Tesco Company Essay Example | Topics and Well Written Essays - 1500 words

Tesco Company - Essay Example The paper describes the business where competition among the organizations is increasing day by day, different companies implement different corporate strategies to meet the changing requirements o f the business world and to gain competitive advantage. Tesco was also faced with these changes and challenges that were hindering the success and leadership position of the organization. Tesco came up different corporate strategies in different areas to overcome such challenges and difficulties. Along with these strategies, Tesco focused maximum on retaining its consumers; Tesco understands the value of consumers in today’s world of business. On the other hand, till today Tesco is striving hard to retain the strength of its customers without making them disappointed of their services and facilities. As a result, Tesco not only met the changing requirements of the business world but these effective steps also gained them success and strong competitive advantage over others. In the paper we can find out how to change and develop the company. The document clearly allocates Tesco’s main objective was to gain maximum consumer loyalty as it is a fundamental truth that â€Å"consumer is a king.† Customer satisfaction is the key to gain success for any company in both long run and short run. It is important for a company to focus mainly on a customer’s needs and wants. Tesco focused more on approaching their customers by implementing thorough consumer approach. Tesco focused more on understanding the needs and demands of their customers in order to remain in the market and to deliver the best to their customers. As a result, this strategy would help Tesco to gain maximum consumer satisfaction and to remain in the business in long run. Implementation of this strategy not only helped Tesco to grow and expand its business, gain maximum consumer satisfaction as well as it helped Tesco to gain employee motivation by bringing new ideas in the business and implementing innovation to their business. This triggered the employees of Tesco to become more innovative in order to deliver best of consumer satisfaction to their clients. 2- ADOPTION OF EFFECTIVE STRATEGIC HR POLICIES: Tesco realized the importance of effective and efficient workforce. No doubt, employees are the basic pillars of any organization which stand as the main driving force and contribute significantly in the success of an organization. Tesco was faced with the challenge of obsolete HR policies and incapable team of employees which were unable to meet the competition in the market, challenges faced by Tesco and growing needs of the business world. Tesco implemented a thoroughly revised strategic HR policy as a change agent to meet the challenges of the business world and to sustain its position in the market. Before implementing the strategy, Tesco ensure that each employee of its company understands his role and set of responsibilities in organization. Tesco also ensured that all the employees contribute together in the suc cess of company and to make it more dynamic in a tough competitive environment. However, Tesco was also faced with the union problem from its employees in America which the organization handled very carefully in order to minimize the gravity of the situation (David Theather). As a result, Tesco motivated its employees to become productive, motivated and innovative to attain the success objective and to meet the challenges of highly competitive global market (Steve Hammett and Ken McMeikan). The implementation of this strategy enabled the employees to understand their role and responsibilities

Film Production Movie Review Example | Topics and Well Written Essays - 750 words

Film Production - Movie Review Example This paper will look at the basic five elements of production such as image, time, motion, sound, composition among others that producers use to adapt the book to the screen using a true story based on a book. Image is one of the basic elements that producers consider in making films. From the film, it is evident that this aspect was given an upper hand in the process of pitching the book into a film. Formulating images of a film require capturing light and recording devices that are projected on a screen. Images plays a vital role in determining how the directors and producers will place the actors and objects on the screen. This shows that the producer of the film considered pitching the book out of the gate before making any step of negotiation. This stage enables the producer to read and review the book and determine if it can be presented for film production. Given that the book is based on a real life experience and is a survival story of a ship captain, it is easy for the producers to figure out scenes and images that can be incorporated in the film. Also, the book itself shows a story of adventure and courage that gives an upper hand to the producer to figure out the scenes and im ages that can give intimate details of the whole scenario. For instance, in the book, the captain outlines the adventure of the high seas, extreme temperatures, death threats and chances of escaping that can easily resonate with the scenes that should be incorporated in a film. Therefore, it is evident the producer considered scenes and images in the book before they made any step of getting the project in pure form without altering the content of the book (Regis, n.d). Also, the producers of the movie considered the time frame before coming up with the film. The diegetic time of the story lasts for 114 minutes to give the real story of what transpired when the

