The Two Voices Of The Seafarer Essays - Christian Poetry

The Two Voices Of The Seafarer The Two Voices of The Seafarer There is much argument in the literary field as to whether there is more than one speaker in the Old English poem The Seafarer. In this brief essay we will look at some of the previous criticisms of the last two centuries, and through them attempt to prove that the speaker of the poem is the same one throughout. The author of The Seafarer is unknown. Its manuscript is untitled and unique, and is thought to have been inscribed around 975 AD. It survives on four pages of the Exeter Anthology which was given to the Exeter Cathedral in England, by the Archbishop Leofric, who died in 1072 AD. The Seafarer is a poem about an Anglo-Saxon man who, having apparently been banished from his home, has taken to the sea. John Pope, one of the foremost critics of the poem, postulated, and it is now generally accepted, that it is composed of three parts. Part A1, covering lines 1 through 33a, is believed to be the story of an inexperienced young sailor who tells of his hardships at sea. Part A2, lines 33b to 64a or 66a, and part B, 64b or 66b through 124, is told by an eager young sailor who loves the sea. An epilogue is usually believed to be contained in lines 103 through 124 (Pope, 177). Jove Popes greatest critical adversary, Stanley Greenfield, believed that A1 is details a voyage the speaker was forced to undergo, and that the purpose of A2 is to emphasize the speakers choice to undertake a current journey (Greenfield, 107). The poem begins by telling us of how the young seafarer has often suffered times of hardship / and have experienced / bitter anxiety. He is journeying into a world of loneliness and a destiny away from his comitatus, his meadhall, and his lord. At times he despises his life at sea: Oppressed by cold my feet were bound by frost / In icy bonds, while worries simmered hot / About my heart, and hunger from within / Tore the sea-weary spirit... (The Seafarer, Line 8). At others, he celebrates it: ...Even now my heart / Journeys beyond its confines, and my thoughts / Over the sea, across the whale's domain, / Travel afar the regions of the earth, / And then come back to me with greed and longing. / The cuckoo cries, incites the eager breast / On to the whales roads irresistibly, / Over the wide expanses of the sea, (The Seafarer, Line 58). In Anglo-Saxon society a warrior believed in lof: he received glory by his valor in battle; his accomplishments in life. If his deeds were sufficiently notable his name would live on long after he died, granting him immortality. The Seafarer believes that Sickness, old age, the sword, each one of these/ May end the lives of doomed and transient men. / Therefore for every warrior the best / Memorial is the praise of living men (The Seafarer, Line 68). Halfway through the poem we see a drastic turn. Part A has mentioned almost nothing spiritual, only speaking of the hard life of a man who lives at sea. In the beginning of part B, in line 64b, however, he changes his thus far Anglo-Saxon tone to that of a pious Christian: Because the joys of God mean more to me / Than this dead transitory life on land. The conversion of Anglo-Saxon England was relatively quick. It went from a culture which had a comitatus conscience to one that was dominated by an individual, Christian conscience. Even during his musings on God, the speaker still laments The singing gull instead of mead in hall (The Seafarer, 23), the loss of dear friends, (The Seafarer, 15), and the lord he once had. At times it seems like the poet is attempting to reconcile the tensions between the two different cultures. In one of the first know criticisms of the poem, Max Rieger in 1869 postulated that the poem is of one writer and speaks of a dialogue between two individuals; an eager young sailor and an older more cautious one (Rieger, 313). He believed that the

