Rfid at the Metro Group

This summary is not available. Please click here to view the post.

How does Steinbeck make use of the natural setting in of mice and men free essay sample

The Brush by the Salinas River is one of the most significant areas in the whole novel. Steinbeck makes a lovely and regular setting by his utilization of metaphorical language. â€Å"Willows new and green with each spring† and â€Å"leaves lie profound thus crisp† make a picture in the psyche of the peruser that inspires a quiet and tranquil disposition. Steinbeck at that point utilizes the setting to present the two fundamental heroes. The appearance of the heroes intrudes on the congruity of the stream bank, yet before any indication of them is noticeable or inside earshot, the winged creatures fly away, the bunnies dissipate, and the various creatures escape the region. This tells us that a person or thing is coming. Steinbeck acquaints with the two principle heroes. They are the portrayed indistinguishably however it isn't until Steinbeck depicts their various highlights that we become familiar with their disparities .We don’t know their names until the exchange begins. We will compose a custom exposition test on How does Steinbeck utilize the regular setting in of mice and men or then again any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Through their discourse we discover that the bigger man is Lennie and the littler man is George. Both genuinely and character insightful, George and Lennie are totally unique, practically accurate contrary energies. Lennie isn't extremely brilliant, and acts like a major infant. He jumps at the chance to pet delicate things, he pitches fits now and again, and when he detects his favorable position in a contention he accepts that open door and is whiny, youthful, and unreasonable about the circumstance. In the event that you wear need me I can go off in the slopes a discover a cavern. I can leave any time.† George, then again, is extremely adult, and in spite of the fact that he blows up and disappointed with Lennie at times, he generally winds up feeling sorry that he was mean, and apologizes tragically. I been mean, aint I? George and Lennie are dear companions, they travel together, they remain together, and they care for one another. George and Lennie have a fantasy, one that theyve had for evidently a long while. George and Lennie need to claim and live in their very own little place, with creatures and vegetables and flames for the winter. They need to have their fantasy house, a spot where they can live all alone, without stressing over any person or thing. Steinbeck makes a setting of this fantasy which is utilized as inspiration for George and Lennie however more explicitly for George to protect Lennie. The fantasy joins with the American Dream, what they aim is just a microcosm of the American Dream. The entire setting of the fantasy is insignificant to such an extent that is actually not at all like the American Dream.

Post-wedding update

Post-wedding update So, Im back in the office after this weekends wedding. It was great to catch up with many old friends, and of course to see my old roommate tie the knot. If youre wondering what a random sampling of MIT alums 3-6 years removed from the Institute are doing job-wise, heres who was around at the wedding: software engineer/Kenjitsu instructor/author, Medical Doctor (resident), engineer for Sony Consumer Electronics, medical school student/NIH researcher, DC-area attorney, MIT physics instructor, engineer for Exxon-Mobil, city planner, chemistry PhD student, and, oh yeah, admissions officer. At the reception, I got to sit next to Julian Wheatley, a member of the Foreign Languages Literatures (Chinese) faculty and housemaster of East Campus dormitory. We chatted a bit about my slowly progressing Mandarin studies, and he pointed me to his new OpenCourseWare 21F.101: Chinese I site. The groom requested a Red Sox update during the reception, so I got on my mobile phone and called Nightline, MITs peer-listening hotline, for the score. Nightlines greatest service is in peer counseling on serious issues like stress, depression, sexuality, etc, but to encourage students to get used to talking with them, theyll take any kind of phone call. The nice Nightline staffer reported that it was 4-2 Red Sox in the 5th inning, as I reported over the DJs microphone minutes later. Sadly, the Sox lost 6-5. I did not report that over the microphone. Back in the office, Ive done two information sessions in two days as well as a local college fair last evening. At the college fair, interestingly, the two most common questions I received were about economics and varsity sports at MIT. If those were your questions, you should check out the Economics Deprtment and Athletics Department. And to the person who asked if we have any computer courses: I assure you, we have plenty.