Maintenance Strategy for an Emergency Lighting System

Maintenance Strategy for an Emergency Lighting System Table 1 Term / Abbreviation Definition API Active Pharmaceutical Ingredient ATEX Atmosphere Explosible (French acronym) CAT Category CCTV Closed-Circuit Television cGMP Current Good Manufacturing Practice CMMS Computerised Maintenance Management System CSE Confined Space Entry CTU Central Test Unit Ex Explosion protection symbol displayed on equipment that is suitable for use in an ATEX area FT Facilities Technicians HR Human Resources HSA Health And Safety Authority HSE Health, Safety and Environment IR Industrial Relations IS Irish Standard IFM Integrated Facilities Management KPI Key Performance Indicator LEL Lower Explosive Limit LVI Liquid Vapour Incinerator NIPBI Novartis International Pharmaceutical Branch Ireland NRL Novartis Ringaskiddy Limited MCB Miniature Circuit Breaker MEWP Mobile Elevated Work Platform MTBF Mean Time Between Failure MTTR Mean Time To Repair PB1 Production Building 1 PB1A Production Building 1 Annex PB2 Production Building 2 PM Preventive Maintenance PU Production Unit QA Quality Assurance SAP Computerised Maintenance Management System used by Novartis SOP Standard Operating Procedure TS Technical Services VEIS Veolia Environnement Industries Services One could be forgiven for thinking that compiling a maintenance strategy for an emergency lighting system would be a trivial matter to execute. This may possibly be the case with a small office building but our challenge at Novartis was not a task that could be underestimated. The first thing to consider is the scale of the site at approximately 150 acres and that emergency lighting by its nature permeates every nook and cranny. The second is the huge emphasis placed on safety which is understandable when Seveso directives are factored in. Adding to this was the fact that until VEIS arrived on site there was no existing strategy for the maintenance of the emergency lighting system. Once the remit passed to VEIS, literally overnight, we inherited the mammoth task of restoring the system to full operation and ensuring regulatory compliance in terms of inspection and testing. This all was being played out under the watchful gaze of existing site staff that may not have been openly welcome to the notion of an IFM companys arrival on site. There was minimum time for VEIS staff to ease into their roles in this challenging environment. Needless to say the first six months on site were a baptism of fire (but thankfully not in the literal sense!). Besides immediately assuming inspection and testing duties, the initial stages involved gathering data on both the quantities of light fittings present and the extent of repair work required. The next stage required meeting with suppliers to arrange for parts supply. Full restoration of the system would then take place in tandem with ongoing inspection and testing. Regarding inspection and testing, there was little leeway for VEIS to create a customised approach as the regulations in I.S. 3217 2013 are quite prescriptive. We simply had to figure out the most effective and efficient way to deliver the required performance of such a safety critical system. I believe the expertise required from VEIS was not to reinvent a method of maintaining an emergency lighting system. Instead it was to implement a strategy, where none existed before, that worked both in terms of compliance to regulations and ensuring maximum availability of a safety critical system. On this front, we certainly delivered. Novartis Ringaskiddy Limited is an API manufacturing plant located in Co. Cork Ireland. It is part of the Novartis global healthcare company which is based in Switzerland. In January 2014, VEIS assumed responsibility for the provision of an Integrated Facilities Management contract of 5 years duration. This encompassed the following equipment/services: Utilities steam boilers, air compressors, air dryers, cooling towers, water treatment, purified water systems. Hard Services fire alarm, gas detection system, CCTV, roller shutter doors, clean room sliding doors, dock lifts, passenger and freight elevators, emergency lighting. Soft Services catering, cleaning, security, landscaping, pest control, internal plants. This was the first venture into the outsourcing of Facilities Management services by Novartis so there was a steep learning curve for all concerned. My role with VEIS was Technical Team Lead with primary responsibility over Utilities and Hard Services. Our most immediate Task was to implement a Maintenance Strategy for site wide Emergency Lighting. This had fallen into neglect over the years; mainly due to a lack of a dedicated team to oversee its maintenance there had almost been an ad hoc approach to testing and repair. Besides my role as Team Lead, the VEIS maintenance crew consisted of 2 Facilities Technicians, both with strong past electrical experience. It was decided that upkeep of