Research Paper on George Washington

Research Paper on George Washington George Washington’s presidency had a great effect on the future government, as well as on America’s actions at the time. He made some great decisions, whereas some others might not have been the best for our country at the time. The nation was just starting out at the time, and he had to choose which actions would be best for both the current time and the future. He had to set an example through wars, rebellions, and treaties, preserving our country along with his own opinions. I think one of George Washington’s greater achievements was during the Whiskey Rebellion. He was the first man to send his own army after U.S. citizens at this time. The farmers were killing tax collectors in protest of the whiskey taxes, and George Washington believed it wasn’t an appropriate method of protest. A wig in the time capsules symbolized this action. I think this was a great achievement because Washington set an example by showing the citizens not to go against the government’s decisions. Another achievement was George Washington’s agreement to move the nation’s capital to Washington D.C. Citizens from the South refused to pay bonds that should have been paid for by the North, so the nation’s capital was moved from New York City to a place that would be more convenient for both areas, and close to the Potomac River. In the time capsule this was represented by a picture of Washington D.C. as the new capital. This was a great achievement because it pleased both areas in the nation at the time, and provided a capital that seemed even more convenient overall. One of George Washington’s final achievements was included in his farewell speech. Represented in the time capsule by a sign with names of the two current political parties, George Washington mentioned that he didn’t want there to be a division between the two political parties at the time. Today, members of the opposite leading political parties get into major disagreements about their views, and this is the opposite of what Washington wanted. If his words were taken into consideration today, the country would be able to find a happy medium between the Democrat and Republican parties today. While George Washington had some great achievements, his presidency had some adversities as well. One adversity in particular was when he signed Jay’s Treaty. He didn’t agree with some of it, and thought the British deserved more punishment, but he signed it to get the situation out of the way. If he’d encouraged changes in it and refused to sign, the treaty would end up complying with the average citizen’s opinions, as well as his own. This was represented in the time capsule with a picture of Washington. A significant event involving adversity was the Battle of Falling Timbers. This battle took place between the United States, Britain, and Indians. George Washington wanted more land to be a part of the country, but the British joined the battle and sided with the Indians. In the end, the United States won, and the British had to pay for the boats they’d taken and damaged. This was represented by a map of Ohio, where the battle took place, and a boat, which showed the damages the British had to pay for. George Washington faced a lot of pressure when he was President, because he had to make decisions that would influence a great deal of the county in the future. He made some bad decisions, but some of them turned out to be reasonable. It was his job to solve certain problems that required him to carry through with things he didn’t necessarily believe in, and smooth over unfortunate events during his terms as President, but he successfully set a precedent for future traditions and ideas in the government. You can also order a custom essay, term paper, thesis, dissertation or research paper on George Washington from our professional custom writing service which provides high-quality custom written papers. Here is a list of the most popular research paper topics on George Washington:   George Washington: Achievements and Adversities time capsule items   George Washington vs. Benjamin Franklin   Biography of George Washington Carver   Honest Graft: The World of George Washington Plunkitt   The Writings of George Mason, Eleanor Parker Custis Lewis, and George Washington

Orginizational Development The Process of leading Organizational Essay

Orginizational Development The Process of leading Organizational Change Case Study 6 & 7 - Essay Example The new Hire will work under the Human Resource Management officer generalist. The new employee will focus on career planning, compensation, etc. each group. The client feels the change culture has been managed well at this point. The client, Susan, segregates the Human Resource employees under different functions. The functions include sales and marketing (Paula Washington), Linda Andrews (Software Engineering), and Matthew Williams (Distribution). Each group is helped by a subordinate support team. The new model serves the different internal departments running the entity’s ASP Software business. Each group will have more focus on different assigned tasks. Susan focuses on people reduction to save on salary and other related expenses (Anderson, 2011). In addition, the management team feels happy with the organizational design and culture, especially employee reduction. The company is able to save on salary expenses. The company will save on other related exp enses. Management will increase profits with the reduction. However, the employees have anxiety over the reduction. They feel they may be included among the â€Å"retrenched† employees. The fear change may disadvantage them. The job change will cause stress as the employees learn their new job responsibilities. Susan has done segregating the employees under one homogenous function to improve the quality of its services. One department is called Corporate Functions. Another department is Distribution. A third department is Sales and Marketing (Anderson, 2011). However, Susan should have done differently. Susan should have instituted a brainstorming session. The brain storming session allows all affected persons to contribute their suggestions. Everybody is free to contribute their criticisms and disappointments. An intervention strategy is highly recommended to Susan to improve the current organizational chart’s effectiveness and

