Dominant Culture Essay

Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society. According to Baack (2012), a dominant culture articulates the core values shared by a majority of an organization’s members. The dominant culture is the one that has the most power and influence. This culture represents the majority in society. The subcultures consist of the minorities in societies that differ from the dominant culture. Even though they are different, they deserve to be respected. Explain why it is important to understand the impact of culture. It is important to understand culture, so that all employees will be sensitive to the differences of others and value them, in order to work together to achieve the goals of the organization. Understanding culture is important so you do not offend others which could lead to a hostile environment. Give an example where you demonstrated your awareness and or openness to understanding a cultural difference. When traveling abroad for my company, I often came into contact with managers that stood very close when talking. At first, I did not understand and would quickly back away. This gesture often times offended the person that I was speaking with. I had to learn to embrace and respect the culture, in order to close the deal for my company. Explain how these differences underscore the need for understanding diversity. Diversity is what makes the world interesting. If we were all alike; what a boring world this would be. Understanding and respecting other differences helps us to appreciate diversity. In order to appreciate diversity, one must have an open mind and be willing to change. From the information given, develop guidelines for embracing diversity. My guidelines for embracing diversity are: educate people concerning diversity, create an environment where people can share ideas, get to know everyone on the team, and reward those that appreciate diversity.

EMI and the CT Scanner Essay

In early 1972 there was considerable disagreement among top management at EMI Ltd, the UKbased music, electronics, and leisure company. The subject of the controversy was the CT scanner, a new medical diagnostic imaging device that had been developed by the group’s Central Research Laboratory (CRL). At issue was the decision to enter this new business, thereby launching a diversification move that many felt was necessary if the company was to continue to prosper. Complicating the problem was the fact that this revolutionary new product would not only take EMI into the fast-changing and highly competitive medical equipment business, but would also require the company to establish operations in North America, a market in which it had no prior experience. In March 1972 EMI’s board was considering an investment proposal for  £6 million to build CT scanner manufacturing facilities in the United Kingdom. Development of the CT Scanner company background and history EMI Ltd traces its origins back to 1898, when the Gramophone Company was founded to import records and gramophones from the United States. It soon established its own manufacturing and recording capabilities, and after a 1931 merger with its major rival, the Columbia Gramophone Company, emerged as the Electric and Musical Industries, Ltd. EMI Ltd quickly earned a reputation as an aggressive technological innovator, developing the automatic record changer, stereophonic records, magnetic recording tape, and the pioneer commercial television system adopted by the BBC in 1937. Beginning in 1939, EMI’s R&D capabilities were redirected by the war effort toward the development of fuses, airborne radar, and other sophisticated  electronic devices. The company emerged from the war with an electronics business, largely geared to defenserelated products, as well as its traditional entertainment businesses. The transition to peacetime was particularly difficult for the electronics division, and its poor performance led to attempts to pursue new industrial and consumer applications. EMI did some exciting pioneering work, and for a while held hopes of being Britain’s leading computer company. Market leadership in major electronics applications remained elusive, however, while the music business boomed. The 1955 acquisition of Capitol Records in the United States, and the subsequent success of the Beatles and other recording groups under contract to EMI, put the company in a very strong financial position as it entered the 1970s. In 1970 the company h ad earned  £21 million before tax on sales of  £215 million, and although extraordinary losses halved those profits in 1971, the company was optimistic for a return to previous profit levels in 1972 (see exhibits 10.1 to 10.3 for EMI’s financial performance). Around that time, a change in top management signaled a change in corporate strategy. John Read, an accountant by training and previously sales director for Ford of Great Britain, was appointed chief executive officer after only four years in the company. Read recognized the risky, even fickle, nature of the music business, which accounted for two-thirds of EMI’s sales and profits. In an effort to change the company’s strategic balance, he began to divert some of its substantial cash flow into numerous acquisitions and internal developments. To encourage internal innovation, Read established a research fund that was to be used to finance innovative developments outside the company’s immediate interests. Among the first projects financed was one proposed by Godfrey Hounsfield, a research scientist in EMI’s Central Research Laboratories (CRL). Hounsfield’s proposal opened up an opportunity for the company to diversify in the fast-growing medical electronics field. ct scanning: the concept In simple terms, Hounsfield’s research proposal was to study the possibility of creating a threedimensional image of an object by taking multiple X-ray measurements of the object from different angles, then using a computer to reconstruct a picture from the data contained in hundreds of overlapping and  intersecting X-ray slices. The concept became known as computerized tomography (CT). Although computerized tomography represented a conceptual breakthrough, the technologies it harnessed were quite well known and understood. Essentially, it linked X-ray, data processing, and cathode ray tube display technologies in a complex and precise manner. The real development challenge consisted of integrating the mechanical, electronic, and radiographic components into an accurate, reliable, and sensitive system. Figure 10.1 provides a schematic representation of the EMI scanner, illustrating the linkage of the three technologies, as well as the patient handling table and X-ray gantry. Progress was rapid, and clinical trials of the CT scanner were under way by late 1970. To capture the image of multiple slices of the brain, the scanner went through a translate-rotate sequence, as illustrated in figure 10.2. The X-ray source and detector, located on opposite sides of the patient’s head, were mounted on a gantry. After each scan, or â€Å"translation,† had generated an X-ray image comprising 160 data points, the gantry would rotate 1 ° and another scan would be made. This procedure would continue through 180 translations and rotations, storing a total of almost 30,000 data points. Since the detected intensity of an X-ray varies with the material through which it passes, the data could be reconstructed by the computer into a threedimensional image of the object that distinguished bone, tissue, water, fat, and so on. At about the time of the CT clinical trials, John Powell, formerly managing director of Texas Instrument’s English subsidiary, joined EMI as technical director. He soon became convinced that the poor profitability of the nonmilitary electronics business was due to the diffusion of the company’s 2,500-person R&D capability over too many diverse small-volume lines. In his words, â€Å"EMI was devoted to too many products and dedicated to too few.† Because the CT scanner project built on the company’s substantial and well-established electronics capability, Powell believed it gave EMI an important opportunity t o enter an exciting new field. He felt that this was exactly the type of effort in which the company should be prepared to invest several million  pounds. Diagnostic Imaging Industry During the first half of the twentieth century, diagnostic information about internal organs and functions was provided almost exclusively by conventional X-ray examination, but in the 1960s hostemostel.com and 1970s, several new imaging techniques emerged. When the CT scanner was announced, three other important technologies existed: X-ray, nuclear, and ultrasound. EMI management believed its CT scanner would displace existing diagnostic imaging equipment in only a few applications, specifically head and brain imaging. x-ray In 1895 Wilhelm Roentgen discovered that rays generated by a cathode ray tube could penetrate solid objects and create an image on film. Over the next 40 to 50 years, X-ray equipment was installed in almost every healthcare facility in the world. Despite its several limitations (primarily due to the fact that detail was obscured when three-dimensional features were superimposed on a two-dimensional image), X-rays were universally used. In 1966 a Surgeon General’s report estimated that between one-third and one-half of all crucial medical decisions in the United States depended on interpretation of X-ray films. That country alone had more than 80,000 X-ray installations in operation, performing almost 150 million procedures in 1970. The X-ray market was dominated by five major global companies. Siemens of West Germany was estimated to have 22 percent of the world market, N.V. Philips of the Netherlands had 18 percent, and Compagnie Generale de Radiologie (CGE), subsidiary of th e French giant Thomson Brandt, held 16 percent. Although General Electric had an estimated 30 percent of the large US market, its weak position abroad gave it only 15 percent of the world market. The fifth largest company was Picker, with 20 percent of the US market, but less than 12 percent worldwide. The size of the US market for X-ray equipment was estimated at $350 million  in 1972, with an additional $350 million in X-ray supplies. The United States was thought to represent 35– 40% of the world market. Despite the maturity of the product, the X-ray market was growing by almost 10% annually in dollar terms during the early 1970s. A conventional X-ray system represented a major capital expenditure for a hospital, with the average system costing more than $100,000 in 1973. In the mid-1960s a nuclear diagnostic imaging procedure was developed. Radioisotopes with a short radioactive life were projected into the body, detected and monitored on a screen, then recorded on film or stored on a tape. Still in an early stage of development, this technology was used to complement or, in some instances, replace a conventional X-ray diagnosis. Both static and dynamic images could be obtained. Following the pioneering development of this field by Nuclear-Chicago, which sold the first nuclear gamma camera in 1962, several other small competitors had entered the field, notably Ohio Nuclear. By the late 1960s larger companies such as Picker were getting involved, and in 1971 GE’s Medical Systems Division announced plans to enter the nuclear medicine field. As new competitors, large and small, entered the market, competition became more aggressive. The average nuclear camera and data processing system sold for about $75,000. By 1973, shipments of nuclear imaging equipment into the US market were estimated to be over $50 million. Ultrasound had been used in medical diagnosis since the 1950s, and the technology advanced significantly in the early 1970s, permitting better-defined images. The technique involves transmitting sonic waves and picking up the echoes, which when converted to electric energy  could create images. Air and bone often provide an acoustic barrier, limiting the use of this technique. But because the patient was not exposed  to radiation, it was widely used as a diagnostic tool in obstetrics and gynecology. In 1973 the ultrasound market was very small, and only a few small companies were reported in the field. Picker, however, was rumored to be doing research in the area. The cost of the equipment was expected to be less than half that of a nuclear camera and support system, and perhaps a third to a quarter that of an X-ray machine. Because of its size, sophistication, progressiveness, and access to funds, the US medical market clearly represented the major opportunity for a new device such as the CT scanner. EMI management was uncertain about the sales potential for their new product, however. As of 1972, there were around 7,000 hospitals in the United States, ranging from tiny rural hospitals with fewer than 10 beds to giant teaching institutions with 1,000 beds or more (see table 10.1). Since the price of the EMI Scanner was expected to be around $400,000, only the largest and financially strongest short-term institutions would be able to afford one. But the company was encouraged by the enthusiasm of the physicians who had seen and worked with the scanner. In the opinion of one leading American neurologist, at least 170 machines would be required by major US hospitals. Indeed, he speculated, the time might come when a neurologist would feel ethically compelled to order a CT scan before making a diagnosis. During the 1960s the radiology departments in many hospitals were recognized as important money-making operations. Increasingly, radiologists were able to commission