the Emergency Lighting system would be fully self-delivered with no outside contractor involvement. Figure 1: Novartis Ringaskiddy Limited (Source: PM Group) Figure 1 is an aerial view of the Novartis Ringaskiddy Limited site (PM Group). Table 2 A Main Switch Room B Pump House C Tank Farm D Solvent Recovery E LVI F Contractors Compound (not in IFM contract scope) G Project Stores (not in IFM contract scope) H PB 2 I PB 1 J PB 1A K Waste Water L Utilities M Technical Services N QA Labs O Warehouse P Canteen/HR/Administration Q NIPBI Labs R Security Gate House Table 2 defines alphabetically labelled points in Figure 1. Novartis Ringaskiddy Limited is subject to Seveso directives. These directives are put in place to help prevent major industrial accidents and ensure that sites are prepared, in terms of response, for when accidents occur (European Commission, 2016). Sites are categorised according to the amount of hazardous chemicals in storage (Lawlor Technology, 2015). NRL is an upper tier Seveso site there are up to 4000m3 of solvent chemicals stored on site. There are also several Zone 1 and 2 ATEX areas. The HSA (n.d.) defines these as: Zone 1 That part of a hazardous area in which a flammable atmosphere is likely to occur in normal operation. Zone 2 That part of a hazardous area in which a flammable atmosphere is not likely to occur in normal operation and, if it occurs, will exist for a short period. Another example of a hazardous area is the Dryer Unloading area in PB1. During certain production campaigns, there is the presence of Category 3 chemicals here. Access to the area is strictly prohibited during these times. Contact with minute amounts of Category 3 chemicals can have severe health consequences for a person (Ader et al, 2005). Because of the highly dangerous operating context of the emergency lighting system, safe work practices were essential for the VEIS team on the Novartis site. We were required to develop a method statement for emergency lighting maintenance activities. This was reviewed by the HSE department and a site electrical engineer. Edits were performed where necessary prior to final approval. The use or carrying of cellular phones was prohibited at all times at NRL. Its worth noting for this exercise the challenging IR environment that VEIS entered at the beginning of the IFM contract. It was seen by many on site that moving to an outsourced service provider would result in lay-offs for NRL maintenance staff. In reality VEIS were tasked at delivering in areas that were either previously neglected or lacked central control. Until this realisation had sunk in, maximum discretion and diplomacy was required from the VEIS team in order to gain acceptance from the existing site staff. During the initial stages of the VEIS teams arrival onsite, there was an unwavering focus on all aspects of our conduct. It was of prime importance that the team displayed the upmost professionalism and adherence to safe working practices at all times. It was essential that, for our maintenance strategy to work, full cooperation was received from existing site staff. This involved gaining trust from both management and floor staff. The Novartis Ringaskiddy site, under the surface, functions as a group of almost autonomous areas. The production buildings, utilities, warehouse, tank farm waste water areas all have designated management teams who all have in turn subtle but distinct differences in methods of operation. As emergency lighting is a utility that features across the site, the VEIS team had to find a way to adapt to the varying cultural practices in order to make our strategy work. Engaging in a respectful and sometimes almost deferential manner was the order of the day. Here are some of the bridges that had to be crossed: Method Statement development The method statement for emergency lighting maintenance activities required review and approval from both the HSE process safety manager and PB1 electrical engineer. The peculiar aspect to this is that neither of the other two site electrical engineers opted to review or approve the method statement despite being presented with it. See Appendix A for cover page of Method Statement. Planning Meetings Again there was a variance here in that VEIS attended weekly maintenance planning meetings in the PB2 production building only. This was to ensure that production and maintenance coordinators were aware of upcoming works. This obviously extended beyond emergency lighting to all VEIS related maintenance. It also helped ensure that the work permitters for the building had advanced notice as resources were tight in this area. For other areas on site, email notification was sufficient to alert NRL staff of pending activities. Client Meetings As part of our customer engagement strategy, we arranged separate monthly meetings with key staff from the PB1, PB2 and Technical Services areas. This provided a forum for all parties to express opinions on any issues or indeed the good news stories. KPI Score Card Client interaction was critical here. See section 13.0 for specific detail. ATEX areas It was vital for VEIS to gain the confidence of the client in our ability to work safely and competently in the ATEX areas. As an embedded contractor, we were subject to more intense scrutiny than any sub-contractor that provided