Studies about Globalization and New Ethnicization of Mentality
Introduction: A new universal ethnization of mentality is part of the fundamental features of present time, to wit, the phenomenon of economical globalization and the exclusive way of thinking. This phenomenon touches all aspects of human life and is inserted in a new perspective for our society. If we want to present the cultural behavior of present-day Brazilian people even in a superficial overview, we must consider the consequences of the major historical facts of the last centuries, which coincide with Modernity and reflect in the avant-garde trends of art history as well as in the revolutionary movements of Postmodernity.
On the one hand we presently see the phenomenon of technological innovation, the manipulation of plant and animal life which, together with the recent globalization of the economy, creates and imposes a new way of mental domination and impacts the creation of new social movements as an expression of rebellion and resistance. On the other hand, new left wing parties from the outset often feel condemned to failure because they are unable to manage the impacts of the economy and politics of the new world order, which for the most part are imposed by a fundamentalist hegemony. Keep reading…
A Research Study about Departmentalization in the 5th Grade Classroom Re-thinking the Elementary School Model
Abstract: In this action research study of my 5th grade classroom, I investigated the benefits of a modified block schedule and departmentalization. The research consisted of dividing the 5th grade curriculum into three blocks. Each block consisted of two primary subject areas: Mathematics was paired with Social Studies, Reading was paired with Health, and Writing was paired with Science. These groupings were designed to accommodate district time-allotment requirements and the strengths of each teacher within the 5th grade team. Thus, one teacher taught all of the Mathematics and Social Studies, another all of the Reading and Health, and another all of the Writing and Science.
Problem of Practice: At the outset of this research project, I was teaching in a 5th grade, heterogeneous classroom. As a 5th grade teacher in the Lincoln Public Schools system I had the responsibility of teaching my students in all subject areas. The school I began teaching at this year had made the decision to departmentalize the Unit Studies curriculum in an effort to somewhat reduce the preparation load for 5th grade teachers. There were three teachers on the 5th grade team. Departmentalization of the Unit Studies curriculum meant that one of us taught Science, one taught Social Studies, and one taught Health. I was responsible for teaching Social Studies. Re-thinking the Elementary School Model.Keep reading…
Case Study about Success of Quality Circles at Wedgewood
David Hutchins introduced the concept of Quality Circles to senior management, middle management and unions at Wedgwood during December 1980. Training of the first 12 leaders started in January 1981, and the first of six Quality Circles started training at the end of that month, followed by six more a month later. David Hutchins then returned to train 12 more leaders in March 1981, and the process continued at a steady pace from the outset.
Training then spread to all the local firms within the Wedgwood Group. Within a year of starting, 80 Quality Circles were operating. Circles met for 1 hour each week during working hours in specially prepared Quality Circle rooms. Quality Circles usually chose their own problems and spent anything from a month to six months analysing and solving each particular project.
A Case Study about the Financial Cost of Wind Energy
Executive Summary: The lifetime cost of wind energy is comprised of a number of components including the investment cost, operation and maintenance costs, financing costs, and annual energy production. Accurate representation of these cost streams is critical in estimating a wind plant’s cost of energy. Some of these cost streams will vary over the life of a given project. From the outset of project development, investors in wind energy have relatively certain knowledge of the plant’s lifetime cost of wind energy. This is because a wind energy project’s installed costs and mean wind speed are known early on, and wind generation generally has low variable operation and maintenance costs, zero fuel cost, and no carbon emissions cost. Despite these inherent characteristics, there are wide variations in the cost of wind energy internationally, which is the focus of this report.
Introduction: In 2009, the European Union added 10,163 MW of new wind energy capacity while the United States added 9,994 MW. These capacity additions in 2009 represented the largest source of new electricity generation in the EU and the second largest in the U.S. Globally, demand for windgenerated electricity has increased for a number of reasons including growing concern for carbon emission mitigation, security and supply issues with fossil-based fuels, and a host other factors. The variability of the all-in cost of wind energy, however, may still be a barrier for increased deployment of wind energy across the globe. From the outset of project development, investors in wind energy have relatively certain knowledge of the plant’s lifetime cost of wind energy. This is because a wind energy project’s installed costs and mean wind speed are known early on, and wind generation generally has low variable costs, zero fuel cost, and no carbon emission costs.
