Organic food has better ratings on health benefits than...

Organic food has better ratings on health benefits than conventional food but conventional food costs less. Most people have a hard time making an educated decision on the better selection. Scientists and consumers have reviewed and theorized that the healthier option for the human body seems to be consuming organic food in comparison with traditional foods. Many people disagree about the legitimacy of the argument for organic food consumption, and whether it will result as the healthier choice. Organic food proves to be the healthier choice because of the way the crops get handled. As stated by Organic Agriculture professionals, â€Å"organic agriculture refers to the practice of cultivating crops or raising livestock with little or no use of†¦show more content†¦As stated by Organic Agriculture and Organic Food, â€Å"for centuries, farmers utilized such natural cultivation techniques like harvest rotation, hybridization, including the utilization of soil supplements, in cluding fertilizer or manure. Farmers also had to rely on natural pest control methods as the foundation of useful bugs or bug- repellent plants,†(Organic Agriculture and Organic Food, par. 2). Keeping these precautions in mind, growers preserve various species from the hazardous results of pesticides. John Bennett Lawes, an English agricultural specialist in 1842, came up with the initial plan for applying artificial compost. Even though Lawes’s fertilizer produced augmented phosphorus including additional essential nutrients, the problem with fixating nitrogen in plants continued. Though the Haber method, in addition to the resulting, Green Revolution, gave adequate food to feed the earths quick expanding population, the use of synthetic fertilizers and pesticides in plants and the application of fake hormones and medicines in cows has numerous adverse effects on the ecosystem and individual vitality. Organic foods benefit consumers and the environment by decreasing the use of chemical and harmful additives to produce more food. Over 400 chemicals sprayed on plants can substitute biocides to rid of weeds and insects. Apples get sprayed 16 times with up to 36 different kinds of pesticides. This sortShow MoreRelatedOrganic And Free Range Of Grass Fed Essay2144 Words   |  9 Pages Organic. Cage Free. Free Range. Grass Fed. Non-GMO. These descriptors are used in grocery stores across the United States of America and are a major component of guiding consumers through their purchasing decisions. However, since these labels usually appear without any description, how do consumers know what do these labels really mean? Furthermore, how do food producers and their governing organizations decide when a label can be applied? The meat, egg, and produce industry are all affectedRead MoreInputs Diagnosis Whole Foods1852 Words   |  8 Pages WHOLE FOODS MARKETS ABC FOODS MERGER INPUTS DIAGNOSIS Rivalry Among Existing Firms The range of competitors within the overall industry include chain and independent supermarkets (Krogers, Safeway, others); mass merchandisers and super centers (Wal-mart,Target); convenience stores; wholesale clubs (Sam’s); restaurants and fast food chains andnatural food stores (Whole Foods, Wild Oats Generally the concentration of competitors has been fragmented by geography. However, through recent consolidationsRead MoreOrganic Food2508 Words   |  11 Pagesnet Purchase Intention of Organic Food; Perceived Value Overview INTENTION DACHATS DES ALIMENTS BIOLOGIQUES; VUE D’ENSEMBLE DE VALEUR PERÇUE Mohd Rizaimy Shaharudin1 Jacqueline Junika Pani2 Suhardi Wan Mansor3 Shamsul Jamel Elias4 Abstract: Organic food consumption among consumers is becoming popular nowadays. The attitude has emerged in today’s modern world due to the increased in awareness of the importance to maintain a healthy lifestyle by consuming foods without unsafe additives, preservativesRead MoreWhole Foods Market Swot Analysis2788 Words   |  12 PagesRunning Head: WHOLE FOODS MARKET SWOT ANALYSIS [pic] DeVry University Tracy Morgan Principals of Management 303 Instructor’s Name: Michelle Dawes Birt Assignment Issue Date: January 2, 2011 Assignment Due Date: January 23, 2011 Originally, Whole Foods Market (WFM) was founded in Austin, Texas, in 1980 with a staff of 19 people. 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Bloom ETU 20030459 SUMMARY General Background 4 1 Market development and cultural factors. 5 1.1 Culture influences the food choice. 5 1.2 The level of development of the country market influences organic food choice 6 1.2.1 A cross- national study of Danish and New-Zealand organic consumers. 6 1.2.2 The moderators of consumption depend on the marketRead MoreAnimal Welfare And Relative Welfare4014 Words   |  17 Pages Organic Animal Welfare By Jason Hubing University of Wisconsin River Falls ANSC 115 Animal Welfare Dr. Kurt Vogel Scientific Journal Report #2 12/16/2014 Introduction Much can be said about animal welfare, many aspects are relatively new. New topics and avenues of potential research are constantly surfacing. For starters, one idea I’m going to attempt to tackle is an ethical one. Subjective at best in my opinion, it usually doesn’t warrant serious scientific research. TheRead MoreWhole Foods Strtegic Analysis7671 Words   |  31 PagesWhole Foods Inc. Strategic Management Review | An Academic Review of Whole Foods Strategic Decisions | Critical Strategic Milestones * Whole Foods Market founded in 1980 with 19 employees. (History, 2012 :1) * Whole Foods Market goes public on January 23rd, 1992. (History, 2012 :1) * In 1996 Whole Foods Markets acquires Fresh Field Markets picking up 22 stores located on the east coast and Chicago area for 4.8 million shares of common stock and an option for 549,000 additionalRead MoreTarget Corp Strategic Recommendation Essay9714 Words   |  39 Pagesrelated to Target Corporation’s Health Wellness category. Target is already a multi-million dollar company, but after analyzing the company, our team has come up with a few strategic recommendations to aid in the continued success of Target. We have found that Target strives to combine top of the line innovation, excellent customer service, and unparallel value at attractive prices to customers using their Expect More. Pay Less ® brand promise. 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Analysis Of The Story Soldier s Home - 1486 Words

In the story, â€Å"Soldier’s Home† Krebs home is in a small town in Oklahoma. He goes through a process of choice. The draft for WWI included Krebs who was attending Methodist college in Kansas than. Krebs had spent two years in warfare in Germany. His experiences in the war have changed Krebs in different ways. Krebs comes home from the war and finds himself alienated from his friends and family. This transition for Krebs endures is a tough process and feels disconnected from his family and friends. For me, my hometown is Ali Chuckson or Little Tucson, on the Tohono O’odham Nation in Arizona. I also go through a process of choice, when I was getting bullied my first year of high school. I chose to leave my hometown, to go to a boarding school†¦show more content†¦For the second year and third year, my friends, then have changed and I have changed. Some I lost touch with, and others still remain friends. Also, throughout the years I had made new friends from school. In my family, they were always happy to see me and hear the stories from my school and different activities I did in school like sports, clubs, and trips. Over the next two years, my stories and my family’s reaction seemed the same. I found myself lying to my family to make up a good story for everyone to listen. Along with stories I’ve told I had to lie to hide the truth. At the same time, I noticed nothing at home had changed just the older people got including myself. According to Krebs’s in the story, he analyzes the young women in his hometown. Krebs’s attraction to them is effective, but does not engage with them due to their complication, â€Å"They were too complicated† (Meyer 167). Krebs’s says, also, â€Å"he would have liked to have a girl but he did not want to spend a long time getting her† (Meyer 167). Along with Krebs’s experiences in warfare, he grasped the concept of not relying anyone but himself, including no wife or companion. During his time in Germany, Krebs did like the girls better due to the lack of communication. I suppose that is the kind of relationship Krebs would like for the rest of his life. The following month of relaxation at home Krebs’s mother comes into his room to discuss his future. SheShow MoreRelatedAnalysis Of An Occurrence At Owl Creek Bridge974 Words   |  4 PagesArt III August 30, 2017 Analysis of An Occurrence at Owl Creek Bridge Death, a difficult topic, a time when you no longer live, no longer breathe, the deadline in one’s life where they abruptly cease to exist. The topic of death is spoken of in many forms of literature, including a short story by Ambrose Bierce; An Occurrence at Owl Creek Bridge. Farquhar, is the main character in this story who is being hung for trying to set a Union bridge on fire. Throughout this story, Bierce tells us throughRead MoreEssay about WWI Sources1632 Words   |  7 Pagesvarying strengths and weaknesses of these sources. 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Riordan Manufacturing Executive Report Free Essays