Classical Yoga, Advaita Vedanta, And Tantra Yoga - 1929 Words

The story, myth, and background of Kali can be interpreted in many different ways. There are three strands of yoga that have developed over the past centuries. The tree strands are Classical Yoga, Advaita Vedanta, and Tantra Yoga. Classical Yoga is a dualistic model in which purusha and prakriti are completely separate. Everything has an equal and opposite counter-part in this strand of yoga. Advaita Vedanta Yoga was a response to dualistic, Classical Yoga. This strand of yoga is monistic and is a view that affirms the unity of all things. Everything is one. The divine consciousness is everywhere and in everything we see. Tantra Yoga is non-dualistic while also realizing and accepting that there is diversity in the world. Each of these strands of yoga looks at Kali’s story differently and its significance is different in each view. In Classical Yoga, the view is that one must overcome prakriti. In doing so, the individual is able to free the mind from their body to experience purusha. Kali is the creator of prakriti. She is the force that drives the world and it’s lila. It is often thought that when a bad storm or tornado hits, it is her doing. A yogi of this view would meditate to Kali as the goddess of destruction, not the mother. They would face that she is the unity of all things, being the creator and destroyer of everything we embrace in this material world as seen with her dance in the myth. This yogi would learn to face the reality of life and death. If one simply

How Much Has American Schooling Changed Since The Early Days

For as tough as American schooling is now, it could be a lot harder for today’s youth. In the past, schools were very strict and harsh on the students. Whereas, today we have very lenient punishments, and rules are upheld depending on teacher discretion, due to looser guidelines which have evolved with the times. We as American minors have many different options of schooling; private, online, advanced (stem), public and homeschooling. Therefore, this gives students an opportunity to learn at their own pace and be in a comfortable environment, which is very effective and stimulates to the brain. Although the real question is how much has American schooling actually changed since the early days? One room school houses where the real start†¦show more content†¦The students were respectful and fearful. Therefore they didn t make too much trouble for her. You didn’t speak unless spoken to, or you rose your hand. Then, if she called you, you would have proceeded to s tand, walk to her desk, politely and formally ask what you intended to do. Since the teachers desk was on a platform, she was always able to see most to all of her students and since she was above them, literally, every fiber of her being was screaming authoritative figure to her students. Punishment! A word that we all shy away from, but do we really know what punishment meant to kids who went to school in one room school houses? They endured many physical punishments, such as hitting the child on the knuckles with a steel tipped ruler or standing for a long period of time with your arms straight out in front or to the sides of you or even having to take cold showers. Although some teachers preferred the mental embarrassment route which included, wearing a dunce cap, being forced sit on a high stool beside the teachers desk at the front of the room or if it were a boy they would have banished them to the girls cloak room. The important information is what made them get in trouble. Things like not properly addressing the teacher as ma’m or miss, speaking out of line, or anything that was considered disrespectful such as not standing up when addressing the teacher, or using slang and not proper English. The point is these were very