'Is George W. Bush the Worst President in American History' Essay

'Is George W. Bush the Worst President in American History' - Essay Example This paper will accomplish this by contrasting a pro-Bush article by Conrad Black, George W. Bush, FDR, and History, and The Worst President in History?, an anti-Bush article by Sean Wilentz. The paper will then assess the Bush Presidency’s foreign and domestic record in an effort to resolve to this debate. Conrad Black asserts that Bush has the opportunity to rise to the historical prominence of Franklin D. Roosevelt whose domestic programs helped to bring the country out of The Depression and foreign policy was instrumental in the winning of World War II. Sean Wilentz rates Bush alongside Herbert Hoover, the presidency that is blamed for the Depression, the impeached Andrew Johnson and the ineffectual James Buchanan. Black claims that it is ‘nonsense’ that the military and foreign policy debacle of Iraq can be compared to Vietnam. He suggests this because, unlike Vietnam, Congress authorized the invasion of Iraq and observes that the casualty rate of the Iraq war, as compared to Vietnam, is markedly lower, although he doesn’t mention that the rate of severely injured is much higher. Wilentz disagrees saying that the two conflicts are very similar in that they are both foreign conflicts, have each been seemingly unending and un-winnable. The only major difference is that the prestige and credibility of the U.S. has suffered greater damage and terrorist actions against Western nations have been exacerbated as a result of the Iraq invasion and occupation. Black states that the Bush administration has experienced successes in the ‘war on terrorism’ although he admits the critical intelligence failures prior to the attacks of September 11, 2001; again prior to the military incursion and yet again in the early phases of occupation in Iraq. He suggests that these mistakes will be forgotten when Iraq becomes a stable, democratic nation. Wilentz decries not only the numerous

Business math project Speech or Presentation Example | Topics and Well Written Essays - 1500 words

Business math project - Speech or Presentation Example d function implies that if the competitors come together into a merger, the resultant monopolist product may not have more brands than the merged firm may, because more brand competition is internal. Nevertheless, it is not likely that just a single brand will be developed after the competitors’ merger. Producing more brands with a wide range of prices and properties is one technique for breaking up the market demand into sets of different clients with a variety of price elasticity, which also serves to stimulate the overall market demand. The monopolist product function is made up of the quantity or the number of brands in the market, the average cost per unit of the brands produced and the price or the value of the product brands. The questions will thus be solved by inputting the prices in the Mathematica codes and then applying the demand function below: to generate the 2 dimensional plotting of the first question. In the second question, the data input in Mathematica code s will be the quantity of products. In Question 3, the data input will be the same as in question 1 but will have a fixed price of 1 in calculating the demand elasticity. Question 4 will be treated in the same way as question 2 but will have a fixed quantity of 1 to calculating the marginal cost. Question 5 will calculate the profit function as the difference between the price and the marginal cost of the products. The sixth question will produce the 3D plots of the profit function, with two input variables, the prices and the product quantities. From this, it will be possible to locate the maximum profit to answer question 9, and select the quantity and the price that produces it, to answer question 7 and 8 respectively. The study was successful in testing all the numerical questions presented. From the results generated, it was clearly evident that the price and the demand were inversely proportional. As the price increased, the demand for the products was seen to be reducing. At the same

Integrated Project Delivery Process (IPD) Management

Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product Integrated Project Delivery Process (IPD) Management Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product