Riordan Manufacturing Executive Report Warren Buffet once said, â€Å"Price is what you pay. Value is what you get. † With a company that has over five hundred employees, four locations worldwide, and $50 million in annual sales, placing the value on the organization is simple; look at the bottom line and see the profit. We will write a custom essay sample on Riordan Manufacturing Executive Report or any similar topic only for you Order Now This is the situation at Riordan Manufacturing where the price it paid to do business was less than what it made, defining a clear value in what Riordan provides. Riordan’s Sales and Marketing department has a clear value; $50 million is sales to show of it. But how do we show the value for other departments within the organization such as Information Systems (IS) and Information Technology (IT) solutions? While the IS and IT costs and what Riordan pays for it are clear from looking at the financials, the value is not. This brings us to the question of what value does Riordan Manufacturing get out of its IS services and IT department. This question is the problem that Riordan Manufacturing has had for many years. Recently, Riordan executive management hired a new Chief Information Officer (CIO) to improve its infrastructure and to answer this question. While management wants to use more IS and IT solutions throughout the organization, it has had trouble finding the perfect fit in all aspects of its operations. Even though IS and IT costs have risen, the puzzle pieces still have not come together; the value and benefit has not been clear to the company. As we will see throughout this review, it is time to focus and find the value that technology and information brings to the organization. It is time to find the efficiencies and savings that the company needs to clearly see the value. With Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), or Supply Chain Management (SCM) systems, there has got to be value in the way they are used. There has also got to be value in using outside services such as Application Service Providers (ASPs) than can help realize and utilize the value of these systems. Finding the best way to utilize technology will allow Riordan to find the best value in the IS and IT departments. Business systems analysis and recommendations Riordan Manufacturing prides itself on its public reputation as the leading edge manufacturer of plastic injection moldings that is backed by a powerful and innovative research and development team. However, internally, the organization is suffering greatly from severely outdated, labor-intensive, pencil and paper processes in the sales and marketing departments. Additionally, the business processes that are automated are departmentalized suited for the use of a single job function or department. Existing automated processes belong to the finance and accounting department as well as the inventory office of the manufacturing department. There is no connectivity between systems, and worse, attempts to establish communications between similar systems across the organization’s national and multinational locations have been fruitless. It is impossible for organization decision-makers to have a clear idea of the interworking of the organization and its financial health. Chief Operating Officer (COO), Hugh McCauley, has developed a comprehensive strategic direction for the organization decomposed into individual strategic initiatives and further broken down into various programs that are the responsibility of relevant departmental leaders to accomplish. Riordan’s COO has done an excellent job of initiating a strategic direction and smaller goals to ensure the organization maintains industry leader status, but the missing link that will truly drive each program’s success, is an information technology linkage. To remain ahead of competition and to transform into a more agile organization, it is recommended that Riordan’s management evaluate the benefits of enterprise-wide information systems. Enterprise-wide information systems Organizations commonly implement enterprise-wide systems to improve access to information and as a result experience growth, reduce costs, and improve efficiencies. The benefits of enterprise-wide systems such as enterprise resource management (ERP), customer relationship management (CRM), and supply chain management (SCM) directly align with Riordan’s strategic direction. Proper implementation of these systems will add value to Riordan’s business model. However, enterprise-wide implementations are characterized by large investments and large time commitments. Therefore, the organization must evaluate which systems will help it achieve the majority of its goals, in a reasonable time frame. In doing so, decision-makers can determine if each system’s value is worth its costs and the order in which to invest in and implement each system. Enterprise Resource Management (ERP) Pros. An ERP system is a necessary investment for Riordan because it integrates all departments and their respective functions across the organization into a single IT system (UMaine, 2009). There are three main benefits of ERP systems that directly address problems with Riordan’s operations. One benefit is a logical solution to a mess of incompatible applications currently in use by the organization. ERP also allows global access and sharing of organizational data as well. Additionally, implementing an ERP system will help the organization bypass the difficulties and expenses of replacing legacy systems (UMaine, 2009). An analysis of Riordan’s current issues with its Finance and Accounting department reveal an immediate need for an ERP solution. Riordan’s current process to complete the general ledger, income statement, and balance sheet is so labor intensive that accountants cannot complete the task until two or three weeks after month’s end. Additionally, external audits are required monthly. Riordan’s process documentation is difficult to analyze, making this important task costly and labor intensive as well. Compliance with new, stricter government regulations is also extremely difficult for this department. Riordan management finds these issues unacceptable and expects them to be addressed first (University of Phoenix, 2012). An ERP solution will correct these error-prone, labor-intensive processes through automation (Business-Software. com, 2010). This will help employees of the Finance and Accounting department complete Riordan’s financial statements in a timelier manner. Further, ERP will ensure that all workflows and procedures are formally documented, allowing external auditors to complete their job more effectively and produce timely and accurate feedback for Riordan management. ERP systems also ensure there is only â€Å"one version of truth† by feeding data to one centralized, integrated database (Business-Software, 2012). Not only does ERP help the organization deliver timely, accurate information to its customers and suppliers but is also necessary for regulatory compliance. Cons. Although an ERP system will lay the foundation for modern, efficient enterprise-wide business systems, Riordan must weigh the risks of implementing the system. The first risk is cost. For a multinational company like Riordan, the cost of installation can range from $30,000 to $500 million (Demand Media Inc. , 2012). Riordan will need to do an extensive financial analysis to determine if the organization has enough capital to expend on an ERP implementation as well as enough contingency funding to bail the organization out should the implementation fail. Another risk of ERP implementation is the level of complexity that and ERP system will add to Riordan’s processes. Riordan’s current staff may find the system to be too difficult to use and rebel against the system as a result. Riordan may also find that a portion of their existing staff may turnover as a result of the implementation and will need to hire a more specialized user base as a result. These specialized employees may require higher salaries than those they replace. To avoid this, Riordan will want to provide comprehensive training to affected users, but it will be a time-consuming processefficiency benefits of the system will not be measurable until the organization adjusts to the changes that the ERP system will bring (Demand Media Inc. , 2012). An important risk of ERP implementation to consider is data integrity. Because the ERP system’s database will be the single source of Riordan’s data, it must be accurate and secure. Integrating the ERP system with existing systems may require some software modifications. It will be important to ensure that the integration of system results in data that is single version of the truth as well as securing any new transactions between systems. It is also important to note that some ERP systems will be too inflexible to work with Riordan’s current business process and strategy (Demand Media Inc. , 2012). The organization must evaluate vendor and implementation options to ensure the ERP system help drive Riordan’s objectives, not hinder them. Customer Relationship Management (CRM) Pros. Riordan’s strategic direction and initiatives are highly customer-centric. Riordan’s strategy is to compete in its market by serving the top 15 customer clusters, and driving this strategy by providing the highest level of customer satisfaction to its 20 most important account holders. Additionally, the COO wants the organization to transform the Riordan brand into a significant competitive advantage (University of Phoenix, 2012). A CRM system is an excellent way to drive the success of this customer-centric strategy. CRM manages all aspects of an organization’s relationship with its customers to help increase customer loyalty, retention, and the organization’s profitability (UMaine, 2009). Additionally, CRM systems are synonymous with building brand awareness and loyalty. A modern definition of a brand is the summation of hundreds of small interactions between an organization and its customers (Yarmoff, 2001). A CRM system can capture the data that results from these actions for analysis by the marketing department. Marketing analysts can determine what is unique about the organization that draws customers to it, helping Riordan build its brand. In the upcoming fiscal year, Riordan is launching an aggressive sales and marketing program to grow its revenue, expand its customer base, and retain its best customers. The sales and marketing department will find difficulty in successfully completing this program considering their outdated, pencil and paper processes within the department. It will be difficult for Riordan’s marketers to target customers effectively by sifting through hundreds of paper files of historical sales records to conduct market analysis. It will be difficult for the sales department to document special customers’ needs, and ensure they are served throughout the organization’s order fulfillment processes by using the disparate sales systems currently in use. For back office analytical purposes, CRM can assist the marketing department in drawing upon data from a single data source to reveal trends, explain outcomes, predict results of campaigns, and identify the organization’s most profitable customers (UMaine, 2009). Analytical CRM helps the marketing department understand what Riordan’s customers like, dislike, and what appeals to them and indicate if Riordan is meeting or is capable of meeting customer’s needs. Analytical CRM provides this deep understanding of an organization’s customer base through data analysis and business intelligence tools (UMaine, 2009). It sends pertinent information to the marketing department for campaigns and to the front-end part of the system to provide the sales force with the information it requires. On the front-end, operational CRM can assist the sales representatives. Technology will include a contact management system, and opportunity management system. In this use-case, the CRM system will alert the sales representative regarding what the customer likes/dislikes to enhance cross-selling and up-selling opportunities. Front-end CRM will also help the sales representatives in resolving customer issues by providing web-based customer self-service tips and call scripting to better equip the representatives with handling the most common issues (UMaine, 2009). The CRM system can log recurring customer issues. This will assist Riordan’s sales representatives in solving difficult problems that have been previously addresses as well as assist management in targeting recurring scenarios that require improvement, resulting in increased customer satisfaction and retention rates. Cons. Like other enterprise-wide systems, CRM systems are characterized by expensive and difficult implementations. Riordan management has to ensure that the CRM initiative is well planned, historical data is input accurately, and ensure workflow is properly defined to reduce the risk of project failure (Gartner Research, 2000). Success will also be highly dependent on cooperation with the ERP and SCM initiatives, as they eventually will become integrated systems dependent on one another’s data inputs and outputs. Solutions must be chosen with compatibility and interconnectivity in mind. In CRM, over-automation is always a risk (Gartner Research, 2000). CRM is about bringing a company and its customers closer together, and some human-to-human interaction is necessary for customers to feel as if they are being heard. Finally, CRM systems are difficult systems to measure numeric outcomes and value (Gartner Research, 2000). Riordan management must define what unique, possibly intangible outcomes they want to measure from the CRM system to ensure it is providing its intended value. Supply Chain Management (SCM) Pros. As a manufacturer, Riordan would experience many benefits from the implementation of a SCM system. As part of its business strategy, Riordan is currently striving for supply chain excellence. The organization will drive this strategy by streamlining time-to-market processes, achieving 90% of customer requested ship dates, and reducing inefficiencies associated with its current shipping methods (University of Phoenix, 2012). A SCM system can help the organization achieve these goals as it manages the information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability (UMaine, 2009). A SCM system captures data from the five phases of the supply chain management process; planning, sourcing, making, delivering, and returning. This data translates into complete visibility and awareness of one’s supply chain, and in turn, competitive advantages. A SCM will be most effective in the planning phase if Riordan leverages information from an ERP and CRM system. With that data, the SCM system uses metrics to forecast and accurately meet customer demand. Riordan will eliminate waste from its inventory by having the right amount of materials on hand to fulfill customers’ orders as they are placed, reducing costs stemming from holding onto excessive inventory. Developing insight across all inventory locations will also permit better sharing of resources on-hand to meet emergency customer needs. In the sourcing phase, the SCM system will provide vendor management capabilities. Riordan can input data about eliable suppliers it has partnered with in the past as well as suppliers that have provided inadequate services to document differences