Management Practice CA1 Handup Free Essays

Management Practice CA1 Handup first week after Easter Typed, 3-5 pages please CA: Case study: Brownloaf MacTaggart: control and power in a management consultancy Background Brownloaf MacTaggart (BM) is the engineering consulting division of Watkins International, a large international firm of chartered accountants and management consultants. Watkins was established as a chartered accountancy practice in 1893. Following decades of moderate growth it entered the management consultancy market in 1955 primarily as a ‘spin-off’ from audit and taxation work. We will write a custom essay sample on Management Practice CA1 Handup or any similar topic only for you Order Now In the following years this diversification proved to be profitable. What had started as a very small sideline activity has developed into a multidivisional management consultancy business employing in the UK alone some 700 people. Worldwide Watkins employs around 70 000 people through a network of firms and associate firms. The international firm has at least one office in most countries, and in the early 1990s has established new offices, particularly in Eastern Europe. Watkins has endeavoured to grow primarily by acquisition and internal growth, but acquisition has been by far the most successful strategy, particularly in the 1980s when a software development company and BM were acquired. The firm now has five consultancy divisions in the UK covering information technology and software engineering; public sector management; financial services and treasury; leisure and retailing; and general engineering. Brownloaf MacTaggart and Co. had started business in 1962 as a two-man partnership. Alex MacTaggart had been a successful production engineer, who had assiduously built up a long list of good contacts while working for blue-chip engineering companies. Duncan Brownloaf had been a successful engineering company salesman selling diverse products such as hydraulic pit props and mining pump equipment. The two men combined their undoubted strengths by taking small premises in Walsall, in the West Midlands. The business flourished and in 1977, now employing 20 people, two additional employees were admitted into partnership: Heinrich Grubber, a German national, and William Smallpiece, a native of Shropshire. Having admitted the two new partners, both founder partners were beginning to think of retirement. Duncan Brownloaf’s health was failing and perhaps it was time for a change. In 1980 the company moved into bigger offices in the heart of Birmingham. One month after the move both Alex MacTaggart and Duncan Brownloaf were gone. It was suggested, although never proven, that both men suffered a ‘palace coup’ led by Heinrich Grubber. The BM name was continued, after all the goodwill generated was considerable, and Heinrich Grubber and William Smallpiece set about planning for the future. For some time both partners worried about future strategy. Should they stay as a small stand-alone company or actively seek merger or acquisition? In 1988 the future direction was effectively settled. Watkins International had been looking to acquire an existing engineering consulting company. Merger negotiations were started with BM. These negotiations proved to be unusually protracted. Besides issues of partner capital, there were a number of issues surrounding managerial autonomy. Surprisingly, merger was nearly aborted by the insistence of the BM partners that young Eric Reliant be admitted into partnership. The partnership qualities of Eric were not immediately obvious to the senior partners of Watkins. A redemptive new age traveller, he tended to be seen as a disorganised blue sky thinker (or ‘head in the clouds’ visionary). Underneath, however, he was an artful schemer who had carefully flattered and fawned around the BM partners. What he lacked in technical engineering skills he more than made up for in low-life cunning. With agreement reached on the admission to partnership of Eric Reliant, the way to merger was clear. Following the merger life appeared to continue much as before. BM continued to occupy the same premises, and to all intents and purposes operated as the same company. The BM name was retained for the sound commercial reasons of client goodwill and recognition, but now operated as the Brownloaf MacTaggart Division of Watkins International. For eighteen months it was business as usual. The head office of Watkins was two miles away – in many respects out of sight and out of mind. Surprisingly Watkins did not rein in its new division. Procedures stayed more or less the same although the house style of reports to clients now had to conform to strict and elaborate Watkins requirements. The name of the overall firm had changed but the three partners continued to behave as if BM was an independent company. Heinrich Grubber was particularly proud of now being a partner in an international firm with all the apparent prestige and jet travel this implied. The situation Watkins International began to introduce firm-wide standardised practices early in 1990. First the time sheet recording system linked to client billing was changed from a manual system to a computerised system; later, standardised routines and forms were introduced for a number of administrative procedures, including holiday requests, staff appraisal, expenses and assignment control. All curricula vitae were placed into a computerised database linked to a proposal (or bidding for work) administration system. Updating of each curriculum vitae takes place after each consultancy assignment by the project manager completing the relevant form and sending it to the marketing department. Surprisingly, despite the relative sophistication of this system, matching the personnel with the requisite experience to project requirements is rather hit and miss, and depends more on an informal reward and punishment system (consultants who conform to the company culture are rewarded with interesting and prestigious assignments, which may help career advancement, while consultants who do not conform, for whatever reason, can be impeded by a succession of mediocre or difficult projects). BM employees began to recall nostalgically the ‘old days’ of BM before merger. Little did they know that more was yet to come. In May 1991 Watkins secured three floors of a prestigious office block located adjacent to their head office in Birmingham. This office block consists of ten floors, four of which are occupied by a commercial bank and architectural practice. All Watkins’ management consultancy divisions were located, in August and September 1991, on to one floor of the new office. Some 700 people (including all management consultancy support staff such as accounts, personnel and office management) are housed in a huge open plan office (although partners have individual, if small, offices). Individual consultants are assigned to a desk; each desk accommodates at least two consultants. If both consultants are working in the office, working space becomes a simple matter of early desk possession. All consultants are required to log on to a computerised staff locations system, which records contact telephone numbers and physical location for every hour of the working day. The same system acts as a message recording point when consultants are working outside the office. The change from a relatively small office away from the main management consultancy to the big company environment came as quite a shock to several BM staff. For many staff there was a realisation, perhaps for the first time, that they were working in a large, rather impersonal, increasingly automated and tightly regulated environment. Above all they were expected to sink or swim in a fiercely competitive environment. There was also a realisation among staff, and indeed the BM partners, that although they may be well known in the engineering industry, within the Watkins empire they were minute in terms