equipment manufacturers to build specially designed (often esoteric) X-ray systems and applications. As their budgets expanded, the size of the US X-ray market grew from $50 million in 1958 to $350 million in 1972. Of the 15,000 radiologists in the United States, 60 percent were primarily based in offices and 40 percent in hospitals. Little penetration of private clinics was foreseen for the CT scanner. Apart from these broad statistics, EMI had little ability to forecast the potential of the US market for scanners. EMI’s Investment Decision conflicting management views By late 1971 it was clear that the clinical trials were successful and EMI management had to decide whether to make the investment required to develop the CT scanner business. One group of senior managers felt that direct EMI participation was undesirable for three reasons. First, EMI lacked medical product experience. In the early 1970s EMI offered only two very small medical products, a patient-monitoring device and an infrared thermography device, which together represented less than 0.5 percent of the company’s sales. Second, they argued that the manufacturing process would be quite different from EMI’s experience. Most of its electronics work had been in the job shop mode required in producing small numbers of highly specialized defense products on cost-plus government contracts. In scanner production, most of the components were purchased from subcontractors and had to be integrated into a functioning system. Finally, many believed that without a working knowledge of the North American market, where most of the demand for scanners was expected to be, EMI might find it very difficult to build an effective operation from scratch. Among the strongest opponents of EMI’s self-development of this new business was one of the scanner’s earliest sponsors, Dr Broadway, head of the Central Research Laboratory. He emphasized that EMI’s potential competitors in the field had considerably greater technical capabilities and resources. As the major proponent, John Powell needed convincing market information to counter the critics. In early 1972 he asked some of the senior managers how many scanners they thought the company would sell in its first 12 months. Their first estimate was five. Powell told them to think again. They came back with a figure of 12, and were again sent back to reconsider. Finally, with an estimate of 50, Powell felt he could go to bat for the  £6 million  investment, since at this sales level he could project handsome profits from year one. He then prepared an argument that justified the scanner’s fit with EMI’s overall objectives, and outlined a basic strategy for the business. Powell argued that self-development of the CT scanner represented just the sort of vehicle EMI had been seeking to provide some focus to its development effort. By definition, diversification away from existing product-market areas would move the company into somewhat unfamiliar territory, but he firmly believed that the financial and strategic payoffs would be huge. The product offered access to global markets and an entry into the lucrative medical equipment field. He felt the company’s objective should be to achieve a substantial share of the world medical electronics business not only in diagnostic imaging, but also through the extension of its technologies into computerized patient planning and radiation therapy. Powell claimed that the expertise developed by Hounsfield and his team, coupled with protection from patents, would give EMI three or four years, and maybe many more, to establish a solid market position. He argued that investments should be made quickly and boldly to maximize the market share of the EMI scanner before competitors entered. Other options, such as licensing, would impede the development of the scanner. If the licensees were the major Xray equipment suppliers, they might not promote the scanner aggressively since it would cannibalize their sales of X-ray equipment and consumables. Smaller companies would lack EMI’s sense of commitment and urgency. Besides, licensing would not provide EMI with the major strategic diversification it was seeking. It would be, in Powell’s words, â€Å"selling our birthright.† the proposed strategy Because the CT scanner incorporated a complex integration of some technologies in which EMI had only limited expertise, Powell proposed that the manufacturing strategy should rely heavily on outside sources of those components rather than trying to develop the expertise internally. This approach would not only minimize risk, but would also make it possible to implement a manufacturing program rapidly. He proposed the concept of developing various â€Å"centers of excellence† both inside and outside the company, making each responsible for the continued superiority of the subsystem it manufactured. For example, within the EMI UK organization a unit called SE Labs, which manufactured instruments and displays, would become the center of excellence for the scanner’s viewing console and display control. Pantak, an EMI unit with a capability in X-ray tube assembly, would become the center of excellence for the X-ray generation and detection subsystem. An outside vendor with which the company had worked in developing the scanner would be the center of excellence for data processing. Finally, a newly created division would be responsible for coordinating these subsystem manufacturers, integrating the various components, and assembling the final scanner at a company facility in the town of Hayes, not far from the CRL site. Powell emphasized that the low initial investment was possible because most of the components and subsystems were purchased from contractors and vendors. Even internal centers of excellence such as SE Labs and Pantak assembled their subsystems from purchased components. Overall, outside vendors accounted for 75–80 percent of the scanner’s manufacturing cost. Although Powell felt his arrangement greatly reduced EMI’s risk, the  £6 hostemostel.com million investment was a substantial one for the company, representing about half the funds available for capital investment over the coming year. (See exhibit 10.2 for a balance sheet and exhibit 10.3 for a projected funds flow.) The technology strategy was to keep CRL as the company’s center of excellence for design and software expertise, and to use the substantial profits Powell was projecting from even the earliest sales to maintain technological leadership position. Powell would personally head up a team to develop a marketing strategy. Clearly, the United States had to be the main focus of EMI’s marketing activity. Its neuroradiologists were regarded as world leaders and tended to welcome technological innovation. Furthermore, its  institutions were more commercial in their outlook than those in other countries and tended to have more available funds. Powell planned to set up a US sales subsidiary as soon as possible, recruiting sales and service personnel familiar with the North American healthcare market. Given the interest shown to date in the EMI scanner, he did not think there would be much difficulty in gaining the attention and interest of the medical community. Getting the $400,0 00 orders, however, would be more of a challenge. In simple terms, Powell’s sales strategy was to get machines into a few prestigious reference hospitals, then build from that base. the decision In March 1972 EMI’s chief executive, John Read, considered Powell’s proposal in preparation for a board meeting. Was this the diversification opportunity he had been hoping for? What were the risks? Could they be managed? How? If he decided to back the proposal, what kind of an implementation program would be necessary to ensure its eventual success? CASE B The year 1977 looked like it would be a very good one for EMI Medical Inc., a North American subsidiary of EMI Ltd. EMI’s CT scanner had met with enormous success in the American market. In the three years since the scanner’s introduction, EMI medical electronics sales had grown to  £42 million. Although this represented only 6 percent of total sales, this new business contributed pretax profits of  £12.5 million, almost 20 percent of the corporate total (exhibit 10.4). EMI Medical Inc. was thought to be responsible for about 80 percent of total scanner volume. And with an order backlog of more than 300 units, the future seemed rosy. Despite this formidable success, senior management in both the subsidiary and the parent company were concerned about several developments. First, this fast-growth field had attracted more than a dozen new entrants in the past two years, and technological advances were occurring rapidly. At the same time, the growing political debate ov er hospital cost containment often focused on $500,000 CT scanners as an example of questionable hospital spending. Finally, EMI was beginning to feel some internal organizational strains. Entry Decision  product launch Following months of debate among EMI’s top management, the decision to go ahead with the EMI Scanner project was assured when John Read, the company CEO, gave his support to Dr Powell’s proposal. In April 1972 a formal press announcement was greeted by a response that could only be described as overwhelming. EMI was flooded with inquiries from the medical and financial communities, and from most of the large diagnostic imaging companies wanting to license the technology, enter into joint ventures, or at least distribute the product. The response was that the company had decided to enter the business directly itself. Immediately action was implemented to put Dr Powell’s manufacturing strategy into operation. Manufacturing facilities were developed and supply contracts drawn up with the objective of beginning shipments within 12 months. In May, Godfrey Hounsfield, the brilliant EMI scientist who had developed the scanner, was dispatched to the US accompanied by a leading English neurologist. The American specialists with whom they spoke confirmed that the scanner had great medical importance. Interest was running high in the medical community. In December, EMI mounted a display at the annual meeting of the Radiological Society of North America (RSNA). The exhibit was the highlight of the show, and boosted management’s confidence to establish a US sales company to penetrate the American medical market. us market entry In June 1973, with an impressive pile of sales leads and inquiries, a small sales office was established in Reston, Virginia, home of the newly appointed US sales branch manager, Mr Gus Pyber. Earlier that month the first North American head scanner had been installed at the prestigious Mayo Clinic, with a second machine promised to the Massachusetts General Hospital for trials. Interest was high, and the new sales force had little difficulty getting into the offices of leading radiologists and neurologists. By the end of the year, however, Mr Pyber had been fired in a dispute over appropriate expense levels, and James Gallagher, a former marketing manager with a major drug company, was hired to replace him. One of Gallagher’s first steps was to convince the company that the Chicago area was a far better location for the US office. It allowed better servicing of a national market, was a major center for medical electronics companies, and had more convenient linkages with London. This last point was important since all major strategic and policy decisions were being made directly by Dr Powell in London. During 1974, Gallagher concentrated on recruiting and developing his three-man sales force and two-man service organization. The cost of maintaining each salesman on the road was estimated at $50,000, while a serviceman’s salary and expenses at that time were around $35,000 annually. The production rate for the scanner was running at a rate of only three or four machines a month, and Gallagher saw little point in developing a huge sales force to sell a product for which supply was limited, and interest seemingly boundless. In this seller’s market the company developed some policies that were new to the industry. Most notably, they required that the customer deposit one-third of the purchase price with the order to guarantee a place in the production schedule. Sales leads and enquiries were followed up when the sales force could get to them, and the general attitude of the company seemed to have somewhat of a â€Å"take it or leave it† tone. It was in this period that EMI developed a reputation for arrogance in some parts of the medical profession. Nonetheless, by June 1974 the company had delivered 35 scanners at $390,000 each, and had another 60 orders in hand. Developing Challenges competitive challenge Toward the end of 1974, the first competitive scanners were announced. Unlike the EMI scanner, the new machines were designed to scan the body rather than the head. The Acta- Scanner had been developed at Georgetown University’s Medical Center and was manufactured by a small Maryland company called Digital Information Sciences  Corporation (DISCO). Technologically, it offered little advance over the EMI scanner except for one important feature. Its gantry design would accommodate a body rather than a head. While specifications on scan time and image composition were identical to those of the EMI scanner, the $298,000 price tag gave the Acta-Scanner a big advantage, particularly with smaller hospitals and private practitioners. The DeltaScan offered by Ohio Nuclear (ON) represented an even more formidable challenge. This head and body scanner had 256 ∞ 256 pixels compared with EMI’s 160 ∞ 160, and promised a 21/2-minute