in quality among vendors. Riordan can also capture pricing data to determine which vendors provide the best value for their products. This will make sourcing easier and more effective. The deals Riordan obtains from strong vendor partnerships could translate in more discounts for customers farther down t he line in the supply chain. In the â€Å"make† phase of SCM, a SCM system can ensure Riordan is manufacturing its products in accordance with the organization’s quality standards. Managers can determine the desired quality levels, translate the quality levels into metrics, and have these performance metrics monitored with the SCM system. The system will indicate when manufacturing is in line with quality metrics, surpassing metrics, or below metrics. A good deal of Rirodan’s reputation is dependent on manufacturing high quality products, so performance metrics in this area are important. The deliver phase is important to monitor with the SCM system as Riordan is experiencing inefficiencies in its logistic processes. The SCM system will help Riordan deal with processes and controls of logistic process to create efficient and effective transport and storage of its products as they are delivered to the customer (UMaine, 2009). A SCM system can analyze delivery times and help management determine where inefficiencies are occurring and why. The results may prompt management to create more conveniently located inventory facility locations to create more reliable transit times. The system will also help Riordan coordinate more effectively with its outsourced trucking company. The ability to share information between both parties will allow Riordan to load its trucks to 100% capacity, resulting in cost savings for itself as well as less trucks and drivers for its partner. Finally, the return phase of SCM will be most effective when combined with data from the CRM system. The return phase of SCM pertains to the process allowing customers to return defective and excess products (UMaine, 2009). It is important to capture why customers are returning products to serve them better in the future and learn from errors. It is also important for Riordan to be instantly aware that a return process has been initiated, so it can send out a replacement to a customer immediately. The customer may be dissatisfied as it is, so handling returns effectively can encourage the customer to continue using the company for future orders. This phase will help Riordan meet its goals of serving customers better as well as retaining them. Cons. Riordan must consider the many risks of supply chain management because this system is dependent on the cooperation of external business partners. The first roadblock is gaining trust from business partners. Riordan and its suppliers must be willing to exchange some confidential information in exchange for increase supply chain efficiency. Next a supply chain is only as strong as its weakest link, so if Riordan’s suppliers cannot provide quality goods in proper time frames, Riordan cannot get the most out of its SCM system (Wailgum, 2008). Internally, there will be resistance to change as well. Employees will need to adjust to stricter data entry requirements as well as higher scrutiny of their performance. Training will be crucial, as mistakes with the system will be made initially. A SCM system cannot absorb a company’s history and processes in the first few months (Wailgum, 2008) Management will have to be patient and continually feed the system clean data to reap visibility benefits. Recommendations The success of implementing enterprise-wide business tools is dependent on the creation of a single data source, populated by accurate and relevant information. To lay the foundation that will capture and integrate all information from Riordan’s unique workflows and processes, it is recommended that Riordan first invest in and implement an ERP system. Once this implementation is complete, and the organization is accustomed to the changes this system will bring, a CRM implementation can be considered. The ERP system’s centralized database will serve as the data source for the CRM system, making this implementation an easier transition for the organization. Once the CRM system is successfully implemented, a SCM implementation can be considered as Riordan’s financial health and strategic initiatives permit. A SCM system is recommended as the final enterprise-wide system to implement as it is reliant on information captured by both ERP systems and CRM systems (Wailgum, 2008). The success of these implementations will be dependent on a number of factors such as implementing the solutions in-house versus outsourcing the efforts, and implementing a performance metric system to ensure that the systems are continually providing the value intended. Outsourcing Models Riordan needs to consider outsourcing some of its business functions to reduce upfront cost and integration challenges faced while implementing enterprise applications ERP and CRM. There are many outsourcing models to consider and many benefits and advantages. Therefore, a thorough analysis and understanding of outsourcing models is necessary for Riordan’s long-term strategic alliance with vendors. This section outlines outsourcing models and services provided by the application service provider or ASP and other outsourcing models. ASP Model Application service provider is one who has expertise in implementing and managing IT operations of the business applications over a secure Internet on behalf of its customer or client. ASP also known as Managed Application provider (MAP), or managed services â€Å"combine hosted software, hardware and networking technologies to offer a service-based application, as opposed to a company-owned and operated application† (Sans Institute, 2006). ASP services include end-to-end solutions necessary for executing and operation of ERP, CRM, accounting, payroll, cloud computing, and customized applications. In the ASP model, the provider typically identifies the applications common to many organizations (for example, ERP) and hosts them in their data centers. The access to applications provided via a browser-based or thin client software. According to Pearlson and Saunders (2010), â€Å"ASP not only provides access to software, but infrastructure, people, and maintenance to run it in a customized fashion for a client. † Hence, the objective of ASP is to provide a secure, error-free environment of application systems and infrastructure round the clock. The ideal candidates for taking the advantage of ASP are Riordan’s non-core applications, which relaxes IT resources and make them available for core applications. Another instance of ASP is Software as a Service (SaaS), which host multiple companies (multi-tenant) to use the same set of software and hardware, but still provide a user experience of single application. The application accessed via Internet, and provides rich web interface using technologies like AJAX and XML. The web applications delivered via SaaS is customizable and integrates into in-house application using web services and ETL tools. For example, Sales Force applications from SalesForce. com are multi-tenant web applications used by many organizations as their primary CRM application. Engagement with ASP involves service level agreements (SLAs), which contains many clause and vendor expectations. SLAs consists of sections on â€Å"availability, accessibility, performance, maintenance, backup/recovery, upgrades, equipment ownership, software ownership, security, and confidentiality† (Pearlson Saunders, 2010). ASP may provide cost-effective solution in their area of their expertise. However, for security professionals, the move to use the ASP model comes at an often-high cost. The ASP may be an expert in its domain, but its security function may be immature (Schoenfield, n. d. ). Hence, one should consider risk assessment and analyze the end-to-end solution of ASPs and their security models. Many ASPs available in the market, Riordan should evaluate them once the outsourcing requirement finalized. The table below provides list of ASPs and their domain expertise. Table 1 List of ASPs Application Service Provider Domain expertise Appshop www. appshop. com Oracle 11i ebusiness suite Applications BlueStar Solutions www. bluestarsolutions. com Managing ERP solutions with a focus on SAP Corio www. corio. com Specializes in Oracle Applications Outtask www. outtask. com Integration of budgeting, customer service, sales anagement, and human resources applications Surebridge www. surebridge. com High-tech manufacturing, distribution, health care applications USi www. usinternetworking. com Ariba, Siebel, Microsoft, and Oracle customer base Note. Adapted from â€Å"Information Systems Sourcing,† by K. E. Pearlson and C. E. Saunders, 2010, Managing and Using Infor mation Systems. A Strategic Approach. Copyright 2010 by John Wiley Sons Inc. According to Subramanian and Williams (2007), a complex scenario of services provided by single or multiple vendors offer multiple benefits. The long term agreements are necessary to reap higher benefits. This model provides competence needed in the initial stage and provides better quality, increases productivity, and reduces cost as time progress. Service provider takes full end-to-end responsibility by investing on new technologies, mitigating risks to maintain business continuity and building high-level of trust. Figure 1. Services offered by managed Services. Note. Reprinted from Infosys White Paper (p. 5), by Subramanian and Williams, 2007, Copyright 2011 Infosys Limited Crowdsourcing Crowdsourcing is a new outsourcing model introduced in 2006 by Jeff Howe in an article titled â€Å"The rise of crowdsourcing† in WIRED online magazine. In the traditional outsourcing model, the work of an employee outsourced to external service provider. In this model, the available skilled resources and ideas limited to service provider and its industry and domain experience. Crowdsourcing reach out to a larger community over the Internet to complete a job or task. Thus, organizations gain access to a wide range of skills and resources available online. According to Jeff Howe the definition of Crowdsourcing is the act of taking a task traditionally performed by an employee or contractor and outsourcing it to an undefined, generally large group of people, in the form of an open call. Companies and individual make an open call to perform a job for a small amount. Open call to an Internet community of collective intelligence can increase productivity. With the advancement of Internet and Web 2. 0, many websites like elance. com, odesk. com and guru. com provide abundant resources of freelancers available globally. Riordan can make use of this model where the projects need specialized skills and risk is very low. Resources picked on reviews and rewards obtained from past assignments. For example, Riordan’s websites along with dynamic B2B and B2C pages using PHP and open source technologies is a good candidate of Crowdsourcing. Disadvantages of Crowdsourcing are low quality, communication issues, and researching for reliable resources with required skill set. Full Outsourcing Full outsourcing refers to outsourcing overall IT functions in an organization to an external service provider. This is similar to ASP model but the hardware and software remain on-site and vendor resources may collaborate with employee on-site or remotely, depending on the IT functions. For example, an enterprise may outsource helpdesk and desktop support. In this case vendor’s resources remain on-site to provide support on hardware and software issues. Some of software issues rectified remotely. Software development and maintenance happen in the vendor’s location. Companies typically choose this model if their perspective of IT does not support organizations strategic initiative. Doing so managers, and employees can concentrate on other value-adding assignment. Companies outsource completely to accommodate growth and respond to their business environment (Pearlson Saunders, 2010, p. 09) with SLA’s and multiple vendors. Riordan should not opt for full outsourcing because of risk in exposing copyrighted material, formulas, trade secrets, and unique manufacturing methods to competitors. Selective outsourcing fit well for Riordan. Selective Outsourcing Selective outsourcing allows IT executives with options of retaining few IT functions in-house f or strategic reasons. Selective outsourcing gives greater flexibility and often better service because of competitive market (Pearlson Saunders, 2010, p. 210). According to Subramanian and Williams (2007), another name for selective outsourcing is â€Å"Strategic out-tasking. IT executive will have total control, manage projects, and review deliverables in-house. Only few IT functions like new application development, enhancing application due business changes, fix non-critical issues outsourced and vendor take responsibility. Selective outsourcing is best suited for companies new to outsourcing. Riordan must outsource short-term assignments and small projects before venturing outsourcing in a bigger scale and when they cannot find resources with specific skills or to gain strategic advantage. Outsourcing versus in-house implementations Rose India Technologies PVT. Ltd (2011) defines outsourcing as â€Å"the process by which a company contracts another company to provide particular services†. These services and functions would be otherwise carried out in-house by the company’s own employees. The main reason companies outsource supply chain management are to reduce cost, free up internal resources, save time, to gain better control of managing functions, not enough internal resources to handle the job and share the risk with a partner. Some of disadvantages of outsourcing SCM include the underestimation of cost due to communication, inadequate governance meaning that an in-house overseeing committee needs to be set up, reduction of technical, key information and crucial knowledge control, dimensioning leadership with the business relations managed by supplier, increase in business continuity, increased cost due to salaries raises in other companies, and unethical suppliers. Outsourcing SCM will save the organization money in IT expenditures. The system becomes is streamlined and use by all location, more energy and money is left for core business strategies. The vendor will handle the development and implementation of custom finance software along with an accounting package along with the establishment of a joint venture offshore back office operation of the company’s invoicing, revenue processing, and auditing services. Some IT functions should not be outsourced such as core business competencies, functions that are knowledge based, and are company proprietary information. Multidisciplinary, Interdepartmental, factuality, and critical business function that may involve political risk should not be outsourced as well. Riordan should not outsource its core business function this part of the project should be done in-house so that Riordan maintain and controls these function to keep down all risk whether they are security risk or political risk. The reason most companies outsource ERP system is because they do not have the experience and the expertise to implement an ERP package. When it comes to implementation the supplier has a perfected system for installation and implementation, and