of size of turnover, number of projects, number of employees and profitability. In 1992, in order to improve its competitive advantage in a stagnant management consultancy market (by being seen to conform to the highest service quality delivery standards) Watkins introduced a new quality management system, in an effort to secure BS 5750 Part 1 certification (the British Standards quality award). This new system required a complete rethink of the way consultancy assignments are managed, and introduced an essentially mechanistic approach to quality management based on an accountant’s view of correct filing, record keeping and random assignment audits. Elaborate quality procedures became progressively refined during 1992 and became encapsulated in a beautifully printed Watkins Quality Manual. This manual was revised five times in as many months, and not surprisingly, many consultants became confused as the quality system appeared to be used by partners as part of a reward and punishment system; it is all too easy to miss completion of a form or a section of a form, neglect to obtain a partner’s signature on a form or miss a quality plan review. The threat of periodic quality audits hangs over every consultant and, instead of using the quality management system as a means of improving services to clients, many consultants have become increasingly antagonistic towards it. The whole quality management system has become a bureaucratic nightmare instead of the aid to successful service quality and client satisfaction it should be. Recruitment policy within Watkins is generally rudimentary but calculated. There is no shortage of well-qualified applicants. In normal economic conditions the Watkins management consultancy thrives on a constant inflow and outflow of bright young staff, although in the past three years recession has generally slowed down this movement such that Watkins has made around five per cent of its management consultants redundant since the end of 1992. The typical management consultant is aged around 30, with a few years’ professional accounting or industrial experience. He (for the typical consultant tends to be male, although exceptionally gifted women are being recruited in greater numbers) generally has a first degree from a well-known university plus an MBA from one of the top three British business schools. Occasionally an accounting qualification has also been obtained. He or she is also highly motivated with an almost obsessional ambition to climb the career ladder. Because of this obsession with success, the typical consultant is prepared to work all hours of the day and night, and working at weekends in the office is thought to be particularly important, provided, of course, a partner is made aware of this fact. Entrants to the BM Division are somewhat different to the typical Watkins consultant. A typical BM consultant is aged around 29 to 33; has a first degree in engineering, usually from one of three universities, plus membership of a professional engineering institution, such as the Institution of Mechanical Engineers. Possession of a higher degree is rare. As a consequence, the average BM consultant and partner are less well qualified than other Watkins consultants and partners. A climate of almost anti-intellectualism has therefore flourished in the BM Division, particularly since the merger with the Watkins empire, along the crude lines of ‘we’re only the oily engineers – ignorant but proud of it’. As with the Watkins company as a whole there is never a shortage of young hopefuls eager to join the ranks of BM and as such, the BM partners have over the years developed a callous and cavalier attitude to personnel management. Such attitude by the partnership would have been unthinkable during the time of Alex MacTaggart and Duncan Brownloaf. The Watkins management consultancy personnel function is small and subordinate to the wishes of the partners. Motivation of staff is rarely considered and their well-being is secondary to the business of improving profitability. Heinrich Grubber, in particular, takes a cool and calculating approach to staff management. He tends to select bright new consultants and then invariably burn them out with sustained hard work until the next young person comes along to take their place. It takes around eighteen months to two years of relentless hard work in the BM Division for the true nature of the situation to dawn on the more perceptive consultant – basically promotion to the next grade is rarer than a Norwegian parrot and, while one or two consultants have recently been promoted from consultant to senior consultant, only one person in the past fifteen years has been promoted from senior consultant to managing consultant. The allocation of consultancy assignments within the BM Division is based primarily on either ‘the warm body’ principle (who is available) or as part of a none too subtle punishment and reward system. Generally there is a perceived hierarchy of jobs, ranging from an international assignment in some exotic location, working for Heinrich Grubber and the well-respected associate Nigel Redcoat (rated as a top job) to the managing of a small engineering business under receivership, working for Eric Reliant and the loathed and feared associate, Rupert Wormwood, famous for his unprincipled ways and ill-disguised alcoholic binges (most certainly a low-rated job). A succession of either top-rated jobs for prestigious clients or small insignificant jobs managed by poor job managers can make or break a Watkins career in around four months. Advancement in the steadily deteriorating atmosphere of the BM Division is always likely to be a rather haphazard process. Surprisingly, technical engineering skills per se are not the key to career success in this organisation. Advancement, if it comes at all, may occur by a combination of conformity to, compliance with, and dependence on the sub-culture of the BM Division, within the wider culture of the Watkins company. Conformity, compliance and dependency can be demonstrated in a number of ways – being seen to work all hours in the office; flattery of the partners resulting in appalling sycophancy; exercising personal responsibility by undertaking small marketing and selling exercises designed to bring in new assignments; completing already time-pressured projects before schedule and under budget (which generally can only be achieved by under-recording time expended on a project), and the honing of good old-fashioned Machiavellian techniques of back stabbing. It is against the background of difficult trading conditions in an environment that is uncertain, together with the absorption of a relatively small firm into an international management company with all its standardised procedures, and where mistrust, intimidation and fear are common emotions, that this case is developed. Activity brief 1 Identify the different ways in which managerial control and power are being exercised in both Watkins International as a whole and the BM Division in particular. Having identified the different aspects of managerial control, examine how appropriate these are in managing the different types of employees in Watkins International. 3 Explore the nature of the apparent dichotomy and tensions created in allowing highly qualified creative and essentially autonomous consultants room to reach creative solutions to client problems (often under considerable time pressures within an uncertain environment) and the employing organisation’s need for order, stability and reliability. Considering the Watkins International approach to quality assurance, which appears to be primarily bureaucratic and perhaps at variance with the image management consultants would wish to present to clients, is this likely to affect the way consultants consider and make recommendations for the implementation of total quality management systems in client organisations? How to cite Management Practice CA1 Handup, Essay examples