services to the client. An example would be the purchase of a Fluke Ex multi-meter that we made. This came at a cost of à ¢Ã¢â‚¬Å¡Ã‚ ¬1000. All other electrical maintenance staff used the non-Ex à ¢Ã¢â‚¬Å¡Ã‚ ¬300 version. Asset Register Individual emergency light fittings were not listed on the NRL asset register. The lowest level the register went to was the Central Test Units. The Novartis engineers were keen to have a full schedule of emergency light fittings included in the asset register so it made sense for VEIS to assist them. Aiding the NRL engineers with this task was not in the scope of the IFM contract but providing this service did much to solidify the relationship and further build trust. This was practically a mini project and involved the following activities: Compiling the full list of fittings. Listing the fittings accurately by type and by area. Redlining the lighting plans to reflect moved, removed or newly installed fittings. Confirming the correct CTUs, Distribution Boards and MCBs. Liaising with the site electrical engineers to agree on a naming/tagging convention. Supplying redlined lighting plans to site drawing office for printing and uploading to the Novartis COMOS system. Site Manual (Play Book) A site manual or play book was developed which outlined the scope of the VEIS IFM contract. This was a live document which evolved as the contract progressed and reflected any new services that were added to the remit of VEIS. The site manual was subject to periodic review by the Novartis IFM lead. High level maintenance strategies were also stored in in this book. In order to comply with rigorous onsite HSE policies, VEIS technical staff required training/certification with the following: ATEX Awareness. Emergency Lighting Commissioning Inspection. Confined Space Entry. Mobile Access Tower assembly. Current Good Manufacturing Practice. Fire Watch. Lock-out/Tag-out/Isolation. Mobile Elevated Work Platform operation. Permitting hot and cold works. SAP CMMS User level for FTs. Maintenance Planner level for Technical Team Lead. Working at Heights. Manual Handling. Safety Harness. As previously mentioned, the Emergency Lighting system had fallen into a state of disrepair on the Ringaskiddy site. With the arrival of VEIS onsite as the IFM provider, a new impetus was put on restoring the system to full operating order and maintaining it to a proper and compliant standard. In addition, it was quickly noticed by the VEIS team that list of emergency light fittings in the contract tender was not correct. There had been several additions and modifications to the system without proper records to reflect the changes. After a thorough appraisal, it was found that more than à ¢Ã¢â‚¬Å¡Ã‚ ¬100,000 would be required in parts purchasing to carry out the necessary repairs. This would have to be actioned by VEIS as it was within scope of the contract. Appendix B lists the costs of parts required to achieve a fully functioning emergency lighting system. All of the emergency light fittings on the NRL site are of the Self-Contained Emergency Luminaire variant. This type is defined as having all components such as the lamp, control unit and battery either inside or not more than one metre from the fitting (Ventilux, n.d.). 8.1 Various Types Used Figures 2 and 3 show both the most commonly used and most expensive to replace fittings used at NRL. There are other types also such as Exit/Running Man and Twin Spot. Although these are equally critical from a safety perspective, they came at a fraction of the cost to replace. It was decided because of the preferential pricing available for purchasing complete Stahl fittings that these would be used to replace defective CEAG units that were economically unrepairable. CEAG fittings were kept in service only when the repairs didnt extend beyond tube and battery replacement. Figure 2: Stahl Ex Emergency Light Fitting (Source: Stahl) Figure 2 shows the types of Stahl light fittings used on the Novartis site (Stahl). Figure 3: CEAG Ex Emergency Light Fitting (Source: Atex) Figure 3 shows the type of CEAG light fitting used on the Novartis site (Atex). 8.2 Quantities of Fittings by Area Zone Table 3 Fitting Type Ex Zone 1 Ex Zone 2 Safe Area Main Switch Room 6 Pump House 15 Tank Farm 28 57 28 Solvent Recovery 33 69 LVI 16 35 PB 2 563 130 PB 1 530 145 PB 1A 285 78 Waste Water 58 31 Utilities 55 Technical Services 95 QA Labs 88 Warehouse 93 Canteen/HR/Administration 125 NIPBI Labs 168 Security Gate House 7 Sub Totals 1455 219 1064 Grand Total 2738 Table 3 list the corrected amounts of light fittings by zone and by area. The more correct way to classify equipment suitable for use in Ex Zone 1 and Zone 2 areas is by CAT 2 and CAT 3 respectively. However it is normal in Industry to reference them by Ex Zone numbers only. Safe Area refers to type of light fittings used outside of the hazardous areas. 8.3 Components Failure Information The one benefit of taking on a dilapidated system, from a maintenance perspective, is that you have the data to hand on the reasons why the assets have failed. Figure 4 displays a breakdown of these failure modes for the emergency light fittings on the Novartis site. This information was a key driver in deciding the amounts and types of spare parts to be held on site. Figure 4: Reasons for Light Fitting Failure Figure 4 illustrates failure data compiled on the NRL site. The Inspection and Maintenance activities evolved as the contract progressed on the Novartis site. The initial stages comprised of inspection and data gathering. This advanced to inspection, testing and repairs. 