most organizations do not want to assign full time staff to implementation thereby taking away from the day-to-day work as well as ERP package can be confusing and frustrating to employees due to false starts and downtime. Outsourcing ERP tends to be a good decision when it comes to medium to lager companies because more than likely outside help will be need for consultation, references, credentials, implementation, and monitoring and check consultants. Stress within the company is one disadvantage because employees must learn a new system, and process that may affect productivity and efficiency. The effect can be short and long term. Other cons such cost overruns during and implementation, converting, training and customized modules. The ERP system should be outsourced to a vendor can handle the testing and coding of the new system to insure it integrates with the existing or new MRP systems well verification and documentation leaving the IT Department free to oversee vendor and other IT functions ( Janstal,1999). Many ERP vendors and consulting firms, who have professional implementation and customization skills for manufacturing ERP software less adjustments, are necessary because they will design software specifically for Riordan Manufacturing. The cost for the production of ERP software purchase depends on the size and functions of the software and the extent of the adjustment (Baihaki,2009). The business of Customer Relationship Management (CRM) is evolving and changing in the market on a constant and constant base to meet the growing and demanding need for new strategies that increase business profit margin by having an application that create interactive analysis of the customers’ requirements and leading to the customers satisfaction. C. R. M s’ are all over the market place the need is to choose one, implement, install and train. Simple jobs no need to outsource. Value of Implementations and Outsourcing Recommendations Supply Chain Management Implementation Studies show that the effective supply chain management (SCM) enables organizations to perform better and maximize profitability by aligning their supply chains with the market demand (Baltzan Phillips, 2010). SCM implementation helps the organization to reduce inventory levels, minimize order-processing costs, improve responsiveness to customer needs, and compress order cycle time by streamlining and automating information flow among the different components of the supply chain process (Sumner, 2005). SCM implementation enables an organization to gain competitive advantage by reducing operating costs and increasing process efficiencies to meet market demands and to ensure timely delivery of products or services. Customer Relationship Management Implementation Intense market competition is forcing organizations to change their business models from sales-focused to customer-focused making customer satisfaction a paramount for the organization’s success (Baltzan Phillips, 2010). Customer relationship management (CRM) implementation will enable organizations to gain insight into customer buying behavior and purchase patterns and develop business strategies to improve customer satisfaction and service quality (Baltzan Phillips, 2010). Riordan can improve customer satisfaction, service quality, customer loyalty, profitability, and sales volume by implementing CRM systems to manage its interactions with the customers efficiently. Enterprise Resource Planning Implementation Business leaders require access to real-time business information to make business-related decisions in an efficient manner to improve performance. Enterprise resource planning (ERP) implementation integrates organization’s business processes into an information technology (IT) system facilitating an integrated view of enterprise-wide business information (Baltzan Phillips, 2010). ERP enables Riordan to streamline, automate, and integrate business processes to improve efficiency of business functions to reduce operating costs, improve customer service, increase revenues, eliminate redundancies, and improve decision-making (Baltzan Phillips, 2010). Outsourcing Recommendations Organizations have to find ways to improve performance of business operations to sustain in the global competition. Outsourcing enables an organization to increase productivity, reduce operating costs, and improve flexibility by taking advantage of low labor cost regions and difference in time zones (Morello, 2003). Riordan should consider full outsourcing model for the implementation of SCM, CRM, and ERP systems to another organization while ensuring appropriate knowledge transfer to its employees during the implementation process. Service providers expertise in the implementation of SCM, CRM, and ERP systems will help the organization to streamline, automate, standardize, and fine tune business processes to increase efficiency of business operations. Knowledge transfer to Riordan’s employees during and after implementation process will enable the organization to gain and retain adequate knowledge to support business systems efficiently. Riordan can use the selective outsourcing model for ongoing maintenance of the SCM, CRM, and ERP systems. Outsourcing only the IT support services to another organization will enable Riordan to keep critical business process knowledge in-house while ensuring round-the-clock IT support to its global business operations. Outsourcing redundant IT support services to another organization will help Riordan to concentrate more on business critical functions to increase productivity and improve operations performance. Providing Continued Value Once IT implementations are completed assessing the value of new systems is the next step. When companies invest in IT initiatives they want to see the added value to the organizations IT and IS departments. Setting up a process to measure continued value is essential in achieving this. For Riordan is recommend using IT metrics and Key Performance Indicators (KPI) to measure value. KPIs also known as Key Success Indicators will help the organization define and also measure progress toward organizational IT goals. KPIs are quantifiable measurements that are agreed upon, reflecting the critical success factors of the organization. If Key Performance Indicators are going to be of any value there must be a way for it to be accurately defined and measured. Equally important, KPIs once defined should be consistent year to year. The organization should also look to set targets for each Key Performance Indicator. Once KPIs are defined a way to measure it needs to be set up to collect information, a target, has to be established. Below are some KPIs for Riordan in assessing success of IT initiatives: IS and IT implementation adds tangible value to organization Implementation reduce IS and IT cost Measuring Effectiveness Measuring the effectiveness of a system can show its value to the organization but also set a benchmark to continually assess the system year after year. Using Effectiveness IT metrics measures its effectiveness on IT systems from the standpoint of a business tool. The metric can measure how IT affects specific aspects of a business and the business process such as conversion rates, customer satisfaction, and sell-through increases. Specifically, the metrics goal is to show how well a company is doing in reaching its objectives. In constantly questioning, it determines if the right decisions are being made to reach these objectives. One way we can measure effectiveness is through surveys to IT, finance and HR departments. The survey giving to employees can give insight as to if the system is helping make work more productive to Riordan employees or caused increased difficultly. The surveys should look to answer these questions: Is the system increasing daily productivity? Does system work seamlessly with critical IT systems? Are there any disadvantages to the new system? Is the system easy to support? Easy to use? Is more staff training needed? Establishing benchmarks is a typical way of measuring performance of IT Effectiveness. Benchmarking puts IT in greater demand to align with the business and demonstrate the company economic value. IT benchmarks can show how competitive IS and IT services are, and if there are ways to improve the process or increase efficiency of delivery of services. There are different models that can be used for Riordan to asses IS values. These are recommended: Peer/ industry comparisons Customer satisfaction IT effectiveness/value IT efficiency/cost Business IT process Cost benchmarking will address the problem of cost and quality of services. It can show what can be done to reduce cost and improve performance by showing best practices in the industry. Figure 2. Cost Benchmarking. Reprinted from IT Benchmarking: A Baseline for improving performance, by Ambuhl and Bitterman, 2004. A successful benchmark is valued by the actionable recommendation that yield immediate and long-term results. Be sure to outlining specifics in improving efficiency and effectiveness or it will have no significant value. Measuring Efficiency Measuring IT effectiveness is only one aspect to determining IT value. Efficiency IT metrics while similar has differences. This metric will measure the performance of an IT system. It measures performance such as throughput, speed, and availability of a system. This will also determine how well the newly implemented system works with established systems. To measure performance organized documenting and reporting process must be in place. Efficiency IT metrics can be used to measure the throughput, how fast information is travelling throughout Riordan’s intranet or the speed of transactions with its suppliers and customers. Additionally, it can measure traffic to a website. Traffic measures how many people come to a website in a given period of time. Additional benefits to the Efficiency IT metric, it not only measures the efficiency of a IT system for evaluating and improving its performance, but it makes sure the system is being used the right way, ensuring the effectiveness of the processes, and that they are in step with business objectives. Utilizing methods such as KPIs, Effectiveness IT metrics, Efficiency IT metrics, and benchmarking will help Riordan establish a clear dashboard, adding value to its IS and IT departments with every successful IT implementation. It will also show continual value of its IT systems by performance, which systems continue to add value and which do not. Conclusion As we have seen, Riordan Manufacturing’s utilization of information systems and information technology leaves a lot to be desired. With so much potential, they continue to have manual processes for tasks and information that can and should be automated and interconnected. Because of the lack of technology, executive management is not capable of seeing the big picture they need across the entire organization in order to make the best decisions. Because of this, it is hard for the company to see the value of the continued IS and IT investments. However, with the implementation of such systems as ERP, CRM, or SCM, value can be added, value can be see in the benefits they provide. While different systems may have a better fit within the organization, Riordan must determine what is best for them; they must determine how they will be used in the most beneficial way. With any major infrastructure change, there are new risks and costs to the organization. The correct hardware must be purchased; the right software must be installed; the business rules and requirements must be met; the systems must be maintained over time. Putting these puzzle pieces together might not always go as well as planned. This is why Riordan must consider some of the outsourcing solutions discussed. Deciding on using an ASP, running in a SaaS model, or installing and maintaining the systems themselves, each require extremely detailed analysis. While it is easy to see the cost of each of these systems and deployment methods, Riordan must continue to go back to determining the value of each system at the same time. If the value is a reduced IT staff; if the value is a more integrated system; if the value is a more productive manufacturing process, the systems will show their value themselves. Riordan Manufacturing wants to receive the value out of what they pay for. Yet we see that value is not a pay for what you get model, but value is in how you use what you paid for. References Ambuhl, C. , Bitterman, M. (2004). IT Benchmarking: A Baseline for mproving performance. Retrieved from http://www. rfgonline. com/events/highperformance. pdf Baihaqi (2009). Riordan Manufacturing. Retrieved from http://riordan-manufacturing. com/category/riordan-manufacturing and http://riordan-manufacturing. com/category/riordan-manufacturing-mission Baltzan, P. , Phillips, A. (2010). Business Driven Technology (4th ed. ). New York, NY: The McG raw-Hill Companies, Inc. Brook Schoenfield (n. d. ),’ Evaluating Application Service Provider Security for Enterprises’, retrieved from http://www. cisco. com/web/about/security/intelligence/asp-eval. tml Business-Software. com. (2012). Why do you need an ERP solution? Retrieved from http://www. business-software. com/erp/about-erp/why-do-you-need-an-erp-solution. php Demand Media Inc. (2012). What are the cons of ERP? Retrieved from http://www. ehow. com/list_6591648_cons-erp_. html Gartner Research. (2000). Customer Relationship Management (CRM): Perspective. Retrieved from http://lamarheller. com/technology/crm/whitepapers/crmdataperspective. pdf Janstal[v1] , S. (1999) Enterprise Resource Planning: Integrating Applications and Business Processes Across the Enterprise. Retrieved from http://www. dpu. se/CTR/ctrerp_e. html. Morello, D. (2003). The Organizational Implications of Offshore Outsourcing. Retrieved from http://www. gartner. com/resources/118100/118136/the_organizational_implicati_118136. pdf Pearlson, K. E. , Saunders, C. E. (2010). Managing and Using Information Systems. A Strategic Approach (4th ed. ). Retrieved from The University of Phoenix eBook Collection database. Rose India Tecnologies Pvt. Ltd. (2011). Outsourcing Services – Outsourcing Company in India. Retrieved from http://www. roseindia. et/services/outsourcing/index. shtml Sans Institute (2006). Application Service Providers (ASP) Policy. Retrieved from http://www. sans. org/security-resources/policies/Application_Service_Providers. pdf Subramanian, M. Williams, R. (2007). Outsourcing Models: Aligning Source Strategy to Business Objectives retrieved from http://www. infosys. com/global-sourcing/white-papers/Documents/aligning-sourcing-strategy. pdf Sumner, M. (2005) , Enterprise Resource Planning. Upper Saddle River, NJ: Pearson Education, Inc. UMaine. (2009). Enterprise Systems: SCM, CRM, ERP. Retrieved from http://www. slideshare. net/mgraham213/enterprise-systems-scm-crm-erp University of Phoenix. (2012). Riordan Manufacturing intranet. Retrieved from https://ecampus. phoenix. edu/secure/aapd/CIST/VOP/Business/Riordan/RioMfgHome002. htm Wailgum, T. (2008). Supply chain management definition and solutions. Retrieved from http://www. cio. com/article/40940/Supply_Chain_Management_Definition_and_Solutions#scm_abc Yarmoff, L. B. (2001). Strike up the brand. Retrieved from http://www. destinationcrm. com/Articles/Editorial/Magazine-Features/Strike-up- How to cite Riordan Manufacturing Executive Report, Essay examples

