family and file folders for miscellaneous research on unproven connections, neighborhood or locality research, and correspondence. It is important to keep in mind that organization is and always will be a work in progress. Organizing Your Genealogy Using File Folders To set up and use file folders to organize your genealogy records you will need the following basic supplies: A filing cabinet or file boxes with lids. The boxes need to be strong, preferably plastic, with horizontal inner ridges or grooves for letter-size hanging files.Colored, letter-size hanging file folders  in blue, green, red, and yellow. Look for ones with large tabs. You can also save a bit of money here by purchasing standard green hanging file-folders instead and using colored labels for the color-coding.Manila folders. These should have slightly smaller tabs than the hanging file folders and should have reinforced tops to last through heavy use.Pens. For best results, use a pen with an ultra fine point, felt tip, and black, permanent, acid-free ink.Highlighters. Buy highlighters in light blue, light green, yellow, and pink (dont use red because it is too dark). Colored pencils also work.Labels for file folders. These labels should have blue, green, red and yellow strips along the top and permanent adhesive on the back. Once youve assembled your supplies, its time to get started with the file folders. Use different colored file folders for the lineages of each of your four grandparents in other words, all folders created for the ancestors of one grandparent will be marked with the same color. The colors you select are up to you, but the following color choices are the most common: BLUE - ancestors of your paternal grandfather (fathers father)GREEN - ancestors of your paternal grandmother (fathers mother)RED - ancestors of your maternal grandfather (mothers father)YELLOW - ancestors of your maternal grandmother (mothers mother) Using the colors as outlined above, create a separate folder for each surname, writing names on the hanging file tab insert with the black permanent marker (or printing inserts on your printer). Then hang the files in alphabetical order in your file box or cabinet by color (i.e. put the blues alphabetically in one group, the greens in another group, etc.). If youre new to genealogy research, this may be all you need to do. If you have accumulated a lot of notes and photocopies, however, it is now time to subdivide. Here is where you need to choose how you want to organize your files. The two most popular methods as discussed on page 1 of this article are: by  Surname  (further broken down as needed by Locality and/or Record Type)by  Couple or Family Group The basic filing instructions are the same for each, the difference is primarily in how they are organized. If you arent sure yet which method will work best for you, try using the Surname method for one surname and the Family Group method for one or two families. See which one suits you best, or develop your own combination of the two. Family Group Method Create a family group sheet for each married couple listed on your pedigree chart. Then set up manila folders for each of the families by putting a colored label on the file folder tab. Match the label color to the color of the appropriate family line. On each label, write the names of the couple (using the  maiden name  for the wife) and the numbers from your  pedigree chart  (most pedigree charts use the  ahnentafel numbering system). Example: James OWENS and Mary CRISP, 4/5. Then place these manila family folders in the hanging folders for the appropriate surname and color, arranged in alphabetical order by the husbands first name or in numerical order by the numbers from your pedigree chart. In the front of each manila folder, attach the family group record of the family to serve as a table of contents. If there was more than one marriage, make a separate folder with a family group record for each other marriage. Each family folder should include all documents and notes from the time of a couples marriage. Documents which pertain to events prior to their marriage should be filed in the folders of their parents, such as birth certificates and family census records. Surname and Record Type Method First, sort your files by surname, and then create manila folders for each of the record types for which you have paperwork by putting a colored label on the file folder tab, matching the label color to the surname. On each label, write the name of the surname, followed by the record type. Example: CRISP: Census, CRISP: Land Records. Then place these manila family folders in the hanging folders for the appropriate surname and color, arranged in alphabetical order by the type of record. In the front of each manila folder, create and attach a table of contents that indexes the contents of the folder. Then add all documents and notes which correspond to the surname and type of record.

Market Analysis for Skating Service Park Essay Example | Topics and Well Written Essays - 1250 words

Market Analysis for Skating Service Park - Essay Example The first problem is to conduct the research so that we can get as much of information as we could, we should do park intercepts and we can ask people numerous of questions regarding their outing, we can also find young boys and girls and also men aging from 10 to 35 in so many places such as markets, malls, and also the other skate board parks in Houston which are nearly thirty, we can provide them with questionnaires and ask their advice on their level of liking or disliking the idea of a new park. The research should be conducted through a proper questionnaire and the target audience or the respondents should be majority of males looking young and energetic and also people who are quite fit because the service would be used mostly by people who are fit, for the purpose of conducing research the best possible solution is to look for people in the near by parks such as parks in Bellaire and other areas, the other places would be malls and entertainment places such as game zones, and also the people on road skating can be questioned, the service is having few qualities and strengths that should be clearly mentioned in the questionnaire and also the questionnaire should not be prepared in a way that can give the audience a hint for the desired answer, there are also few things that should be noted without questioning them in the question paper such as the gender and area where the research is conducted or park name can also be used to identify the responses from people of that pa rticular park, it has been said by Bassett in 1992, "Service must be found at or near the customer. Decentralization is indispensable. Corner grocery stores, once a feature of every city, are returning in the form of "convenience" stores. Personal Service from hairdressers or barbers has always been dispersed into local neighborhoods"(p. 28). and also the ratio of research from male to female should be 70 to 30 respectively, because we have more to find out in the male users which are far more than female in the service offered. Questionnaire What's your age group a. 8 - 14 b. 15 - 21 c. 22 - 28 d. 29 - 35 Do you like skating a. Yes b. No (proceed if Yes) Where do you like to skate a. Parks b. Roads c. other Which is your current park for skating _____________ Which area can you reach easily for skating ____________ What do you think about the services the park (for skating) is providing you a. Excellent

Answer this question Assignment Example | Topics and Well Written Essays - 500 words

Answer this question - Assignment Example Those who earned more contributed more and hence will receive more. Those in the public sector either rely on their pensions or the 403(b) which is available for the church ministers, certain tax-exempt organizations as well as public school employees. The retirement money is provided through an insurance company, invested in mutual funds or a retirement account set up. The public employees’ retirement system is common in the state of Nebraska making it stand out from the other states such as Kansas as the retired public employees live comfortably on their retirement savings plan paid monthly (Fenge, De Menil and Pestieau 172). Americans have moved from the corporate sponsored retirement plan where the corporates were offering pensions. With the increase of people in this sector, the plan was simply too much to sustain and the employers moved towards the defined benefit (DB). The DB plan is sponsored by the employer in addition to employee contributions. The money is then pooled together with the available funding from government and other sponsors of the plan. Employees under this plan are therefore able to receive certain benefits based on their number of years in service as well as their average salary. The DB plan can also offer payment monthly for as long as the annuitants live instead of a lump-sum distribution option (Slesnick and Suttle, 115). There is also the retirement plan of defined contribution pension plan (DC) which works similarly like a regular insurance. The employer specifies the amount of money needed for the plan to be contributed on a regular basis. The money in invested and the performance of the investment over time as well as amount contributed will determine how much they will get in their retirement funds. Even though the plan provides more flexibility in payment, the investment risks are shouldered by the employee (Slesnick and Suttle,