scan rather than the 41/2-minute scan time offered by EMI. ON offered these superior features on a unit priced $5,000 below the EMI scanner at $385,000. Many managers at EMI were surprised by the speed with which these products had appeared, barely two years after the EMI scanner was exhibited at the RSNA meeting in Chicago, and 18 months after the first machine was installed in the Mayo Clinic. The source of the challenge was also interesting. DISCO was a tiny private company, and ON contributed about 20 percent of its parent Technicare’s 1974 sales of $50 million. To some, the biggest surprise was how closely these competitive machines resembled EMI’s own scanner. The complex wall of patents had not provided a very enduring defense. ON tackled the issue directly in its 1975 annual report. After announcing that $882,200 had been spent in Technicare’s R&D Center to develop DeltaScan, the report stated: Patents have not played a significant role in the development of Ohio Nuclear’s product line, and it is not believed that the validity or invalidity of any patents known to exist is material to its current market position. However, the technologies on which its products are based are sufficiently complex and application of patent law sufficiently indefinite that this belief is not free from all doubt. The challenge represented by these new competitive products caused EMI to speed up the announcement of the body scanner Dr Hounsfield had been working on. The new CT 5000 model incorporated a second-generation technology in which multiple beams of radiation were shot at multiple detectors, rather  than the single pencil beam and the single detector of the original scanner (see exhibit 10.5). This technique allowed the gantry to rotate 10 ° rather than l ° after each translation, cutting scan time from 41/2 minutes to 20 seconds. In addition, the multiple-beam emission also permitted a finer image resolution by increasing the number of pixels from 160 ∞ 160 to 320 ∞ 320. Priced over $500,000, the CT 5000 received a standing ovation when Hounsfield demonstrated it at the radiological meetings held in Bermuda in May 1975. Despite EMI’s reassertion of its leadership position, aggressive competitive activity continued. In March 1975, Pfizer Inc., the $1.5 billion drug giant, announced it had acquired the manufacturing and marketing rights for the Acta-Scanner. EMI was then operating at an annual production rate of 150 units, and ON had announced plans to double capacity to 12 units per month by early 1976. Pfizer’s capacity plans were unknown. The most dramatic competitive revelation came at the annual RSNA meeting in December 1975, when six new competitors displayed CT scanners. Although none of the newcomers offered immediate delivery, all were booking orders with delivery dates up to 12 months out on the basis of their spec sheets and prototype or mock-up equipment exhibits. Some of the new entrants (Syntex, Artronix, and Neuroscan) were smaller companies, but others (General Electric, Picker, and Varian) were major medical electronics competitors. Perhaps most impressive was the General Electric CT/T scanner, which took the infant technology into its third generation (see exhibit 10.6). By using a 30 °-wide pulsed fan X-ray beam, the GE scanner could avoid the time-consuming â€Å"translate-rotate† sequence of the firstand second-generation scanners. A single continuous 360 ° sweep could be completed in 4.8 seconds, and the resulting image was reconstructed by the computer in a 320 ∞ 320 pixel matrix on a cathode ray tube. The unit was priced at $615,000. Clinical trials were scheduled for January, and shipment of production units was being quoted for mid-1976. The arrival of GE on the horizon signaled the beginning of a new competitive game. With a 300-person sales force and a service network of 1,200, GE clearly had marketing muscle. They had reputedly spent $15 million developing their third-generation scanner, and were continuing to spend at a rate of $5 million annually to keep ahead technologically. During 1975, one industry source estimated, about 150 new scanners were installed in the US, and more than twice as many orders entered. (Orders were firm, since most were secured with hefty front-end deposits.) Overall, orders were split fairly evenly between brain and body scanners. EMI was thought to have accounted for more than 50 percent of orders taken in 1975, ON for almost 30 percent. Market size and growth Accurate assessments of market size, growth rate, and competitors’ shares were difficult to obtain. The following represents a sample of the widely varying forecasts made in late 1975: †¢ Wall Street was clearly enamored with the industry prospects (Technicare’s stock price rose from 5 to 22 in six months) and analysts were predicting an annual market potential of $500 million to $1 billion by 1980. †¢ Frost and Sullivan, however, saw a US market of only $120 million by 1980, with ten years of cumulative sales only reaching $1 billion by 1984 (2,500  units at $400,000). †¢ Some leading radiologists suggested that CT scanners could be standard equipment in all short-term hospitals with 200 beds or more by 1985. †¢ Technicare’s president, Mr R. T. Grimm, forecast a worldwide market of over $700 million by 1980, of which $400 million would be in the US. †¢ Despite the technical limitations of its first-generation product, Pfizer said it expected to sell more than 1,500 units of its Acta-Scanner over the next five years. Within EMI, market forecasts had changed considerably. By late 1975, the estimate of the US market had been boosted to 350 units a year, of which EMI hoped to retain a 50 percent share. Management was acutely aware of the difficulty of forecasting in such a turbulent environment, however. international expansion New competitors also challenged EMI’s positions in markets outside the US. Siemens, the $7 billion West German company, became ON’s international distributor. The distribution agreement appeared to be one of short-term convenience for both parties, since Siemens acknowledged that it was developing its own CT scanner. Philips, too, had announced its intention to enter the field. Internationally, EMI had maintained its basic strategy of going direct to the national market rather than working through local partners or distributors. Although all European sales had originally been handled out of the UK office, it quickly became evident that local servicing staffs were required in most countries. Soon separate subsidiaries were established in most continental European countries, typically with a couple of salesmen, and three or four servicemen. Elsewhere in the world, salesmen were often attached to EMI’s existing music organization in that country (e.g., in South Africa, Australia, and Latin America). In Japan, however, EMI signed a distribution agreement with Toshiba which, in October 1975, submitted the largest single order to date: a request for 33 scanners. EMI in 1976: Strategy and Challenges emi’s situation in 1976 By 1976 the CT scanner business was evolving rapidly, but, as the results indicated, EMI had done extremely well financially (exhibit 10.5). In reviewing developments since the US market entry, the following was clear: †¢ While smaller competitors had challenged EMI somewhat earlier than might have been expected, none of the big diagnostic imaging companies had brought its scanner to market, even four years after the original EMI scanner announcement. †¢ While technology was evolving rapidly, the expertise of Hounsfield and his CRL group, and the aggressive reinvestment of much of the early profits in R&D, gave EMI a strong technological position. †¢ While market size and growth were highly uncertain, the potential was unquestionably much larger than EMI had forecast in their early plans. †¢ In all, EMI was well established, with a strong and growing sales volume and a good technical reputation. The company was unquestionably the industry leader. Nonetheless, in the light of all the developments, the strategic tasks facing EMI in 1976 differed considerably from those of earlier years. The following paragraphs outline the most important challenges and problems facing the company in this period. strategic priorities EMI’s first sales priority was to protect its existing highly visible and prestigious customer base from competitors. When its second-generation scanner was introduced in mid-1975, EMI promised to upgrade without charge the first-generation equipment already purchased by its established customers. Although each of these 120 upgrades was estimated to cost EMI $60,000 in components and installation costs, the US sales organization felt that the expense was essential to maintain the confidence and good faith of this important core group of customers. To maintain its leadership image, the US company also expanded its service organization substantially. Beginning in early 1976, new regional and district sales and service offices were opened with the objective of providing customers with the best service  in the industry. A typical annual service contract cost the hospital $40,000 per scanner. By year’s end, the company boasted 20 service centers with 150 service engineers – a ratio that represented one serviceman for every two or three machines installed. The sales force by this time had grown to 20, and was much more customer oriented. Another important task was to improve delivery performance. The interval between order and promised delivery had been lengthening; at the same time, promised delivery dates were often missed. By late 1975, it was not unusual for a 6-month promise to convert into a 12- or 15month actual delivery time. Fortunately for EMI, all CT manufacturers were in backorder and were offering extended delivery dates. However, EMI’s poor performance in meeting promised dates was hurting its reputation. The company responded by substantially expanding its production facilities. By mid-1976 there were six manufacturing locations in the UK, yet because of continuing problems with component suppliers, combined capacity for head and body scanners was estimated at less than 20 units a month. Organizational and personnel issues As the US sales organization became increasingly frustrated, they began urging top management to manufacture scanners in North America. Believing that the product had reached the necessary level of maturity, Dr Powell judged that the time was ripe to establish a US plant to handle at least final assembly and test operations. A Northbrook, Illinois site was chosen. Powell had become EMI’s managing director and was more determined than ever to make the new medical electronics business a success. A capable manager was desperately needed to head the business, particularly in view of the rapid developments in the critical North American market. Consequently, Powell was delighted when Normand Provost, who had been his boss at Texas Instruments, contacted him at the Bermuda radiological meeting in March 1975. He was hired with the hope that he could build a stronger, more integrated US company. With the Northbrook plant scheduled to begin operations by mid-1976, Normand Provost began hiring skilled production personnel. A Northbrook product development center was also a vision of Provost’s to allow EMI to draw on US technical expertise and experience in  solid state electronics and data processing, and the company began seeking people with strong technological and scientific backgrounds. Having hired Provost, Dr Powell made several important organizational changes aimed at facilitating the medical electronics business’s growth and development. In the UK, he announced the creation of a separate medical electronics group. This allowed the separate operating companies, EMI Medical Ltd (previously known as the X-Ray Systems Division), Pantak (EMI) Ltd, SE Labs (EMI) Lt., and EMI Meterflow Ltd, to be grouped together under a single group executive, John Willsher. (See exhibit 10.6.) At last, a more integrated scanner business seemed to be emerging organizationally. The US sales subsidiary was folded into a new company, EMI Medical Inc., but continued to operate as a separate entity. The intention was to develop this company as an integrated diversified medical electronics operation. Jim Gallagher, the general manager of the US operations, was fired and Bob Hagglund became president of EMI Medical Inc. While Gallagher had been an effective salesman, Powell thought the company needed a more rounded general manager in its next phase of expansion. Hagglund, previously executive vice president of G.D. Searle’s diagnostic business, seemed to have the broader background and outlook required to manage a larger integrated operation. He reported through Provost back to Dr Powell in the UK. While Provost’s initial assignment was to establish the new manufacturing and research facilities in the US, it was widely assumed within EMI that he was being groomed to take responsibility for the company’s medical electronics businesses worldwid e. However, in April 1976, while visiting London to discuss progress, Provost died of a heart attack. As a result, the US and UK organizations reported separately to Dr Powell. product diversification Since EMI wished to use the scanner as a means to become a major force in medical electronics, Powell argued that some bold external moves were needed to protect the company’s leadership position. In March 1976, EMI acquired for $2 million ( £1.1 million) SHM Nuclear Corporation, a California-based company that had developed linear accelerators for cancer therapy and  computerized radiotherapy planning systems. Although