Emmas Critical Transitions Difficulties †MyAssignmenthelp.com

Question: Discuss about the Emma's Critical Transitions Difficulties. Answer: The life of Emma Gee changed when she became a stroke victim at the age of 24 and her childhood charming life was changed to dependant on medical systems for the basics such as movement ,and other life activities this what lead to the introduction of NBNC model which was to support her in her day to day activities. Focuses on Emma's critical transitions The difficulties which Emma developed which made it difficult for her to carry out her day to day activities such as walking. She developed dysarthria or dysphasia. She also developed psychological distress as a result of her long stay in hospital which was a very horrifying experience. After the critical transition focused on the three main points which were discussed above in the case of Emmas life .the main purpose was to address the following: The challenges which Emma experiences in her day to day activities as a result of ADLs post strokes. The condition of dysarthria which Emma developed which resulted in deficits in her speech. The mental and emotional trauma which Emma underwent through due to the stroke. Developments in the care planning for Emma supported the use of SOAP framework as to come up with a health care planning which was to ensure that Emma was not experiencing a wide range of challenges. The detailed SBNC plan was developed in regards to the three critical transitions which Emma was undergoing through, the detailed plans were as follows; Difficulties which were associated with ADLs post strokes such as swallowing, the deficit in speech, the deficit in sensory balance and left side paralysis were found to be the main causes of the challenges which Emma was facing. Due to the deficit of speech Emma found it very difficult to convey basic needs. The deficit of speech. The therapist who deals with dysphasia had recommended her to a communication board so as to let her point to any pictures but due to the condition of ataxia which she had developed, it was difficult for her too to point the pictures. Emmas psychological distress which she developed while she was staying in the hospital. Objective of data ADLs all the deficits which such mobility deficits, speech deficits and double incontinence where all found after the medical examination which Emma underwent after the stroke. Speech difficulties were as a result of conditions such as dysarthria and ataxia which she developed. Psychological distress; There was no medical diagnosis which was to prove that there was a mental and emotional distress which occurred after Emmas devastating stroke. Assessment 1 ADLs issue; there was a need for offering immediate support to Emmas condition of ADLs so as to enable Emma to be able to carry out her day to day activities. Speech in difficulties due to the development of the condition of dysphoria to Emma requiring special ways and modes which was to enable her to communicate with all those who were near her and also to enable her to convey about her needs. Psychological distress .tools which are used in an evaluationt5he level of distress which Emma suffered after the stroke. The level of trauma was assessed so as to stop further distress which Emma would suffer from. The multi-professional collaboration was necessary to identify the resilience strengths and skills of Emma and the level support which Emma may require that was the only way through which the ADLs were to be addressed. It was of great importance through which to take the feedback of Emma on the preference on the equipment which she would prefer using before they are purchased. The environment which surrounds Emma was to be modified according to her preferences and also the equipment which she was to use so as to avoid further injuries and complications. Emma was to be taught non-verbal techniques by the SBNC plan because the communication board did not teach her any form of communication which was to support her to communicate, the nonverbal techniques which she was to be trained included the use of gestures and touch to bodies which are near to her. It was revealed that the biomedical model of care was strictly followed in Emma so as to avoid other biological ailments but the model did not focus on the strength of patients during the care due to that the centeredness of the patient was missing since there were no feedbacks which were concerning the model. Emma was more satisfied with the care which was provided by the SBNC model because the model focused mainly on the factors which were relating to the well-being of the patients. References: Alway, D., 2016. Stroke Essentials for Primary Care: A Practical Guide. 1st ed. Chicago: Springer Science Business Media. Barnett, A. H., 2014. Diabetes: Best Practice Research Compendium. 2nd ed. London: Elsevier Health Sciences. Congress, 2011. Congressional Record, V. 150, PT. 9, June 2, 2004, to June 16, 2004. 3rd ed. New York: Government Printing Office. Harvey, R. L., 2016. Stroke Recovery and Rehabilitation. 4th ed. Berlin: Demos Medical Publishing, Rymer, M. M., 2015. The Stroke Center Handbook: Organizing Care for Better Outcomes, Second Edition. 2nd ed. London: CRC Press. Smith, G. W., 2013. Care of the Patient with a Stroke: A Handbook for the Patients Family and the Nurse. illustrated, revised ed. Texas: Springer.