9.1 Structure and Administration of PMs on CMMS Novartis utilises the SAP CMMS to administrate all of its maintenance activities. VEIS staff were trained onsite in the use of this system. The Facilities Technicians were trained to User level while the Technical Team Lead was trained to Planner level. As effective owners of the assets and systems that were in scope for the IFM contract, it was agreed that we would manage maintenance activities end-to-end. Here is a synopsis of how we ran this aspect of our operation for the emergency lighting system: PMs were built against the Asset IDs of the CTUs. The CMMS Created a PM01 Preventive Maintenance Work Order in advance of the Due Date based on the Call Horizon settings. The VEIS Planner Released the Work Order in advance of the activity being carried out. One of the FTs printed the resultant Job Card. The FTs had a predetermined period of time from the Due Date to complete the activity so as not to exceed the Late Date. PMs that overshot the Late Date required Deviation Reports to be submitted. Corrective activities were recorded using PM11 Deferred Maintenance or PM12 Immediate Maintenance Work Orders depending on the severity of the issue. Completed Job Cards and reports, where applicable, were uploaded to the CMMS and attached to the relevant Work Order before changing its status to Complete. See Appendix C for definitions of the terms used by the SAP CMMS. See Appendix D for an example of a Novartis Work Order raised on the SAP CMMS. 9.2 Permitting for Works There was variance across the NRL site in how permits to work were processed. Again it was an example of how at a high level there was standard practice but the reality on the ground was different. This was another area where VEIS had to adapt to the different procedures and ensure both safety compliance and a timely manner for delivering works. The time concern stems from lengthy delays that could occur if one did not follow the specific permitting guidelines for a particular area. See Appendix F for a table displaying the differences per area in processing of permits to work on the NRL site. 9.3 Inspection and Testing Daily Test The following is the procedure employed for the daily test: To complete the daily test of the emergency lighting system, one of the Facilities Technicians walks the site and checks the CTUs for presence of any faults. Permitting is not required for this activity. Any faults are recorded in the VEIS Emergency Lighting Logbook and repairs are put into the work queue. Visual Inspection of Emergency Lights Under the previous I.S. 3217 standard, all emergency light fittings had to be visually inspected weekly. This would have been near impossible for the VEIS team to deliver. The current standard stipulates that 25% of fittings are to be visually inspected weekly resulting in 100% being checked in a four week period. The following is the procedure employed for the visual inspection: When conducting a visual inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested if it is deemed necessary. Technicians will use the access card swipe-in system or the sign-in logbook when entering the area if such systems are present. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. The area will be left in a clean and tidy state. They will swipe or sign out when leaving the area if such systems are present. If a permit was received then it will be returned and signed off. See Appendix E for Risk Assessment table. Three Monthly Inspection (for a 3 hour self-contained system) The following is the procedure employed for a 3 monthly inspection: When conducting the Three Monthly Inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on a CTU, the MCB will be switched off which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, FTs should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-meter. When work is complete then the area is to be left clean and tidy and all circuits should be powered up. They will swipe or sign out when leaving the area if such systems are present. The permit will be returned and signed off. See Appendix E for Risk Assessment table. Upon completion of the Three Monthly Inspection and testing, a report for inspection, testing and servicing as detailed in Annex C1 and Annex C7 of I.S. 3217:2013 shall be attached to the relevant SAP Work Order where it can be viewed/printed by the PU Manager and electrical engineer of (PB1,PB2,TS). As per 16.2.4.1 of I.S. 3217:2013. A copy of the report shall be placed in the VEIS Emergency Lighting Logbook. Annual Load Test (for a 3 hour self-contained system) The following is the procedure employed for the annual load test: When conducting the Annual Load Test of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on the CTU the MCB will be switched off, which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, Technicians should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-

Traditions in A Moment Before the Gun Went Off and The Lottery :: Shirley Jackson Lottery