the SHM product line needed substantial further development, the hope was that linking such systems to the CT scanner would permit a synchronized location and treatment of cancer. Six months later EMI paid  £6.5 million to acquire an additional 60 percent of Nuclear Enterprises Ltd, an Edinburgh-based supplier of ultrasound equipment. In the 1976 annual report, Sir John Read, now EMI’s chairman, reaffirmed his support for Dr Powell’s strategy: We have every reason to believe that this new grouping of scientific and technological resources will prove of national benefit in securing a growing share of worldwide markets for high-technology products†¦ Future Prospects At the close of 1976, EMI’s medical electronics business was exceeding all expectations. In just three years, sales of electronics products had risen from  £84 million to  £207 million; a large part of this increase was due to the scanner. Even more impressive, profits of the electronics line had risen from  £5.2 million in 1972/73 to  £26.4 million in 1975/76, jumping from 16 to 40 percent of the corporate total. Rather than dwindling, interest in scanners seemed to be increasing. Although the company had sold around 450 scanners over the past three years (over 300 in the US alone), its order backlog was estimated to be 300 units. At the December 1976 RSNA meeting, 120 of the 280 papers presented were related to CT scanning. As he reviewed the medical electronics business he had built, Dr Powell was generally pleased with the way in which the company had met the challenges of being a pioneer in a new industry segment. However, there were several developments that he felt would need considerable attention over the next few years. First, Powell felt that competitive activity would continue to present a challenge; second, some changes in the US regulatory environment concerned him; and finally, he was aware that the recent organization changes had created some strains. competitive problems By the end of 1976, EMI had delivered 450 of the 650-odd scanners installed worldwide, yet its market share had dropped to 56 percent in 1975/76 (198 of 352 scanners sold that June-to-June period were EMI’s). The company gained some consolation from the fact that despite their premium pricing strategy and their delivery problems, they had conceded less than half the total market to the combined competitive field. They also felt some sense of security in the 300 orders they held awaiting delivery. Nonetheless, Sir John Read was clearly concerned: [We are well aware of the developing competition. Our research program is being fully sustained to ensure our continued leadership†¦ In mid-1976, the company announced its intention â€Å"to protect its inventions and assert its patent strength,† and subsequently filed suit against Ohio Nuclear claiming patent infringement. However, at the same time, EMI issued a statement proclaiming that â€Å"it was the company’s wish to make its pioneering scanner patents available to all under suitable licensing arrangements.† At the annual RSNA meeting in December 1976, sixteen competitors exhibited scanners. The year’s new entrants (including CGR, the French X-ray giant; Hitachi from Japan; and G.D. Searle, the US drug and hospital equipment company) were not yet making deliveries, however. The industry’s potential production capacity was now estimated to be over 900 units annually. GE’s much-publicized entry was already six months behind their announced delivery date, but it was strongly rumored that production shipments of GE’s third-generation scanner were about to begin. EMI Medical Inc. awaited that event with some trepidation. (A summary of major competitors and their situations as of 1976 is presented in table 10.2.) Regulatory problems By mid-1976 there were indications that government might try to exert a tighter control over hospital spending in general, and purchase of CT scanners in particular. The rapidly escalating cost of healthcare had been a political issue for years, and the National Health Planning and Resources Development Act of 1974 required states to control the development of costly  or unnecessary health services through a mechanism known as the Certificate of Need (CON) procedure. If they wished to qualify for Medicare or Medicaid reimbursements, healthcare facilities were required to submit documentation to their state’s department of health to justify major capital expenditures (typically in excess of $100,000). Before 1976, the CON procedures had generally been merely an administrative impediment to the process of selling a scanner, delaying but not preventing the authorization of funds. However, by 1976, the cost of medical care represented 8 percent of the gross national product and Jimmy Carter made control of the â€Å"skyrocketing costs of healthcare† a major campaign issue. One of the most frequently cited examples of waste was the proliferation of CT scanners. It was argued that this $500,000 device had become a symbol of prestige and sophistication in the medical community, so that every institution wanted its own scanner, even if a neighboring facility had one that was grossly underutilized. In response to heightened public awareness of the issue, five states declared a moratorium on the purchase of new scanners, including California, which had accounted for over 20 percent of total US scanner placements to date. In November, Jimmy Carter was elected president. organizational problems Perhaps most troublesome to Dr Powell were the organizational problems. Tensions within the EMI organization had been developing for some time, centering on the issues of manufacturing and product design. Managers in the US company felt that they had little control over manufacturing schedules and little input into product design, despite the fact that they were responsible for 80 percent of corporate scanner sales. In their view, the company’s current market position was being eroded by the worsening manufacturing delivery performance from the UK, while its longer-term prospects were threatened by the competitive challenges to EMI’s technological leadership. Although the Northbrook plant had been completed in late 1976, US managers were still not satisfied they had the necessary control over production. Arguing that the quality of subassemblies and components shipped from the UK was deteriorating and delivery promises were becoming even more unreliable,  they began investigating alternate supply sources in the US. UK-based manufacturing managers felt that much of the responsibility for backlogs lay with the product engineers and the sales organizations. Their unreliable sales forecasts and constantly changing design specifications had severely disrupted production schedules. The worst bottlenecks involved outside suppliers and subcontractors that were unable to gear up and down overnight. Complete systems could be held up for weeks or months awaiting a single simple component. As the Northbrook plant became increasingly independent, US managers sensed that the UK plants felt less responsibility for them. In tight supply situations they felt there was a tendency to ship to European or other export customers first. Some US managers also believed that components were increasingly shipped from UK plants without the same rigid final checks they normally received. The assumption was that the US could do their own QC checking, it was asserted. Both these assertions were strongly denied by the English group. Nonetheless, Bob Hagglund soon began urging Dr Powell to let EMI Medical Inc. become a more independent manufacturing operation rather than simply a final assembly plant for UK components. This prospect disturbed John Willsher, managing director of EMI Medical Ltd,  who argued that dividing manufacturing operations could mean duplicating overhead and spreading existing expertise too thin. Others felt that the â€Å"bootleg development† of alternate supply sources showed a disrespect for the â€Å"center of excellence† concept, and could easily compromise the ability of Pantak (X-ray technology) and SE Labs (displays) to remain at the forefront of technology. Product development issues also created some organizational tension. The US sales organization knew that GE’s impressive new third-generation â€Å"fan beam† scanner would soon be ready for delivery, and found customers hesitant to commit to EMI’s new CT 5005 until the GE product came out. For months telexes had been flowing from Northbrook to EMI’s Central Research Laboratories asking if drastic reductions in scan time might be possible to meet the GE threat. Meanwhile, scientists at CRL felt that US CT competition was developing into a specifications war based on the wrong issue, scan time. Shorter elapsed times meant less image blurring, but in the trade-off between scan time and picture resolution, EMI engineers had preferred to concentrate on better-quality images. They felt that the 20-second scan offered by EMI scanners made practical sense since a patient could typically hold his breath that long while being diagnosed. CRL staff were exploring some entirely new imaging concepts and hoped to have a completely new scanning technology ready to market in three or four years. Dr Hounsfield had conducted experiments with the fan beam concept in the early 1970s and was skeptical of its ability to produce good-quality images. To use sodium iodide detectors similar to those in existing scanners would be cost prohibitive in the large numbers necessary to pick up a broad scan; to use other materials such as xenon gas would lead to quality and stability problems, in Hounsfield’s view. Since GE and others offering third-generation equipment had not yet delivered commercial machines, he felt little incentive to redirect his staff to these areas already researched and rejected. There were many other demands on the time and attention of Hounsfield and his staff, all of which seemed important for the company. They were in constant demand by technicians to deal with major problems that arose that nobody else could solve. Sales people wanted him to talk to their largest and most prestigious customers, since a visit by Dr Hounsfield could often swing an important sale. They were also involved in internal training on all new products. The scientific community wanted them to present papers and give lectures. And increasingly, Dr Hounsfield found himself in a public relations role as he accepted honors from all over the globe. The impact was to greatly enhance EMI’s reputation and to reinforce its image as the leader in the field. When it appeared that CRL was unwilling or unable to make the product changes  the US organization felt it needed, Hagglund made the bold proposal that the newly established research laboratories in Northbrook take responsibility for developing a three- to five-second-scan â€Å"fan beam†-type scanner. Dr Powell agreed to study the suggestion, but was finding it difficult to evaluate the relative merits of the US subsidiary’s views and the CRL scientists’ opinions. By year’s end, Dr Powell had still been unable to find anybody to take charge of the worldwide medical electronics business. By default, the main decision-making forum became the Medical Group Review Committee (MGRC), a group of key line and staff managers which met, monthly at first, to help establish and review strategic decisions. Among the issues discussed by this committee were the manufacturing and product development decisions that had produced tensions between the US and UK managers. P owell had hoped that the MGRC would help build communications and consensus among his managers, but it soon became evident that this goal was unrealistic. In the words of one manager close to the events: The problem was there was no mutual respect between managers with similar responsibilities. Medical Ltd was resentful of Medical Inc.’s push for greater independence, and were not going to go out of their way to help the Americans succeed. As the business grew larger and more complex, Dr Powell’s ability to act both as corporate CEO and head of the worldwide medical business diminished. Increasingly, he was forced to rely on the MGRC to address operating problems as well as strategic issues. The coordination problem became so complex that, by early 1977, there were four subcommittees of the MGRC, each with representatives of the US and UK organizations, and each meeting monthly on one side of the Atlantic or the other. Committees included Manufacturing and Operations, Product Planning and Resources, Marketing and Sales Programs, and Service and Spares. powell’s problems As the new year opened, Dr Powell reviewed EMI’s medical electronics business. How well was it positioned? Where were the major threats and opportunities? What were the key issues he should deal with in 1977? Which should he tackle first, and how? These were the issues he turned over in his  mind as he prepared to note down his plans for 1977. Assistant Professor Christopher A. Bartlett prepared this case as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Information was obtained from public sources and third parties. Although employees of the subject company discussed with the researcher events referred to in the case, they did not participate in the preparation of the document. The analysis, conclusions, and opinions stated do not necessarily represent those of the company, its employees or agents, or employees or agents of its subsidiaries. Thorn EMI PLC, on its own behalf and on behalf of all or any of its present or former subsidiaries, disclaims any responsibility for the matters included or referred to in the study.