Emmas Critical Transitions Difficulties †MyAssignmenthelp.com

Question: Discuss about the Emma's Critical Transitions Difficulties. Answer: The life of Emma Gee changed when she became a stroke victim at the age of 24 and her childhood charming life was changed to dependant on medical systems for the basics such as movement ,and other life activities this what lead to the introduction of NBNC model which was to support her in her day to day activities. Focuses on Emma's critical transitions The difficulties which Emma developed which made it difficult for her to carry out her day to day activities such as walking. She developed dysarthria or dysphasia. She also developed psychological distress as a result of her long stay in hospital which was a very horrifying experience. After the critical transition focused on the three main points which were discussed above in the case of Emmas life .the main purpose was to address the following: The challenges which Emma experiences in her day to day activities as a result of ADLs post strokes. The condition of dysarthria which Emma developed which resulted in deficits in her speech. The mental and emotional trauma which Emma underwent through due to the stroke. Developments in the care planning for Emma supported the use of SOAP framework as to come up with a health care planning which was to ensure that Emma was not experiencing a wide range of challenges. The detailed SBNC plan was developed in regards to the three critical transitions which Emma was undergoing through, the detailed plans were as follows; Difficulties which were associated with ADLs post strokes such as swallowing, the deficit in speech, the deficit in sensory balance and left side paralysis were found to be the main causes of the challenges which Emma was facing. Due to the deficit of speech Emma found it very difficult to convey basic needs. The deficit of speech. The therapist who deals with dysphasia had recommended her to a communication board so as to let her point to any pictures but due to the condition of ataxia which she had developed, it was difficult for her too to point the pictures. Emmas psychological distress which she developed while she was staying in the hospital. Objective of data ADLs all the deficits which such mobility deficits, speech deficits and double incontinence where all found after the medical examination which Emma underwent after the stroke. Speech difficulties were as a result of conditions such as dysarthria and ataxia which she developed. Psychological distress; There was no medical diagnosis which was to prove that there was a mental and emotional distress which occurred after Emmas devastating stroke. Assessment 1 ADLs issue; there was a need for offering immediate support to Emmas condition of ADLs so as to enable Emma to be able to carry out her day to day activities. Speech in difficulties due to the development of the condition of dysphoria to Emma requiring special ways and modes which was to enable her to communicate with all those who were near her and also to enable her to convey about her needs. Psychological distress .tools which are used in an evaluationt5he level of distress which Emma suffered after the stroke. The level of trauma was assessed so as to stop further distress which Emma would suffer from. The multi-professional collaboration was necessary to identify the resilience strengths and skills of Emma and the level support which Emma may require that was the only way through which the ADLs were to be addressed. It was of great importance through which to take the feedback of Emma on the preference on the equipment which she would prefer using before they are purchased. The environment which surrounds Emma was to be modified according to her preferences and also the equipment which she was to use so as to avoid further injuries and complications. Emma was to be taught non-verbal techniques by the SBNC plan because the communication board did not teach her any form of communication which was to support her to communicate, the nonverbal techniques which she was to be trained included the use of gestures and touch to bodies which are near to her. It was revealed that the biomedical model of care was strictly followed in Emma so as to avoid other biological ailments but the model did not focus on the strength of patients during the care due to that the centeredness of the patient was missing since there were no feedbacks which were concerning the model. Emma was more satisfied with the care which was provided by the SBNC model because the model focused mainly on the factors which were relating to the well-being of the patients. References: Alway, D., 2016. Stroke Essentials for Primary Care: A Practical Guide. 1st ed. Chicago: Springer Science Business Media. Barnett, A. H., 2014. Diabetes: Best Practice Research Compendium. 2nd ed. London: Elsevier Health Sciences. Congress, 2011. Congressional Record, V. 150, PT. 9, June 2, 2004, to June 16, 2004. 3rd ed. New York: Government Printing Office. Harvey, R. L., 2016. Stroke Recovery and Rehabilitation. 4th ed. Berlin: Demos Medical Publishing, Rymer, M. M., 2015. The Stroke Center Handbook: Organizing Care for Better Outcomes, Second Edition. 2nd ed. London: CRC Press. Smith, G. W., 2013. Care of the Patient with a Stroke: A Handbook for the Patients Family and the Nurse. illustrated, revised ed. Texas: Springer.

Jazz In 1920s Essays - Jazz Genres, African-American Music

Jazz In 1920s The 1920's was a huge decade for the phenomena known as "Jazz". Due to the closing of the seaport in New Orleans, musicians were forced to travel up the Mississippi to find work. Two of the cities most affected by this move were Chicago and New York. Chicago was home primarily for New Orleans traditional music during the 1920's. From this New Orleans style came four major types of jazz: Boogie-Woogie, Chicago Jazz, Urban Blues, and Society Dance Bands. Because of the ever-growing popularity of nightclubs during Prohibition, these styles of jazz thrived so musicians were guaranteed jobs. The popularity of the phonograph also provided a huge boost to the music industry during the 1920's. Boogie-Woogie was a style of improvised piano music played during the '20's in Chicago. It got its start in the mining areas of the Midwest. The rolling, repetitious style was the beginning of the Midwestern shuffle style. The second type of jazz popular during this time was Chicago Jazz. It was played mostly by white musicians. Chicago Jazz tended to be very aggressive and usually ended abruptly. Since Chicago had more nightclubs than New York, it held a bigger attraction for musicians. It was only after the stock market crash in 1929 that New York replaced Chicago as a jazz capital. This style of jazz was tighter and more rehearsed than others. The next kind of jazz to emerge during the 1920's was Urban Blues. This was played primarily in an area known as the "bucket of blood." This referred to an area along the South Side of Chicago. The clubs there were known to hire the "who's who" of blues musicians. The last major style of jazz to emerge from Chicago during the '20's was Society Dance Bands. These bands were usually big with plush arrangements. They were located downtown and were slower paced and had no improvisation. They were designed mainly for dancing. They had a more sophisticated sound that was copied by other bands because it was so successful. Following is a list of some of the major mover and shakers to come out of Chicago during the 1920's. Joe Oliver (1885-1938) The "King" played the cornet and was one of the most important pure jazz musicians. He is mostly known for his time spent with his Creole Jazz Band. Recognition should be given to the fact that Louis Armstrong got much of his fame when he played with Oliver's band as a "hot jazz" specialist. Louis Armstrong (1901-1971) Armstrong is known as the "father" of the jazz trumpet. He was responsible for making the trumpet popular in jazz. He is also considered to be the first serious soloist in jazz. It is thought that Armstrong's time in a reformatory gave him the social "tools" necessary to survive and also gave him his rough ragtime trumpet sound. Meade Lux Lewis (1905-1964) Lewis was one of the leading boogie-woogie pianists. He was the third member of one of the biggest jazz boogie-woogie trios in history. He worked as a cab driver during the day and played gigs at night. Pete Johnson (1904-1967) Also a boogie-woogie piano master, Johnson unfortunately had trouble handling the business side of music. He therefore had to often take day jobs to sustain himself. Benny Goodman (1909-1986) Known as the "King of Swing", Goodman played the clarinet. His band was originally thought of as a dance band. But with the help of Fletcher Henderson, along with others, Goodman's band took on the characteristics of a true jazz orchestra. Paul Whiteman (1890-1967) Whiteman is credited for introducing more people to jazz during the 1920's than any other person. He originally played violin, but ended up being a bandleader full time. His huge success allowed him to be one of the very few bandleaders to continue working after the stock market crash. Leon "Bix" Beiderbecke (1903-1931) Leon is considered to be the only white trumpet player to have ever come close to capturing Louis Armstrong's amazing popularity. His style of playing was more European than most trumpeters of that time. Unfortunately, he was often unable to play due to his addiction to alcohol. New York was the other city greatly affected by the close of "Storyville". During the 1920's New York was known for two main reasons: the Harlem Renaissance and the Harlem Big Bands. Spasm bands also became popular in this area. The Harlem Renaissance was a shift in the jazz industry from Chicago to New York. This occurred during the mid 1920's. The Harlem Piano School

Banana Oil Lab Report Essays

Banana Oil Lab Report Essays Banana Oil Lab Report Paper Banana Oil Lab Report Paper Once all the needed chemicals were added we waited for about 70-minutes for the reaction to take place. The desired temperature for the reaction was ICC. We also had the solution at a constant stir. After the reaction was done taking place, we began to purification process. We used a pipette to remove the excess water and impurities that were underneath the banana oil. We removed all that was available and then began to add sodium carbonate to help wash and dry the mixture. Slowly shaking the banana oil inside the ml side to side, allowing CO to escape the ml vial. We did this twice aging sure all the excess impurities were removed. As we had our final solution of banana oil, we used the I. R. Spectra to conclude our results. The I. R. Spectra showed us that the compound we produced had no peak at comic-1. The banana oil peaked at roughly comic-1. We concluded from these results that all the alcohol was extracted and the final product was banana oil. Purpose The purpose of our lab was to reflux an isopleths alcohol with carboxylic acid (acetic acid), adding three drops of sulfuric acid acting as a catalyst to produce an ester (isopleths acetate) and water. We verified our answers using infrared spectroscopy. Calculations for Percent Yield To find the percent yield we had to first find moles of our limiting reagent. 1) Weight of ml vial + cap =28. Egg 2) Weight of ml vial + cap +1. Ml of isopleths alcohol= 28. Egg 3) Weight of ml vial + cap + 1. Ml of isopleths alcohol + 1. Ml acetic acid= 30. Egg First we calculated the difference of the 1 and 2 (2-1= difference)= 0. Egg. Then, we found the difference of 1 and 3, =1. Egg. Using the molecular weight of the molecules of isopleths alcohol and acetic acid we found the moles of each molecule. For isopleths alcohol we calculated, (0. Egg/1) / (88. G/mom=). 0083 moles of isopleths alcohol. The moles for acetic acid were calculated at 0. 0255 mol= (1. Egg/1) / (60. G/mol). Once we found that isopleths alcohol was the limiting reagent, we found how many grams of banana oil were possible to produce. This number came out to be, (O,moll) x 1. 08066g= theoretical yield. Our final product (actual yield) we produce 0. 41 egg of banana oil. We then took this number to find our percent yield, x 100= 38. 2% Purification Process For the purification process we needed to rid the solution of any excess Heimlich besides the banana oil. To do this, we needed to understand a little about what makes a solution. Two factors that affect the ability of a solution to form are: 1) the natural tendency of substances to mix and spread into larger volumes when not restrained in some way 2) the types of intermolecular forces in the solution. In the case of the alcohol and the carbonyl acid, the two molecules reacted to form isopleths acetate and water. All of the isopleths alcohol was reacted with acetic acid and due to the solubility between the two molecules we were able to extract the water and acetic acid. This was done using a pipette to remove the bottom layer of the solution and it was possible because the alcohol was not soluble in the water. The second extraction required the use of one ml of sodium carbonate to wash the mixture by slowly shaking it until the bubbling stopped. We then removed the cap to allow the release of carbon dioxide out of the mixture, this was done two times. Finally, we began drying the mixture with sodium sulfate. Results from Infrared Spectroscopy After completing the washing a drying of our mixture, we then took our final product to be tested using infrared spectroscopy. Only items needed for this was the I. R. Spectra, a pipette, and a computer. We placed a drop on the eye of the spectrograph and waiting for our results. We noticed from our finding that at comic-1 our mixture had no peak. This meant that we successfully removed all the excess alcohol from our mixture. Furthermore, we notice a distinct peak at 1750 CM-l . This confirmed that we in fact had banana oil as our final product. Conclusion In this experiment we ended up with a percent yield of 38. 2%. The reasons for a lower percent yield could be attributed to factor not all isopleths alcohol reacting ND extracting some of the product out with the excess water. The isopleths alcohol is a hydrophobic molecule with a hydrophilic head end. This allows the molecule to react with the carboxylic acid which is a hydrophilic molecule. We know this by the bonds associated with both molecules. The alcohol is a non polar By using the IR. Spectra, we first noticed that there was no peak at comic-1. This is significant because if there was any excess alcohol within the mixture we would see a peak. At 1739. CACM-1, we see a noticeable peak showing us that for our final product we did in fact have banana oil.