Advanced Networking for Context Aware Services- myassignmenthelp

Question: Discuss about theAdvanced Networking for Context Aware Services. Answer: Five popular context aware services: Physical sensor: Enables the feature of capturing of the physical data of the movement of the entity. Virtual Sensor: Can access virtual information such as accessing data from some device or application. Combined sensor: Provides information after merging of information from two or more sources(Support,Engine Guides, 2018). Direct user input: It is an alternative way of context interface; here the user directly gives some contextual information. Social media: Enables exchange of contextual data between the users and the online applications. The social media covers all the sectors of application including online market place and e-business. Special positioning techniques: Call of origin: It is the simplest form of mechanism for finding the approximate position in the RF based system. Angulations: Known as Angle of Arrival (AoA). The determination of the position of the mobile location in this system is done by analyzing the angle of incident of the arriving signal. RSS: It is known as Received Signal Strength. It can be determined by the mobile device or the receiving signal. TDOA: Time Difference of Arrival is a wireless technology that depends on the receiving signal coming from the call towers for determination of the location of the mobile. Trilateration: It is a method of location calculation based on the Wi-Fi service (SpringerReference 2018). The determination of the quadrant of the location is based on the number of access points. All the techniques mentioned above are the indoor positioning of the network. References Support, P., Engine, C., Guides, C. (2018).Cisco Context-Aware Service Configuration Guide, Release 7.3.101.0 - Chapter 1: Overview [Cisco Mobility Services Engine].Cisco. Retrieved 30 April 2018, from https://www.cisco.com/c/en/us/td/docs/wireless/mse/3350/7-3/CAS_Configuration_Guide/Guide/CAS_73/msecg_Overview.html#wp1140425 SpringerReference. (2018). Retrieved 30 April 2018, from https://www.cisco.com/web/offer/emear/38586/images/Presentations/P7.pdf