The Liberal Tradition in America Essay Example | Topics and Well Written Essays - 2000 words

The Liberal Tradition in America - Essay Example The Liberal Tradition in America (p. 20). America did not have a "genuine revolutionary tradition" and a "tradition of reaction† and had only â€Å"a kind of self-completing mechanism, which insures the universality of the liberal idea†. In order for American to hold this broad liberal tradition, Hartz said that, we must look for comparisons between America and Europe so that we can see the absence of conservatism and socialism and the presence of "moral unanimity" forced by "this fixed, dogmatic liberalism of a liberal way of life." Louis Hartz. The Liberal Tradition in America (pp. 5-6). In addition, presence of red scares is shown by the â€Å"deep and unwritten tyrannical compulsion" of American liberalism "transforms eccentricity into sin†, according to Louis Hartz. The Liberal Tradition in America (pp. 9-12). In conclusion, "the master assumption of American political thought" is "the reality of atomistic social freedom. It is instinctive in the American min d." Hartz the Liberal Tradition in America (p. 62).He also said that Americans’ had mutual commitment to "Lockian" liberalism. These enable them to keep away from upheavals at a price of enforcing agreement. Louis used â€Å"Locke† to mean self-interested, behaviors of liberal capitalism and profit-maximizing values. This opposed the revolutionary democratic dedication of Marxian socialist and Jacobins. Moreover, it was against the traditional morals of church elites and aristocrats of the ancient regime in Europe. Regrettably, Hartz never stop to explain what he knew about feudalism or liberalism or what he meant by Locke, therefore, the meaning of his words remain unclear, and his claims are uncertain. However, he focused on issues that played a vital role in religion, democracy, race, gender, and ethnicity in American history. (Hartz 1948) A social theory that talks about a particular economic system or political system as a fair system is a consensus theory. It con tracts with conflict theory, which says that any social change is achieved through conflict. Hartz is as a consensus theorist, for a simple reason: First, Hartz came up with the most daring and a theory complete argument for a consensus in any political tradition. In his book The Liberal Tradition in America, first, Harzt compares Europe and United States to justify much of harmony portrait of America. He is preoccupied with socialism through his work. He said that the French and American had very different revolutions .in France, there was a hugely complex social system, divided by internal separations caused by growing middle class challenging the lost of agrarian , feudal system. Kings were using bureaucrats to control the authority of nobles; therefore, monarchs became unfriendly to "the very system of society of which they were the traditional apex†, according to Harzt book The Liberal Tradition in America. In addition, in England like in France, there were independent ar tisans who were undermined by the spread of merchant capitalism. This lessened nobility in England because British aristocracy had the ability to take the wealthy bourgeoisie. However, America lacked a feudal heritage, as in the case of France and Britain. There was no aristocracy between the merchants, and nobody objected creation of permanent laborers. As a result, the American scene did not have the hostility marked by French and English. Relationship between consensus theory and â€Å"