In the stories "A Moment before The Gun Went Off" and "The Lottery," there is the situation in which a group of people cling to traditions very blindly. In both stories the traditions are so dug into the people's way of life that questioning them is considered sacrilege within these communities. Furthermore, the members of the community no longer even remember why the traditions were set up in the fist place. They follow the traditions simply because their predecessors followed the traditions. Another similarity between the communities in both stories is, even though these traditions are firmly entrenched in these communities, they are rapidly losing there grip in other communities. This detail is not only mentioned in both stories, but looked down upon by communities that still follow the traditions. In the story "The Lottery," the tradition is to hold a lottery on a specific summer day, but instead of winning a cash prize or some other good thing, the winner gets to be stoned to death by the members of the community. The character that is mentioned most in this story is one by the name of Mrs. Hutchinson. Mrs. Hutchinson is a devoted mother and housewife. She is the one who eventually gets singled out to win the lottery. So it is Mrs. Hutchinson who is impacted the most brutally by the lottery. However the other people of the village are affected differently by the lottery. It is very unlikely that the people of the village kill people for the sake of killing people. More likely there is a deeper reason. One possibility is that the people of this village of this village are looking for a scapegoat. A person to take the blame for mistakes and sins of others, so one person dies for a community and saves the community from whatever sins that had been committed. The society can be affected in many ways by the lottery. Other neighbor societies have been affected by the lottery, many have abandoned the tradition of the lottery. Even in the community where the story takes place many of the rituals that go along with the lottery are fading into the past to be forgotten forever. An example of this would be the chant that originally went with the

Operating Systems on the Internet Pos/355

Operating Systems on the Internet An online operating system is an operating system that is run online. The online operating system runs on a server that is on the Web. According to the web site, www. thefreedictionary. com (2003) the definition of an operating system is, â€Å"Software designed to control the hardware of a specific data-processing system in order to allow users and application programs to make use of it. † This applies to the online operating system, except that the operating system is available, online. There are many different operating systems n the internet that provide users the ability to access their data from anywhere in the world. An online operating system is also known as a Web operating system or Web OS. It is similar to a regular operating system but it is provided on the internet and allows users to access it from any Web browser. The are many different operating systems available on the internet, here are just a few; ICLOUD, GLIDE OS 3. 0, G. H O. ST, JOLICLOUD, and EYEOS. Many of the Web OS’s mentioned above provide the same type of benefits as an operating system, but it is done on the Web. For instance, the ICLOUD, created by Apple Inc. provides online file system and 50GB of online storage. According to the article written by Macworld Staff (2011), â€Å"In short, iCloud is a catchall phrase that covers Apple’s entire suite of wireless sync and backup services, which aim to keep you device-both iOS, and desktop computers running OS X Lion, Windows Vista, or Windows 7-on the same page, no matter which one you’re using at any given moment. † The iCloud also provides direct access to the user iCloud from Windows Explorer. The Glide OS 3. 0 provides 10GB of online virtual disk space, office tools, Web site creators and file sharing. G. ho. t which stands for Global hosted operating system provides almost the same features as a physical desktop computer, but online. The users can use file storage , sharing, and collaboration. The Jolicloud is used for net books and compatible with Linux, Windows, and AIR. eyeOS is a cloud computing Web desktop that is used by one user or an organization. The account can be created on the eyeOS server and performs as a platform for web application. This is just a small example of the types of WebOS that is available online. Some of these online operating systems can function just like a personal computer operating system.They provide the user the opportunity to store information on an online hard disk, create file management, use of utilities, saving and retrieving documents, and they are accessible where ever a company or individual can access the web. This makes it mobile and a great feature for those that rely on their portable devices, especially phones. On the go operating systems that are accessible on any device that supports Web browsing, what a great idea. Now, individuals can store their documents, pictures, music, and photos online , without having to use any storage space on their individual computers, work computers, laptops, or work computer’s.Individuals and companies can also use their mobile devices and hook them up to printers or other computers. They can also sync their information via Wi-Fi or through Bluetooth, to their computers or portable devices. References Macworld. (2011, June 8). iCloud: what you need to know. Retrieved from http://www. macworld. com/article/1160380/icloud_what_you_need_to_know. html The American Heritage ® Dictionary of the English Language, Fourth Edition.. (2003). Operating System. Retrieved from http://www. thefreedictionary. com/operating+system