The Relation between Seneca’s Hercules Furens and Aristotle’s Poetics E

The Relation between Seneca’s Hercules Furens and Aristotle’s Poetics The intent of this paper is to discuss Seneca’s Hercules Furens in relation to Aristotle’s description of tragedy as outlined in the Poetics. It begins by discussing character, and attempts to determine the nature of Hercules’ error (a(marti/a).1[1] The paper then discusses matters of plot (mu~qoj), attempting to determine the degree to which Hercules Furens meets Aristotle’s requirements for good tragedy in this regard. According to Aristotle, the best tragedy evokes feelings of fear and pity.2[2] Since characters in a tragedy must perform action (pra~cij), it follows that the best tragedy must contain some action that is repugnant (mia&ron) or terrible, so as to inspire pity and fear.3[3] In Hercules Furens this action is Hercules’ murder of his wife and children. Here, as a result of his madness, Hercules commits a repulsive act in ignorance of what he does, which according to Aristotle is better than to act with knowledge of the wickedness of the act (he gives Medea’s murder of her children as an example). The very best tragedy, however, is one in which the character is ignorant of the repulsive act he is about to commit, yet becomes aware of that act just in time to refrain from committing it. Obviously this last is not the case with Hercules, and therefore Aristotle would count Seneca’s tragedy as belonging to the second best type (like Sophocles’ Oedipus). However, there is a second action of this sort that occurs at end of the play, when Hercules intends to kill himself. It occurs just as Hercules is about to carry out the act of suicide. Here Amphitrion also threatens to kill himself should Hercules die: aut vivis aut occidis (1308), â€Å"eithe... ... 10. [10] Poet. 1452a25-30. [11] Poet. 1452a20-25. [12] Poet. 1452a30. [13] Poet. 1452a25. [14] Lawall (1983) 10 argues that the final act, not the madness, is â€Å"the true dramatic climax of the play.† Works Cited Aristotle’s Poetics. Trans. Apostle, H. G., E. A. Dobbs, and M. A. Parslow. Grinell, IA: The Peripatetic Press: 1990. Lawall, Gibert. â€Å"Virtus and Pietas in Seneca’s Hercules Furens.† Senecan Tragedy. Spec. issue of Ramus 12.1-2 (1983): 6-26. Motto, A. L. and J. R. Clark. â€Å"Maxima Virtus in Seneca’s Hercules Furens.† Classical Philology 76 (1981): 101-17. Additional Works Consulted Motto, A. L. and J. R. Clark. â€Å"The Monster in Seneca’s Hercules Furens 926-939.† Classical Philology 89 (1994): 269-72. Rose, A. R. â€Å"Seneca’s Dawn Song (Hercules Furens, 125-58) and the Imagery of Cosmic Disruption.† Latomus 44.1 (1985): 101-23.