Should children at elementary school level allowed to use internet and Research Paper

Should children at elementary school level allowed to use internet and social media - Research Paper Example With the increased internet usage particularly, the increased invention and discoveries of more educative and academic websites that are rated children-friendly ensures increased knowledge necessary for expansive knowledge endowments amongst the young children. There has been increased exposure and susceptibility to internet amongst our children. Internet presents avenues for visual learning as young children are attracted to diagrams, images well as photos that are academically designed to empower and enhance learning amongst the young children. This has presented the children with an opportunity to gain valuable knowledge as they learn and develop ability to navigate and do research work at early stages (Resources in Education 76). The result of this is reflected in the academic ability of the children as they grow based on the increased capability to understand search engines needed for particular data retrievals. Such children further develop interest and become good researchers in future as they undergo the education ladder. They become brighter as they explore the massive relevant information from the pearly reviewed articles as well as books. Children use the internet for school works, and Google for information needed. It is also positive amongst the children as internet has enabled them to use Google Translations to understand English Tweets. Children have also benefited from diverse knowledge and skills available on the internet sources besides being positively enlightened through games played which has led to generation and incubation of relevant ideas (Dixon, Brian, and Julie 122). Children have found it easy to navigate the personal computers and to obtain necessary project information necessary for their class works. Educating digitalized student has thus been made easier as teachers, and their Paraprofessionals can easily follow childrens performance online and

What was the political and strategic contribution of amphibious Essay

What was the political and strategic contribution of amphibious operations to the korean war 1950-53. does this input offer any guidance to the modern UK amphibious force - Essay Example Historically, successful strategic implementation of such operations was attained by Julius Caesar and William the Conqueror during invasion of Britain. Later on, further development in war techniques and addition of air force has led to considerable changes in the existing situation. Since the World War I onwards, the art of strategic warfare reflected that if success through an amphibious attack needs to be attained, perfect cooperation is required among each three division of an army and implementation of this reflection attained its culmination during the Second World War (Schwartz 310). While the success and consequent onslaught of the Third Reich was holding the entire world with a stronger grip, participation of the United States in the backdrop of the World War II and naval collaboration of the American and Royal Navy introduced the â€Å"Golden Age of Amphibious Warfare† (Alexander, and Bartlett 1). The entire course of the World War II was changed due to several amph ibious landings conducted by naval forces of these two nations and the highest success of such collaborative effort came through success of the D-Day operation on 6th June 1944 (Alexander, and Bartlett 1). By the end of the Second World War it was clearly realized that proper co-ordination among various departments of an army and their adequate cooperation with that of the naval department is absolutely essential to win a war and development of a well-balanced naval force, thus, received considerable attention from the national security perspective. However, due to the huge financial loss that the United States and British government experienced, it order to recover from the situation, they did not have any other option than to reduce allocation of budget for defense system, leading to not only reduction in the total number of armed forces but also

Overview of Immanuel Kants Grounding for the metaphysics of morals Essay

Overview of Immanuel Kants Grounding for the metaphysics of morals - Essay Example Kant uses Grounding for the Metaphysics of Morals to help people obtain a better grasp at what moral principles really are. Kant provides a description of some of the general principles surrounding moral duties. He states that actions can only be considered moral if they are undergone for the sole purpose of being moral and without an underlying purpose. The next principle is that the quality of an action is judged for its morality based on the motive that produced the action, as opposed to the consequence of the action. The final principle declares that actions are only considered to be moral if they are undergone purely out of respect for the law of morality. These three principles reveal that to be considered an act of morality, everything must be done for the purpose of being moral. As there are many situations and circumstances to be taken into consideration, but cannot be due to their quantity, Kant points out that there must be a universal formula that can be applied to every situation to determine if what was undergone was done purely out of morality. This formula is as follows: â€Å"we must be able to will that a maxim of our action should be a universal law.† While this law may be considered intuition to most people, Kant still found it important to remind people of its existence and its purpose.

Discussion Board Essay Example | Topics and Well Written Essays - 1000 words

Discussion Board - Essay Example It causes not merely political corruption but leads to social disintegration as well. It turns the youth into rebels, causes bloodshed, enmity, and violence. It is in fact, an organized crime and operates through the underworld. Hence, people feel that legalizing drugs could perhaps improve the situation to some extent. In my opinion, no drugs should be given the legal status. The trafficking of illegal drug takes place as mentioned, through the underworld. It is exchanged through the land and sea transport between countries. An international law is necessary where all countries concerned get together to catch the players of this game. If drugs are legalized then the trade and its activities, the mode of operations cannot be classified a crime and no remedial action can be taken. At this point it must be noted that the trade can exist only if there you users. The drug users are the backbone of the business. This means to combat the business of drugs one has to start at the grass root level. Education has to be imparted at the school level. This education does not merely mean educating on the dangers of drugs. It should include, rather stress on the nexus between drugs business and the underworld crime. This is a mammoth task, which cannot be tackled by the government or law alone. It is a chronic problem in the society and the society as a whole has to handle it. Teachers, parents, school authorities, church, all have a role to play. It can be supported by legal recourse or punitive action if warnings are not adhered to. Feeding information, right and timely information to the children is very important. Keeping alarming news on drugs away from them or suppressing information can cause more harm than good. Today children want to be a part of all that happens. For instance, if any trafficking has been brought to light and the victims arrested, the children should be made aware of all the details and asked to reflect on the

Research paper on Masaaki Suzuki Example | Topics and Well Written Essays - 1000 words

On Masaaki Suzuki - Research Paper Example The World War II was a disaster for his family, as his father’s music factory was bombed and he also tragically lost his brother in the war. Left penniless and without his teaching job, his family moved to a nearby city, where Suzuki started constructing wooden planes to raise some money. However, he continued teaching orphaned kids and later on adopted one of his students, developing teaching strategies and methodologies with his assistance. He combined the practical teaching applications of his, with traditional Asian philosophy concepts. His contributions to the field of pedagogy are worth mentioning. Suzuki also collaborated with other thinkers of his time, like Glenn Doman, founder of The Institutes for the Achievement of Human Potential, an organization that studied neurological development in young children. â€Å"Suzuki and Doman agreed on the premise that all young children had great potential† (jameslogancourier.org). Suzuki was also a national patron of Delta Omicron, an international professional music fraternity. For his many contributions, the Emperor of Japan appointed Suzuki to the order of the National Treasure. He died in the year 1998 at the age of 99. His Contributions Suzuki developed his ideas through "Talent Education", a method of instruction which he developed. Basing his method on the role of mother tongue in any learning process, he remarked, â€Å"Though still in an experimental stage, Talent Education has realized that all children in the world show their splendid capacities by speaking and understanding their mother language, thus displaying the original power of the human mind†( qtd. by Behrend 3). He believed that native language method holds the key to human development, and noted that children, whether they are born in German or Japanese households, will naturally learn to speak their mother tongue in a more effective manner. This is because, children will be mainly influenced by what they are exposed to or learn in their childhood. On the same lines, he concluded that all the children can exhibit and develop musical ability, and the environment in which they live and thrive, will mainly influence that development. Suzuki has applied this method through Talent Education to teach music to children. That is, children were taken without previous aptitude or intelligence test of any kind, and are brought into a learning environment. Through this process, he understood that everyone will not be able to achieve same level of proficiency and achievement, however, each one can achieve developments and skill that will be equivalent of his language proficiency in other fields. With this hypothesis, Suzuki believed that talent is not something that is inborn, but that can be created or developed. He felt that children can learn music the same way they learn their mother tongue. He called this process a Mother Tongue method. According to him, through this method, children will not only be able to learn music, but will be able to play music at high standards. His motive was not only training but also overall development of the child as an individual. His Methodologies He explained that he does not train children who are prodigies, neither are they gifted with an inherent talent nor their parents are professional musicians. He stated that if parents adopt his approach of music learning, and keep on repeating in