God and Man Benedict Spinoza

Since the alienation is made without reservation, the union is as perfect as possible, and no associate has anything further to demand; When the social compact is violated each person then regains his first rights and resumes his natural liberty while losing the conventional liberty for which he renounced it; Albert Camus (The Myth of Sisyphus) The gods had condemned Sisyphus to ceaselessly rolling a rock to the top of a mountain whence the stone would fall back of its own weight; If one believes Homer, Sisyphus was wisest and most prudent of mortals and according to another tradition, however, ne was disposed to practice the protession ot highwayman; Opinions d as to the reasons why he became the futile laborer of the underworld; To begin with, he is accused of certain levity in regard to the Gods; Homer tells us that Sisyphus had put Death in chains He dispatched the god of war, who liberated Death from the hands of her conqueror;He wanted to test his wife's love so he ordered her to cast his unburied body into the middle of the public square; He is much through to his passions as through his torture; His scorn of the Gods, his hatred of death and his passion for life won him that unspeakable penalty in which the whole being is exerted toward accomplishing nothing; Myths are made for the imagination to breathe life into them; If this myth is tragic, that is because its hero is conscious; But it is tragic only at the rare moments when it becomes conscious. Sisyphus, proletarian of the gods; powerless and rebellious, knows the whole extent of his wretched condition; He too concludes that all is well. This universe henceforth without a master seems to him neither sterile nor futile; The struggle itself toward the heights is enough to fill a man's heart; Simone de Beauvoir (The Second Sex) Those who are condemned to stagnation are often pronounced happy on the pretext that happiness consists in being at rest.This notion that we reject, for our perspective is that of existentialist ethics; Present existence can only be Justified by ts expansion towards an indefinitely open future; Every time transcendence falls back into immanence, existence is degraded into an en soi(in itself), and freedom into facticity; Every individual concerned to Justify his or her existence experiences it as an undefined urge to transcend himself or herself; Woman is a free and autonomous being like all human nevertheless finds herself and chooses herself within a world where men compel her to assume the status of the Other; Biologically – The more separate the female individual, the more imperiously does continuity of life assert tself against her separateness. Historically is when sub-species of humans are brought together each aspires to impose its sovereignty upon the other. If both are able to resist this imposition there is created between them a reciprocal relation sometimes in enmity, sometimes in amity but always in a state of tension. Ontologically i s when man never thinks â€Å"self† without thinking â€Å"other†; he views the world wider the sign of duality, a polarity which is not at first sexual in character.Miguel de Unamuno The man of flesh and bone; the man who is born, suffers, and dies; the man who eats nd drinks and plays and sleeps and thinks and wills; the man who is seen and heard; the brother, the real brother; He is the legendary featherless biped, the social contractor for Rousseau, the homo economicus of the Manchester school, The home sapiens of Linnaeus, or, if you like, the vertical mammal; This concrete man, this man of flesh and bone, is at once the subject and the supreme object of philosophy, whether certain self-styled philosophers like it or not; Philosophy answers to our need of forming a complete and unitary conception of the world and of life, and as a esult of this conception, a feeling which gives birth to an inward attitude and even to outward action; The philosophy of this man Kant , a man of heart and head that is to say, a man there is a significant somersault, as Kierkegaard, another man would have said, the somersault ot the Critique ot Pure reason to the Critique ot Practical reason; This transition of Kant exists already in embryo in the Lutheran notion of faith; The first God, the rational God, is the projection to the outward infinite of man as he is by definition, that is to say, of the abstract man, of the man no-man; The other God, theGod of feeling and volition, is the projection to the inward infinite of man as he is by life, of the concrete man, the man flesh and bone; Whosoever reads the Critique of Practical Reason carefully and without blinkers will see that, in strict fact, the existence of God is therein deduced from the immortality of the soul, and not the immortality of the soul from the existence of God; All the rest is the Jugglery of the professional of philosophy