Respons essay Example | Topics and Well Written Essays - 500 words

Respons - Essay Example This is used several parts of the film and this is especially those where the young girl is talking. This shows that she has stopped practicing the traditions of the community and has actually developed to know foreign languages. With relation to Arabic speaking, this is where the parents of the girl are talking. This is also another genre found when Asfour talks and this is critical for it shows Aleya’s parents that the he has morals and respect for traditions. The film reflects European influences in many different ways. One of the ways it accomplishes this and through the vastness manner is through ensuring that they show the authority of the parents. The parents of the girl are very deeply interested in their class that they do not adhere to the importance of the kid’s desires. This is common in many European countries where they get to decide the person their daughter marries. One of the main cultures that is witnessed in the film is regarding their appearance. Many Arabs have recognition for having a lot of wealth. Most of the wealth in these families is inherited through time to the respective heirs. The inheritance case is the same witnessed here where the father of Aleya does not wish to allow the daughter to marry a person who is not of their caliber. The film offers a lot of credible and informative material regarding the issue of Arabs and the social classes that they have. In the community, respect comes from the amount of wealth that a family has. In the film, the father did not approve of the marriage as associating with a lesser class would have him lose respect. It is critical to note that high class is treated specially in this community. There are some symbols used in the film. An example of the symbols used in the film is the large mat set to the side of the palace where Aleya’s family lives. This is the greatest symbol to note in the film. The symbol represents the religious aspect of the community where despite the judgmental

Management and Accounting Assignment Example | Topics and Well Written Essays - 2250 words

Management and Accounting - Assignment Example Breakeven analysis of the results has also been prepared to determine the volume of sales at which the company will be able to cover its fixed costs. There are a number of financial tools and techniques available to assist business managers to monitor and control their operations. They include budgeting, ratio analysis, breakeven analysis and sensitivity analysis. 2.0 Budgeting Budgets are useful methods of monitoring and controlling costs and organisations prepare a number of them in order to monitor and control expenditure. They include revenue budget, material budget, labour budget, cash budget, budgeted income statement, and budgeted financial statements. The revenue budget is normally the first budget to be prepared. The revenue requirements are determined and a forecast is done of the revenues that the company will generate over a period and when the actual amounts will be received (See Appendix A). The material budget and the labour budget is then prepared based on the informa tion in the revenue budget. These budgets indicate the cost of materials that are required in each period in order to achieve the targeted revenues. The material budget indicates when materials are purchased and the quantity in which they are purchased (See Appendix B). The labour budget includes a description of the labour required and the cost of labour for each period included in the budget. A cash budget is then produced based on the information in the revenue budget, material budget and labour budget (See Appendix C). The cash budget includes a section for inflows (receipts) and another for outflows (payments) (See Appendix D). The receipts in the cash budget are linked to information in the revenue budget and the payments are linked to information in the materials budget and the labour budget. The revenue, material, labour and cash budgets are shown in Appendix A, B, C and D. In order to forecast the total income, expenditure and profits for the period a projected income state ment is prepared. This statement draws cumulative information from the revenue budget, the material budget, the labour budget and the cash budget. The projected retained earnings from the projected income statement is then used in the preparation of the forecast balance sheet along with capital items in the cash budget, prepaid and unpaid expenses which are determined by comparing the information in the income statement with the cash budget. The projected income and financial position statements are shown in Figure 1 and 2 respectively. Famished! Limited Forecast Income Statement for the year ending March 31, 2012 ? ? ? Gross sales revenue 592,000 Less direct material costs after deduction of closing inventory 124,320 Gross margin 467,680 Less expenses: Lease 24,000 Refit depreciation 7,000 Equipment depreciation 5,148 Business rates 24,300 Water 1,712 Electricity 4,508 Gas 6,050 Internet for business use 360 telephone 909 Cleaning 10,944 Promotional expenditure 600 Salaries 241,661 327,191 Operating profit 140,489 Interest payable 902 Retained profit 139,587 Figure 1 Famished! Limited Projected STATEMENT OF FINANCIAL POSITION as at March 31, 2012 ? ? ? Non current assets Cost Dep'n Net Refit of premises 35,000 7,000 28,000 Equipment 28,600 5,148 23,452 51,452 Current assets Inventories 1,800

Chorley Fabrics Ltd Essay Example | Topics and Well Written Essays - 1500 words

Chorley Fabrics Ltd - Essay Example The amount of units to produce was acquired by taking the values of the availability of resources (from another table) and the usage of resources per product. This was divided into the former to get a quotient: the maximum use of resources. Both Stevenson (2005)1 and Middleton (2006)2 explain how to use Excel in this fashion via the Solver tool. After this, the amount of units produced was multiplied by the profit per unit to obtain the value for total profit. X1, X2, X8, X9 and X10 are the profit bringers, and thus they should be placed on the schedule in order of profit received, starting from the highest: X2, X8, S9, X1 and X10. The others, as there is little profit from them, should be moved to the bottom of the list. X4 can likely be eliminated altogether. From this, using the SUMPRODUCT formula, which adds the sums of products of corresponding arrays, it can then be determined how much of each resource is used per week. For example, X1 can have 15 units produced, at a cost of 1.8 units in M/C 1. Unit 2 can have have 28 units, at a cost of 1.2 in M/C 2, and so on down the list. All these values are added up to get the total usage of resources. Alternatively, all values in the row corresponding to each product can be added to get the total cost per unit. Resource Usage Available M/C 1 369.75 400 M/C 2 206.75 250 M/C 3 280.00 280 M/C 4 212.82 270 M/C 5 324.00 340 Mat 1 600.00 600 Mat 2 780.00 780 Labour 182.80 229 This table denotes the usage of all resources, based upon the values gained from the procedure described above. Going by this, it can be seen that M/C 3 and both raw materials are used to optimum efficiency. There is no surplus or deficit. M/C 2 and M/C 4, hwever, are lacking; there is a a period of 44.3 hours left over for 2, and a period of 57.2 hours for 4. M/C 1, 3, and 5 are used efficiently; there is little available time left for them. 5. Marginal Benefits Resource Final Value Marginal Benefits Constraint R.H. Side Allowable Increase Allowable Decrease M/C 1 Usage 369.75 0.00 400 1E+30 30.24822533 M/C 2 Usage 206.84 0.00 250 1E+30 43.15699565 M/C 3 Usage 280.00 7.93 280 7.303252788 14.80479303 M/C 4 Usage 212.84 0.00 270 1E+30 57.15903366 M/C 5 Usage 322.01 0.00 340 1E+30 17.99473323 Mat 1 Usage 600.00 13.98 600 65.70689655 61.87637795 Mat 2