Leadership and power

I. INTRODUCTION:Leadership is an important part of every human endeavor- personal, community-based or even in a big or small organization. There has been a volume of research and studies regarding leadership its theory, style and how can we be an effective leader using power and influence.First, let us try to define what leadership is. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders should have very good influencing powers .To carry out the goal of the group or the organisation. Leaders carry out this process by applying their leadership attributes, such as belief, values, ethics, character, knowledge, and skills.Leadership is a process of getting done through and with people. Leaders should always remember that leadership is people oriented. As a good leader, you should know how to deal, communicate, and manage people. Being a leader, we should know how to d evelop teamwork in our organization. To be a leader, we must deal with people, develop good rapport with them, apply appropriate persuasion, inspire them and influence them to in the direction of our goals.There are many reasons why society and organizations need effective leaders. First, leaders are held responsible for the growth and development of the organization. The success and failure of any organizations lies mainly in the hands of a leader. Second, leaders provide a guiding purpose for the group or organization. Third, today’s concern about the integrity of our institutions emphasizes the need for better relationship in government, school business or an organization.Are leaders born or made? Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training, seminar and experience. This guide will help you through the process.Effective leaders hip can happen on the dance floor of conversation. Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.Leadership is not just for people at the top. Everyone can learn to lead by discovering the power that lies within each one of us to make a difference and practicing the law of reciprocity.In this essay, it would include the presentation of the critical analysis of one effective and ineffective leader, what contributes to their effectiveness and ineffectiveness, what power and influence did the leaders use and what their particular organization could do to augment the effectiveness of their leaders and to develop other effective leader.II. BODY OF THE ESSAY:According to Ralph Lauren â€Å" an effective leader has the vision and conviction that a dream can be achieved. This is true in a sense that as leaders, we should be visionary and believe that our hopes and goals will be achieved.Go od leaders are not born but they are made. If we have the desire and will power, we can become an effective leader. Good leaders are developing through time and training. Everybody has the capacity to develop and acquire leadership skills.Developing such skills will help us to understand how people feel, what motivates them, and the best way to influence them.Being a leader is not an easy task. There are many things to do and to develop for a leader to become an effective leader? The question is, what are the characteristics of an effective leader?   For one to be considered as an effective leader, first, a leader should have the passion those leaders who love what they do and love what they are doing, give hope and inspiration to his followers. Second, an effective leader makes tough decisions. As a leader, we should be comfortable making sound decisions. We should gather facts, organize information, and apply good judgement in their choice of action.A good leader can accept and take risks for his decisions. Risk takers tend to be achievement-oriented, goal directed, and self-confident. The willingness to try new ideas often reaps reward for the individual and the company. According to studies, risk-takers are tantamount to successful leadership. Next, an effective leader is a good communicator wherein they can express their thoughts and ideas in a very good manner. It includes good oral and written communication skills. They set goals and achieve those goals by communicating to others what they want to gain support and cooperation.An effective leader also knows how to motivate others to influence other people to produce good results. Motivation of employees will lean away from the autocratic methods of the past toward the new style of inspiring and empowering employees. According to Kotter, author of the Leadership Factor that tells that leadership is the process of moving people in some direction mostly through non coercive means. An effective leader reco gnizes that people are a key resource to the success of the organization, project or vision. Also, to be an effective leader, he should be a visionary.   