The Kite Runner - Deep Thoughts Essay Example for Free

The Kite Runner Deep Thoughts Essay Guilt is an emotional experience when a person believes or realizes that they have done an unethical action. Many people regard guilt as an unnecessary, even harmful, emotion. Contrary to popular opinion, guilt can be a good emotion. Without guilt, individuals might lack the motivation to act morally. Guilt plays a major role in The Kite Runner, Amir attempts to redeem himself by his feelings of guilt. One of the positive attributes of guilt is that guilt teaches us not to make the same mistake twice. Making mistakes is part of being human, but it is the guilt we feel which prevents us from repeating our mistakes. If a student plagiarizes, then they would feel guilty. Guilt tells the student that this behavior is wrong because we have broken the trust of the teacher. Regardless of whether or not the student gets caught, the guilt prevents him or her from plagiarizing again. In The Kite Runner, Amir often treats Hassan as if he was only a servant rather than a friend. Despite this mistreatment, Hassan remains loyal to Amir and his family throughout the novel. Eventually, this combination makes Amir feel awfully guilty. Amir does not want to repeat his mistake with how he treats Hassan’s son, Sohrab. He said to Soharb,â€Å"Assef hurt your father in a really bad way, and I couldn’t save your father the way your father saved me†¦Ã¢â‚¬ ¦. I won’t hurt you, I promise (pg. 344).† Amir has implies to Sohrab that he had done an action sinful to Hassan. Guilt has changed the characteristics of Amir from a selfish person to a more caring human being. Another honorable characteristic of guilt is that it motivates us human beings to complete a task. Guilt is a motivator because we are motivated to act in order to make ourselves feel better about our transgression. If a student does not complete their homework, they would feel guilty because it is our duty and obligation to complete what we are intended to accomplish. With a low guilt score, we would not be driven to do anything because nothing is actually necessary or our responsiblity to be done. Amir, in The Kite Runner, is motivated by guilt to save Sohrab, who is an orphan in the war-zone Kabul. Without the motivation of guilt, Amir would not act on the rescue because it is not his duty plus it is possible for others to complete the burden for him. â€Å"There is a way to be good again. A way to end the cycle. With a boy. An orphan. Hassan’s son. Somewhere in Kabul.(pg. 245)† Clearly, Amir feels guilt of the action he has done to Hassan. Because of the guilt, Amir would want to redeem himself after doing a sinful deed. Rescuing Sohrab was â€Å"the way to be good again.† Although the feeling of guilt is a virtuous nature, too much of guilt would be paralyzing to an individual. Just like every other emotion, too much reaction leads to a psychological malady. Too much of guilt creates distorted thinking, the inability to perform tasks and other physical diseases. General Taheri, from The Kite Runner, meets this description perfectly. General Taheri was a high-ranked general back in Afghanistan. After the Soviet War of Afghanistan started, he fled from home to America. This action has build up the guilt within him because he had turned down on his country when the country needed him the most. â€Å"The general believes that Afghanistan would be freed. So every day, he donned his gray suit, wound his pocket watch, and waited (pg.191)† The believed excess guilt causes the general to escape reality. General Taheri goes to the flee market every day just so it seems like home, he does not have a job so he only receives welfare from the government, and he has headaches monthly and locks himself in his room. These all mostly symptoms of excess guilt. Guilt is rather a good characteristic than a harmful one, even though, there is a limit to positive guilt. The novel, The Kite Runner, has demonstrated to us various ways on how guilt could be a righteous nature. â€Å"A way to be good again†, the most well known quote from the novel is create by the guilt that has brought to all of us. The novel lacks its significance without the essence of guilt. Reference: Hosseini, Khaled. Chapter 13. The Kite Runner. Riverhead Mass-market International Edition ed. New York: Riverhead, 2007. 191. Print. Hosseini, Khaled. Chapter 18. The Kite Runner. Riverhead Mass-market International Edition ed. New York: Riverhead, 2007. 245. Print. Hosseini, Khaled. Chapter 24. The Kite Runner. Riverhead Mass-market International Edition ed. New York: Riverhead, 2007. 344. Print.