Le Corbusier Architecture Essay

Le Corbusier Architecture Essay Le Corbusier (1887-1965) is a Swiss-French architect; he is considered by many a pioneer of modern architecture. Le Corbusiers ambition is evident as he was an individual of many talents including painting, writing, and design. Le Corbusiers attitude towards the home, the objects of the home and the way in which this was expressed in his art and architecture will be discussed. By assessing the Five points in Architecture used by Le Corbusier as a structural basis for much of his architecture up to 1953, a discussion can be made of his following homes Maison Citrohan, Maison La Roche, Ville Contemporaine, Lesprit nouveau Pavilion, Maison Cook , The Villa Stein and Villa Savoye. Le Corbusier artwork displays an association with his architectural design these association and the influence of his artwork upon his designs will be discussed, in association with the development of purism. Additionally the response faced by his architecture of the 1920 and 1930s will be assessed. In 1915 Le Corbusier and friend, engineer and entrepreneur, Max Dubois evolved two ideas that inspired his style of work throughout the 1920s; One being the Maison Domino which represents the Five points in Architecture. The five points included Pilotis (columns), roof garden, free plan, free faà §ade and ribbon windows. These elements were seen by Le Corbusier as Objects-types which he explains in detail in his book, Vers une architecture and journal, LEsprit nouveau. In 1918 with the help of the artist Amedee Ozenfant, Le Corbusier adopted the painting with the use of oils. Together they developed the Purism movement, Ground in Neo-Platonic philosophy, Purism extended its discourse to cover all forms of plastic expression from salon paintings to product design and architecture. The purism movement derived from cubism in which similarly the main subject matter was the common objects of the cafà © table, the studio and the machine shop: guitars, bottles, and pipes which were presented in their most natural and clear forms that were expressive of modern machine age, unlike the abstract and decorative approach of cubism. It was against what le Corbusier and Ozenfant regarded as the unwarranted distortions of cubism in paintings as it was in favour of the evolutionary perfection of, say, thonet bentwood furniture or standard cafà © tableware. They collaborated on the book, Apres le cubisme, Along side poet Paul Dermee in 1920, he founded the magazine lesprit Nouveau with its main subject matter being the arguable relation between art and industrial society which was already developed in Apres le cubisme. Many architectural ideas which were mentioned in LEsprit nouveau developed from the planning of an ideology of modern paintings. Still life (1920) is a purist painting by le Corbusier which uses flat images with the overlapping of planes similarly to cubism, however its different in the way the objects are made to look solid and not as abstract like in cubism. The repeated curving outline of the guitar and bottle he achieved is also a popular cubist concept. The selection of common, everyday objects which are represented in the paintings are considered objet-types. the object would become an objet-type, its platonic forms resulting from a process analogous to natural selection, becoming banal, susceptible to infinite duplication, the stuff of everyday life. The colour scheme contains only the neutral colours, black, grey, white and different shades of green. Citrohan House, 1925-7 in Weissenhofsiedlung, Stuttgart The Citrohan house is a pure prism, the use of concrete allows large uninterrupted interior space; it consists of a white box supported by columns with a flat roof and the use of consistent rectangular windows which extend to the corner columns and resemble an industrial kind. It was in relation with this building in which Le Corbusier published his Five points for a New Architecture. The Citrohans section and main arrangement was inspired by a cafà © In Paris where le Corbusier lunched everyday. Simplification of the light source; single bay at each end; two lateral bearing walls; a flat roof over; a veritable box which could be used as a house. Le Corbusier believed that the house should be as standardized as a car; hence the name Citrohan came from the name of the famous automobile company, Citroen. The idea of mass production was important and the fact the Citrohan visualized a way of a life clear from all the unnecessary clutter of the customary bourgeois dwelling at the time. Using the Maison Citrohan as his model, he was determined on using mass production processes in order to solve the housing crisis of the post-war years, similar to the way in which Ford cars where processed. In 1924 industrialist, Henri Fruges, agreed to carry out Le Corbusiers idea of mass produced housing for his workers in Pessac using the Citrohan as its bases. This included 130 reinforced frame houses along with one common type known as the sky scraper unit which was a combination of the Maison Citrohan and the back-to-back units he had designed for the city of Audincourt. The Citrohan house at the Stuttgart Weissenhofsiedlung was the last in the series of Citrohan-type houses in which he developed the true version. In Vers une architecture Le Corbusier described this house as a machine for living in, by which he meant a house whose functions had been examined from ground floor up and stripped to the essentials. Both the house and car are considered objects-types due to the fact they both have significant functions, like the machinery of a car which is enclosed within the exterior layer he believed the function of the house should also be invisible, covered in an ideal layer. Maison La Roche/Jeanneret, 1923, in Paris The Maison La Roche/Jeanneret which was designed in 1923 for Raoul La Roche, a collector of paintings, and Le corbusierss brother Albert and wife Lotti Raaf. The house displays many influences of the purist movement, from the fixtures of the house to its form. The use of overlapping surfaces and the transparent areas of glazing are similar to the characteristics of purist paintings which include the overlapping of planes. The fixtures used within the home also relate to the subject matter of Purism which include, radiators, naked light bulbs, simple Thonet chairs, door latches, metal windows- are obviously of industrial extraction. These are objects-types similarly to the objects represented in the purist paintings like the bottles and machine parts, these are objects that tend towards a type which is determined by the evolution of forms between the ideal of maximum utility, and the necessities of economics manufacture. Le Corbusier believed the whole modern city should be elevated up a level in order to keep the ground clear, providing a better circulation of cars. This idea was projected in the studio wing, for which a single cylindrical pilotis stands at the centre beneath, along the axis of the long access road. The studio wing was a demonstration of urbanistic doctrine. Ville Contemporaine, 1922 Contemporary City which was a city of skyscrapers in a park for three million inhabitants, was inspired by the Utopian vision where techniques of modern construction, automobiles and aeroplanes were brought together in a n ordered diagram, with nature and the machine reconciled and harmonized. Lesprit nouveau Pavilion, 1925, in Paris The Pavillon de lEsprit Nouveau built in 1925 was a pavilion in the shape of an apartment from the ideal city which included furnishing of the modern machine age objects alongside purist works of art. Maison Cook, 1926-7, in The clarification of Le Corbusier formal theory is also partly linked to his daily experience of painting. This can be evident in Maison Cook of 1926-7 in which the precise control of volume, surface and profile may be sensed. Maison cook consist of a square plan and faà §ade, hence its almost cubic form. The single cylindrical piloti on the central axis and the use of continuous strip windows from one side to the other helps emphasis the symmetry of its overall shape. Le Corbusiers uses a concrete frame in order to achieve spaces of varies qualities including lighting, size and views. The curved partitions dramatize the free plan, catch the light, and stand like objects in the lucid space; inevitably they call to mind the bottles and guitars of Purist pictures. The five points are clearly emphasised in the Maison cook, with the piloti as a central point set back from the faà §ade level dramatizing the separation of structure from external cladding. The use of the piloti provides a passage below the house for both pedestrian and cars. Use of the continuous windows draws attention to the free faà §ade and also contains a roof garden on top which replaces the green area used by the building. The Villa Stein (1926-1928) in Garches The Villa Stein is an impressive example of the avant-garde movement such as the intense handling of interior space provided by a regular grid of pilotis along with its free plan, furthermore with its use of modern building techniques and use of industrial materials. The site for the villa was of a long and narrow stretch of land, allowing the chance for a freestanding building volume with space for a garden front and back. This enables the chance to organise an architectural journey starting from the entrance through to the garden, hence touches upon old themes of villa design to do with the transition from urban to rural experience. At first sight the villa appears to be a formal rectangular block consisting of horizontal strips of white wall and thin strips of glazing, In comparison to Maison Cook its rather striking. Similarly to Villa Savoye it celebrates the arrival by car in an almost ceremonial way. The lowest level includes a variety of openings including a garage, small entrance to the servants quarters, the main entrance and a large area of industrial glazing which represents the use of the modern building technique. Looking at the faà §ade there is no evidence of piloti, however the way in which the windows extend to the edges suggest that the faà §ade is a non-weight-bearing membrane. However the facades subtle rearrangement and similarities of the rectangles and slight transparency at the edges, present a visual uncertainty about the position and thickness of the faà §ade surface. Hence, The Villa Stein-de Monzie is organized as a series of layers. This can relate to Le Corbusiers purist paintings, where the overlapping of planes occurs. The main entrance is expressed by a canopy which slightly resembles the wings and struts of an aeroplane, which Le Corbusier identifies as an objet-type for its emphasis on function. The arrangement of partitions within the whole layout reflects Le Corbusiers paintings, where curves and rectangles slide, overlap, and harmonize into a perceived unity within a rectangular frame. There are many features within the Villa Stein which relate to the engineering objects Le Corbusier considered objet-types, in particular the Ship. This includes a protruded, curved volume used for storage recalls the funnel of a liner; other nautical allusions are found in the railings, the spiral stairs. In Vers une architecture, in the chapter Eyes Which Do Not See, the caption An architect pure, neat, clear, clean and healthy, appears under one of the ship illustrations. This could be used to describe the Villa Stein/de Monzie due to its comparison with a ship. The Villa Savoye, 1928, in Poissy, France The Villa Savoye in Poissy designed in 1928, is a great example of Le Corbusiers five points of architecture. The main living space elevated on pilotis, with its strong horizontal faà §ade is centred within a breathtaking landscape; with the use of continuous horizontal windows providing clear panoramic views. One of the main parts to Le Corbusiers machine age concepts was the provision of enough green space. This is apparent for the villa savoye site where organisations of trees and grass have a clearly framed view. Nature is celebrated as dramatically as the idea of the house as a machine a habiter, or the theme of procession by car. The use of piloti in the Garches was an important mechanism within the interior; whereas for the Ville Savoye use of piloti is predominating for both exterior and interior. From a distance Ville Savoye has been compared with a Purist still life on a table-top and the associations with ships funnels or machine parts are not hard to make. This relates to the engineering objects le Corbusier considered to have relevance and the right balance he aimed for as he felt the architecture of the recent past was of poor and missing significance compared to the Parthenon, the Roman baths, Mansart etc. These engineering objects include ships, aeroplanes, cars and factories which were greatly evident in his book Vers une architecture. The use of silos and factories were praised for their clear and distinct articulation of volumes and surfaces: ships and aeroplanes for their rigorous expression of function. The guitar outline emphasized in le Corbusier purist painting, still life, has a strong connection to the plan shape of the Solarium. This shows the influence his painting had on his architecture and the way in which he produced similar results, because it provided him with a filter of experiences and a laboratory of forms. Or (choose which quote) The same formal intelligence working in different media achieved analogous results.