Leaders should have a clear idea of what they want to do and the strength to persist. An effective leader is a person of integrity, gives trust and is trustworthy.The following traits and characteristics stand out as an important for success  Ã‚   an ineffective leader is totally the opposite. First, they create a climate of fear wherein the subordinate follow simply because they are afraid of the leader not because they really give support to the mission and vision of the company. An ineffective leader avoid changes, they don’t want to try new ideas. Also in the list of an ineffective leader is that they avoid making tough decisions. Their unwillingness to take risk is simply because they are afraid to commit mistakes. An ineffective leader exhibits character of being anti-social and does not want to accept responsibili ty.According to Mcshane (2007) one effective leader is CEO of Procter & Gamble (P& G) named Alan George Lafley. As an effective leader, he has knowledge of the business environment in which they operate. For example, he has a thorough knowledge of Procter & Gamble products and market. In this way, he recognizes opportunities and understands the organization’s capacity to capture those opportunities.   He also possesses self-confidence, he believes in his leadership skills and ability to achieve objectives.Effective leaders are usually extrovert outgoing, sociable, and assertive. Importantly, Lafley also walks the talk; his behaviour is aligned with the message he conveys. He restructured the company, pruned costs and rekindled a spirit of innovation through special creativity teams.   As a leader, Alley has a high level of emotional intelligence. He has the ability to perceive and express emotion, assimilate emotion in thought, understand and reason, and regulate emotion in themselves and others.Last, but not the least, he has the drive for achievement. It represents the inner motivation that leaders possess to pursue their goals and encourage others to move forward. Drive inspires an inquisitiveness and need to learn. An ineffective leader is Niccolo Machiavelli. He was one of the history’s most enduring characters. He was a bureaucrat and a diplomat for the city –states of Florence. He was known for his clever frauds, boldness and expert use of cruelty. He advocates the use of machination, ruthlessness and treachery. He also believes that leaders need to be half-beasts, possessing the fox’s guile and the lion’s brutality. As of present, there are leaders who admire Machiavelli. From him, the world produces leaders like Hitler, Mussolini and Lenin. They are ineffective in a sense that they don’t care for other people and create an atmosphere of fear.In leadership, the word influence is a key word. Influence is our ability to change the behaviour attitude of the person. This ability is the result of our power. Leaders vary in their use of their powers. There are many sources of power: reward, coercive, legitimate expert, and referent. Reward power is the ability to give something of material or personal value to others. The rewards maybe in the form of promotions, bonuses, highly desirable job assignments, praise for a job well done or a desired position title.Coercive power is based on fear and punishment. Demotions, dismissals, reprimand, assignment of unpleasant tasks, and public embarrassment is some of the examples of coercive power. This form can direct toward superiors, co-workers or subordinates. Unfortunately, excessive use of coercive power is considered to be unacceptable in the work environment especially for the professionals. It may take sabotage or malicious obedience.Because of its potential for harm, coercive power should be used with great care. With the case of Niccolo Mach iavelli, he used the coercive power . Because he advocated that leaders should be ruthless to his subordinates and he practice treachery among his members. In this kind of power, leaders are power-grabber and power-hungry. They will try to succeed at any cost. Legitimate power is derived from a formal rank or position within an organizational hierarchy. This power is dependent on the formal, established chain of command within the organization and the perceived authority of the individual in that position of power.The fourth   power is the expert power, it develops when an individual possesses specialized skills, knowledge, or expertise. It can be held by individuals ranging from the chief executive officer to the computer technician. Last but not he least is the charisma power. It is a combination of charm and personal magnetism that contributes to a remarkable ability to get other people to endorse your vision.   Referent power is based on respect or admiration for the individ ual that results to personal charisma. Charismatic leaders develop vision, shows conviction and develop self-confidence. In the case of CEO of Procter & Gamble Alan George Lafley, he used the combinations of power like referent power , because he earned the respect and admiration of people in their organization. Expert power because he has the full knowledge regarding the business of P& G. Legitimate power in a sense that he was duly chosen to be the Chief Executive Officer of P& G.Leadership is not totally for executives alone. Anyone in the organization may be a leader in various ways and times. This view is known as shared leadership or the leaderful organization. Successful organizations empower their employees to take leadership role.   They will realize later on that the real essence of leadership is influence, they realize that everybody has leadership qualities and responsibilities.III. CONCLUSIONTruly, we say that leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which we are members.REFERENCES:Dalton, M., & Hoyle, D.G. Human relations 2nd edition. (2000) Ohio: SouthWestern Educational Publishing Thomson Learning.McShane, S. L. & Glinow, M. V. Organizational behavior.   (2007) New York:Mc Graw Hill International Edition