“The success of our business relies on providing a fast, accurate and professional service to our clients. A reliable IT infrastructure is therefore at the heart of our business plan, as we cannot afford any delays or downtime,” says Karen Malone, Managing Director at Centaur Fund Services. “We knew at the outset that we needed an enterprise-class IT system in order to compete with larger competitors on a level playing field. We felt that rather than make one of our first hires an IT admin, the better solution was to choose technology that would give us a high level of automation and work with the right partner to help us manage it.”
Centaur worked with its IT partner, Trilogy Technologies, to identify the technology best suited to its needs, and Trilogy was quick to recommend the potential benefits they could achieve from establishing a virtualized IT infrastructure from the start. “We did a competitive pricing exercise for total cost of ownership over three years comparing Microsoft, Citrix and VMware,” says Malone. “VMware came out comfortably on top and while we were previously more familiar with Citrix, we were hugely impressed with the VMware offering and decided that it made sense to go with the market leader..
Overview: To simplify and minimize the cost of partnership coordination, PAi uses proprietary technology to ensure service quality during all aspects of the plan and participant lifecycle. At the outset of a new partnership, PAi works with each of its partners to develop co-branded or private-labeled service models based on their brand identity preferences. Throughout ongoing administration, institutional dashboards provide partners with real-time access to plan- and participant-level information.
Driver: Providers commonly object to outsourcing recordkeeping and administration due to the perceived complexity of coordination and the likelihood that complexity will generate service lapses, sponsor dissatisfaction, and defections. In addition, brand identity damage and high partnership coordination costs top the list of provider concerns. At the same time, the cost to platform providers of dedicating large numbers of staff to alleviate service concerns can be prohibitive..
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A Case Study in Privatization:
The privatization of Kenya Airways was the first-ever privatization of an African airline. The sale of a major state-owned asset is usually a highly charged political event, and the two-year process by which 77% of the shares of Kenya Airways were sold to a broad array of private investors was no exception. From the outset the press and public of Kenya speculated as to how and when the process would fail, and which interests would profit from that failure. Yet the privatization was carried out successfully..
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At the outset, Apple had many competitive advantages that allowed it to become a profitable business. Apple’s PCs relied on proprietary designs that only Apple could produce. When Apple developed the Macintosh, it was very easy to use, had an industrial design, and technical elegance. People craved these qualities in a PC, but the Mac was very slow and there was very few compatible programs due to the proprietary design…click here to read ahead
Summary: The success of our business relies on providing a fast, accurate and professional service to our clients. A reliable IT infrastructure is therefore at the heart of our business plan, as we cannot afford any delays or downtime,” says Karen Malone, Managing Director at Centaur Fund Services.
“We knew at the outset that we needed an enterprise-class IT system in order to compete with larger competitors on a level playing field. We felt that rather than make one of our first hires an IT admin, the better solution was to choose technology that would give us a high level of automation and work with the right partner to help us manage it. Keep reading
San Antonio-based Argonaut Group, Inc. engaged Pierpont to build and operate the company’s investor relations function. More than two years later, the relationship remains intact and Argonaut Group boasts an investor relations program equal in stature to many of the largest companies in its peer group. At the outset of the engagement, Argonaut Group (Nasdaq: AGII), a national underwriter of specialty insurance products in niche areas of the property and casualty market, was in the midst of a successful business turnaround. Through strategic acquisitions, a geographic shift of business and a complete management overhaul, the company felt it was time to share its new story with Wall Street.
The financial community’s perception of Argonaut Group, however, lingered in the past due to its total lack of communication during the transition. To elevate and broaden the financial community’s perception of Argonaut Group, Pierpont formulated communications strategies that would leverage the company’s improved outlook for consistent growth and profitability. A major focus was communicating the company’s plans for growth, and validating management’s ability to execute those plans, by conveying the progress and results of the company’s turnaround activities. A strong effort was also made to increase the frequency of communication to existing and prospective investors. View further about Argonaut Group Inc