Essay Sample on The Glass Menagerie The Characters’ Perspectives of Reality

Essay Sample on The Glass Menagerie The Characters’ Perspectives of Reality In Tennessee Williams’s play The Glass Menagerie, the characters’ perspectives of reality are mixed with those of appearance. Amanda, the mother, tries to make the lives of her children perfect, but in doing so, only causes them grief and anguish. Amanda still lives in the past and sees no reason why her two children should live anything but perfect lives. However, her children, Laura, a crippled and unsociable girl; and Tom, an ambitious young man, believe they should be able to choose their own paths of life. William conveys the theme that several people feel a need to set unreasonable standards for those they love. Amanda’s unwillingness to see Laura for what she really is causes her to make expectations for Laura that are out of her reach, and forces Tom to escape his family so that he no longer feels the pressure of being good enough for his mother. Amanda sets goals of unreachable status for her children and will not see them for what they really are. Amanda sees no reason why her children should not be perfect and forces her upon visitors, by saying â€Å"It’s rare for a girl as sweet an’ pretty as Laura to be domestic! But Laura is, thank heaven, not only pretty but also very domestic† (Williams 14). Amanda distorts her mind in a way that makes Laura’s vices invisible. She believes Laura should have every chance at life that she once had as a young woman and tries to block out all of her inabilities. Amanda believes that if her children failed in life, then she is a failure as a person. She is not able to â€Å"accept the reality of the world with which we’re presented† (Truman). Amanda feels the need to control her children’s’ lives, not recognizing their own capability for survival. She has preconceived notions of how her family should live and will not stop in her to quest to find them happiness. Amanda can not find happiness in the life she has lead, instead depends on Tom and Laura to â€Å"bring her the happiness that her husband failed to give her† (www.pinkmonkey.com). Amanda does not fully understand the needs of her children, only focuses on their faults. She refuses to accept that Laura is different, forcing her into uncomfortable and awkward situations, that cause them both stress. Amanda’s expectations of Laura cause her to lead a life filled with loneliness and a lack of self-respect. Laura’s glass animals are very delicate, and a slight pressure can make the â€Å"glass break so easily. No matter how careful you are† (Williams 19). Laura’s fascination in plants and animals becomes a world of adventure in her mind, a world of dreams, a world of disappointments. Laura’s love for rare glass specimens is also a love for herself, being that Laura is a rare specimen in a world of perfection that her mother has created. Laura’s memories of her childhood and previous encounter with Tom have been twisted into a bizarre fantasy, making it clear â€Å"that her memories are really illusions† (Lumley 61). Laura has a distorted image of herself, resulting in a lack of self-confidence. This trait leads Laura to become quiet and mysterious and misunderstood in public. She begins to lose all base with reality, almost encounter ing the edge of insanity. However, once Laura is able to break through the barrier of social nervousness and inexperience, she begins to â€Å"love the light† (Williams 18). The glass unicorn is a representation of Laura; and in certain conditions, both objects can begin to gleam. Laura begins to shine through the tests she has been put through and for a few moments, is accepted by the outside world. Amanda’s frustration and nagging begins to wear on Tom, eventually causing him to break all ties with his mother. Amanda wants to give Tom â€Å"the chance to lead a normal life† (Truman) but in doing so, increases Tom’s desire to start a life of his own. Tom is contradicted in his dreams of exploration and adventure and his devotion to his sister. He believes that casting Laura into the cold world outside of the Wingfield household is cruel, and attempts to convince Amanda that she is not fit for a normal life. Tom’s dreams of escape come with a price. He is not able to leave â€Å"his coffin without removing one nail† (Williams 7). Tom’s departure causes despair and tension in the house. In order to escape this situation, Tom must see Amanda and Laura as their true selves and be able to cut all ties with them. Amanda’s unfulfilled life causes her to nag her children constantly, which in turn, creates a daughter with little self-confidence and knowledge of the outside world and a son who can not decide what is more important to him- his family or his dreams. This relates to all of us, having had to make a decision between two objects that are close to our hearts. In the 1963 movie Tom Jones, directed by Tony Richardson and starring Albert Finney, the main character Tom, cannot decide on whether a life of mischief and lust or one filled with love is right for him. Combined with the pressures that his uncle, Squire Allworthy, force upon him, Tom goes through many adventures before deciding what life means to him.

The History of the Palladian Window

The History of the Palladian Window A Palladian window is a specific design, a large, three-section window where the center section is arched and larger than the two side sections. Renaissance architecture and other buildings in classical styles often have Palladian windows. On Adam or Federal style houses, a more spectacular window is often in the center of the second story - often a Palladian window. Why Would You Want a Palladian Window in a New Home? Palladian windows are generally enormous in size - even larger than so-called picture windows. They allow a great deal of sunlight to enter the interior, which, in modern times, would maintain that indoor-outdoor intent. Yet you would rarely find a Palladian window in a Ranch style home, where picture windows are common. So, whats the difference? Palladian windows project a more stately and formal feeling. House styles that are designed to be informal, like the Ranch style or Arts and Crafts, or created for the budget-minded, like the Minimal Traditional home, would look silly with an overly large, Renaissance-era Italian window like the Palladian window. Picture windows often come in three sections, and even three-sectioned slider windows may have grids with circular tops, but these are not Palladian style windows. So, if you have a very large house and you want to express a formality, consider a new Palladian window - if its in your budget. Definitions of Palladian Window Window having a broad arched central section with lower flat-headed side portions. - G. E. Kidder Smith, Source Book of American Architecture, Princeton Architectural Press, 1996, p. 646 A window of large size, characteristic of neoclassic styles, divided by columns or piers resembling pilasters, into three lights, the middle one of which is usually wider than the others, and is sometimes arched. - Â   Dictionary of Architecture and Construction, Cyril M. Harris, ed., McGraw- Hill, 1975, p. 527 The Name Palladian The term Palladian comes from Andrea Palladio, a Renaissance architect whose work inspired some of the greatest buildings throughout Europe and the United States. Modeled after classical Greek and Roman forms, such as the arched windows of the Baths of Diocletian, Palladios buildings often featured arched openings. Most famously, the three-part openings of the Basilica Palladiana (c. 1600) directly inspired todays Palladian windows, including the window in the 18th century Dumfries House in Scotland shown on this page. Other Names for Palladian Windows Venetian Window: Palladio did not invent the three-part design that was used for the Basilica Palladiana in Venice, Italy, so this type of window is sometimes called Venetian after the city of Venice. Serliana Window: Sebastiano Serlio was a 16th century architect and author of an influential series of books, Architettura. The Renaissance was a time when architects borrowed ideas from each other. The three-part column and arch design used by Palladio had been illustrated in Serlianas books, so some people give him the credit. Examples of Palladian Windows Palladian windows are common wherever an elegant touch is desired. George Washington had one installed at his Virginia home, Mount Vernon, to illuminate the large dining room. Dr. Lydia Mattice Brandt has described it as one of the houses most distinctive features. In the United Kingdom, the Mansion House in Ashbourne has been remodeled with a Diocletian window AND a Palladian window over the the front door. The Wedding Cake House in Kennebunk, Maine, a Gothic Revival pretender, has a Palladian window on the second story, over the fanlight over the front door. Source Serliana, The Penguin Dictionary of Architecture, Third Edition, by John Fleming, Hugh Honour, and Nikolaus Pevsner, Penguin, 1980, p. 295

Application of Nursing Theory Essay Example | Topics and Well Written Essays - 1500 words

Application of Nursing Theory - Essay Example Dorothea stated that patients could recover more quickly and holistically if only they were allowed to conduct their daily living activities on themselves to best their abilities. The theory can be applied is solving problems that may arise in the nursing care units both patiently focused problems as well as administrative issues in meeting their needs as well as identifying possible ways of solving and coping with their problems (Orem, 2003). When a patient is unable to conduct their self-, care needs a self-care deficient result. In the hospital, setting it is the job of the nurse to determine the resulting deficits and ways of supporting and solving the deficits. This can be achieved by total compensation, partial compensation as well as educative and supportive assistance. Dorothea described self-care requisites that are necessary for good health of the patient. These include food, water, elimination, air, activity and rest, social interaction, and hazard prevention necessary to ensure good health of an individual. The scenario chosen involves problems in the nursing leadership, in a nursing unit. The manager of the unit ought to recognize the associated problems and develop ways of solving them (Castle, Engberg, & Men, 2007). A nursing unit is experiencing rapid turnover its nursing staff including nurse managers. A new manager from an outside source is appointed to lead the nursing unit. Similar to the role that is played by a nurse in the care of patients ensuring that patients need to take care of their activities of daily living to improve on their health, the leadership management in the nursing unit needs to recognize the deficits in their system to solve their problem. A major issue in the nursing unit is a rapid turnover of the staff including the manager due to leadership and organization issues that affect them. As a result, a new nurse manager is introduced in to the organization and is required to take care of the