Economy Oil and gas Essay Example for Free

Economy Oil and gas Essay Qatar occupies a small peninsula that extends in to the gulf from the east side of the Arabian Penisula countries bordering it are Saudi Arabia to the west and the United Arab Emirates to the south it’s located in the Middle East and borders Persian Gulf and Saudi Arabia. Its population is approximately 907,229 with a population growth of 2. 4 %. The birth rate is 15. 6/1000 and has an infant mortality of 17. 5/1000. The life expectancy is 74. 1 and the population density per square meter is 214. Males from 0-14 years and 15-64 years are more than females and generally males are more than females. The death rate is currently 4. 82/1000. The total fertility rate is 2. 75 children per woman. Life expectancy is 76 years for women and 71 years for men. The population is under threat as women are marrying later in life and the abortion rates are increasing The official language in Qatar is Arabic and English is the second common language. The highest percentage of its population is Arab that forms approximately 40% the Pakistan and Indians constitute each 18% of the total population while Iranian and other races form 24%. 95% of its citizens are Muslim. Qatar’s total area is 11,437 km2 all of which is on land. The climate is arid mild and has pleasant winters but very hot and humid summers. The terrain is mostly flat and barren desert that is covered with loose Island and gravel. The natural resources in this state are petroleum and natural gas. Qatar territories include a number of islands and the most renowned Island is Hawar Island. Halul is the export terminal for the offshore oil fields. (http://www. infoplease. com/ce6/world/A0840678. html) It consists of flat rocky surfaces but has some hills and sand dunes, which reach an altitude of 40m above the sea level, in the western and northern parts. It has a rainwater-draining basis in the North and Central areas. The climate is a desert one with hot summers and mild winter. Coral reefs along the ports and shallow waters make navigation difficult especially on those areas where channels have not been dredged. Long summers from June through September have intense heat and alternating dryness and humidity with temperatures exceeding 55 degrees centigrade. From November through May there are moderate temperatures. Winter temperatures can fall to 17 degrees centigrade. The country receives very little rainfall that fills small ravines and the dry wadis. Water is saline and hence unsuitable for drinking or for irrigation purposes due to the high mineral content. Desalination of seawater is a common practice in Qatar. Through desalination In the North West there are jagged limestone outcroppings that rise over 40 meters high. To the South, impressive sand dunes rise up to 60 meters. Other notable features include coastal salt pans that are elevated by limestone formations along the west coast where Durkhan Oil fields and massive sand dunes surrounding Khor al Udaid which is an inlet of the gulf in the South East known as inland sea. Halul, the most important island, lies about 90 kilometers east of Doha and it serves as a storage area and as a loading terminal for oil from surrounding offshore fields. Qatar is limestone and dolomite peninsula of both flat and rocky surfaces and extreme desert conditions. The coasts are generally low with marine terraces and Sabkhas in several places. The sand dunes have moved progressively southwards due to the effect of the prevailing winds. Major Sand dunes are situated in the south eastern parts while limestones are to the western and northern parts of the country. Most land is quiet, uncultivated and scenically beautiful. It contains geographical features that are peculiar to the western side of the Arabian Gulf. There are the rainwater draining basin to the north and central parts which are considered the most fertile and attract heavy agricultural investment. Khor al-Udaid is a deep inlet from the sea on the south east coast. It is a ‘water sanctuary’ and fishing for commercial purposes is banned. It is a sea bay that harbors sea animals like sea turtles, water fowls, and sea birds. It is also an important breeding ground for dolphins. Flamingos also gather there during winter. It also has ponds like the Umm-Said sewage pond and Salwa road ponds. Al-Aliyah Island is also an important feature. It is located 13kilometers to the north east of the capital, Doha. It consist weathered limestone rocks and has uneven patches of salt tolerant bushes. It is an abode of shore birds, gulls, and* Al-Dhakita mangrove located 7 km north Al Khor consist of a group salt water bays. With dense mangrove growth with broad mud flats and salt marshy vegetation. It has valuable fish and shrimp stocks and is important destination for wintering birds and water ducks and flamingoes. Sabkha refers to flat saline areas of sand or silt lying above the water table and often containing soft nodules and veins of gypsum and a hydrite that was deposited over a long time by the action of wind blown sand. They have a crust of halite and gypsum. Caves or dulus are also widespread in Qatar. Ground water and rainwater reaction with soft surface and subsurface dissolves in limestone and gypsum creating cavities and the ceilings may collapse exposing the interior. It contains ten substantial caves although most have collapsed to form depressions and dolines of the northern Qatar. Sand dunes are also prominent features in Qatar. They have a crescent shape as the wind ward face is ripped off by the wind action. The leeward side collapses under the driving wind. Qatar has an interesting plateau of tertiary limestone standing out in the desert about 20meters high. This is between Dukhan through Umm Bab towards the Saudi Arabian border. Low hills are mushroom shaped due to erosion of underlying softer rocks. Gypsum crystals are also common. They are found south of Umm Said and are formed when high tides bring sea water into Sabkha. As the water evaporates, it forms gypsum crystals that appear as low crystalline forms. To the western side Geodes are found. Natural hazards that are dominant here are haze dust storms and the common sand storms. Most of its population is literate and the illiteracy levels are very minimal. Political system The government type of Qatar is emirate. The capital city is Doha. There are 10 municipalities that include. Al Dawhah, Al Ghuwayriyah, Al Jumaliyah, Al Khawr, Al Wakrah, Ar Rayyan, Jarayan, Al Batinah, Madinat ash Shamal, Umm Said and Umm Salal. The 3rdSeptember is the national holiday when people commemorate their independence. The capita city Doha is located on the central East Coast and it’s major functions are administrative, commercial and it is a population center. It is located on a harbour. Other ports include Umm Said Al Khor and Al Wakrah, Umm Said and Doha handle commercial shipping . The legal system is based on Islamic and civil law codes and the Amir controls the discretionary system of law. However civil codes are being implemented. The Islamic law dominates family and personal matters. Amir Hamad bin Khalifa al-Thani has been the chief of the state since 27th June 1995 after a bloodless coup. His father was not able to handle the country’s economic reforms. Since it is a monarchial government the father did not lose his title as much power was already in his sons. Crown prince Jassim did not want to be king and he abdicated in favor of his younger brother. He rose to power after outdoing his father Amir Khalifa. The government is constitutional monarchy and the president’s fourth son Tamin bin Hamad is the selected heir. Amir Hamad was the Armed forces commander and defense minister when he seized power from his father who was out of the country. He retains that title to date. He survived an attempted coup in 1996. He had also taken his father t court on alleged state fund misappropriation. However this matter was solved outside the court. Amir Hamad Khalifa father had deposed his cousin Emir Al-Thani family continued to hold power after independence in 1971. Government departments are responsible for ensuring economic and social progress. The emir’s leadership is influenced by consultation’s consensus and personal appeal. He is not accountable to anyone and he cannot violate the Islamic laws sharia. In per taking his functions he must seek the opinion of the leading notable and religious leaders. Expatriate and residents are excluded from elections. The role of municipal council is not executive but offering advice to the minister. . The prime minister is Hamad bin Jasim bin Jabir al-Thani since April 3rd 2007. His deputy is Abdullah bin Hamad al-Atiyah. He replaced Abdullah bin Khalifa who resigned April 2007. The cabinet comprises of council of ministers all of which are appointed by the monarchy. Elections are rarely done since the system of ruling is monarchial. However in April 2003 it held nationwide election for a 29-member central municipal council (CMC). The CMC has consultative powers geared to improving the efficiency in provision of municipal service. The advisory council or Maljis al-shura has 35 members who are appointed by the monarchy. Council members have their terms extended after every four years. However since the establishment of a new constitution in 2005, 10 more positions were to be introduced and the public had a chance to elect 2/3 of the seats while Amir the president appoints the other 1/3. Introduction of the first constitution would guarantee freedom expression assembly and religion and increment of parliament seats. Elections are to be conducted late this year. Amir appoints all judges based on recommendations of supreme judiciary council. The branches of the judiciary are courts of first instance appeal and cassation. Since it’s a monarchial government there are no political leaders or parties and political pressure groups. Women were allowed to vote for the first time in 1999 and municipal consisted of 29 members. Democracy is being incorporated ever since Amir brought liberal changes in to the economy. Economy Oil and gas are the dominant trade goods. They both account for more than 60% of the countries GDP. They also contribute to a tune of 85% of the country’s export earnings and 70% of the government’s revenue. They are the reasons the country is one of the world fastest growing countries. They have seen it’s per capital rise to equal that of European Union. Due to sustained high oil prices the country is able to build its budget trade surpluses and foreign reserves. The oil reserves in this country are more than 15 billion barrels and they can sustain continued surplus for more than 20 years. Natural gas reserves are also abundant. They exceed 25 trillion cubic meters, which is more than 5% of the word total and 3rd largest in the world. The country is undertaking measures to develop its gas field in ensuring that the country becomes the world’s top liquefied natural gas (LNG) exporter. Foreign investment is also being encouraged so that non- energy projects can be improved by liberalizing the economy further. The country’s GDP real growth rate in 2006 was 7. 1% and the per capita GDP was $29,800. Composition of the GDP is mainly industry, which is 75. 8%, and service sector, which is 24. 1%. The unemployment rate was 3. 2% in 2006 and the inflation rate was 11. 8%. The major trading partners with Qatar are Japan, South Korea, Singapore, India, France, U. S, Saudi Arabia, united Arabs emirates, Germany and UK. Major imports are machinery and transport equipments manufactured goods, food and live animals. Japan receives the largest proportion of Qatar exports. Other important trading partners include South Korea and France. The service sector accounts for approximately a ? of the total GDP and creates employment for the Qatar people. The government is promoting the tourism sector in an effort to trying to make it match other industries in the economy. Qatar is the richest country in the Islam-dominated countries rising global demand for oil ensure increase prices of oil and this leads to increase economic growth. The economy of this country is not diversified it depends so much on oil and gas. Qatar’s industrial plants are located in Umm Said. There is a fertilizer plant for urea and ammonia a steel plant and a petrochemical plant. These industries use gas as their source of energy ands they are owned by state or European and Japanese firms. http://www. nationsencyclopedia. com/economies/Asia-and-the-Pacific/Qatar. html To control the influx of expatriate workers Qatar is tightening the administration of its foreign manpower programs. Foreign educated Qatar’s are returning back home to develop their home country. Development of other industries will enable the economy to withstand future possible negative oil shocks. Real economic growth had slowed down in 2002 after OPEC enforced oil output cuts. The gas industry was however not affected. Private investment is encouraged to ensure that the country’s economic growth does not decline with changes in the market. Steel industries have been making profits for the past 10 years, non-oil sectors in Qatar are building and construction, real estate communication, agriculture, fishing water and electricity and banking. The state provides incentives to foreign investors, which include security loans from Qatar Industrial bank QIB eliminates quantitative quotas on imports no income tax on salaries of expatriates no export duties and no taxes on corporate profit for pre determined periods. The country has a comparatively high public sector external debt. Debt has been incurred to finance LNG and other industrial products. The GDP is raising and thus the ratio of public external debt to GDP is declining. http://www. nationsencyclopedia. com/economies/Asia-and-the-Pacific/Qatar. html The economic challenge that the country faces is to maintain global competitiveness. There is need to improve on the macro-economic management and the public sector institutions. Absorption of new technologies ought to be done at a faster rate. This translates to more revenues being redirected in imports over reliance on one industry is an issue that needs to be addressed. Diversifying the economy is a safe approach of ensuring toast hock ups in oil industry will not adversely affect the countries economy. Investment in quality education will also be a wise approach of addressing the country’s issue. It will reduce the number of foreign employees in the country by substituting them with the locals. Leadership or quality of government also ought to be changed. Democracy will go along way in maintaining economic stability in the long run. The monarchial system needs to be reformed. Levels of unemployment ought to be completely eradicated investing heavily in human capita and education city project sponsored by the Qatar foundation has seen worlds top universities and research centers to the country. Qatar joined other emirates of the Tricia coast in forming the United Arab Emirates but together with Bahrain they disagreed about the merger but instead formed independent nations. (Crystal Jill,1995) A border dispute with Saudi Arabia was settled in 1992 although the dispute with Bahrain remains unsolved. It signed a defense pact with the US and it became the third country in the Gulf to do so. It is home of the immensely popular but controversial Arabic Satellite Television Network Al Jazeera. Contraversial because it is accused of not being free and fair in its broadcasts. Al Jazeera is not only popular in the Arab world but also globally. It was the only channel allowed to operate from Afghanistan and the first to air Osama bin Laden’s statement in October 2001. It favors those who are its allies and does not criticize or air anything negative about its own Government. (El-Nawawy et al, 2002) Pollution from oil and gas industries has negative impact on the diversity of species. It is an issue that ought to be addressed. Qatar is surrounded by sea on three sides and its territorial waters encompass 35,000 square kilometers. Marine life has to adapt to the harsh conditions of salty water and soaring temperatures.

Microprocessor based robotics arm

Microprocessor based robotics arm Abstract Robotic arm has become popular in the world of robotics. The essential part of the robotic arm is a programmable microprocessor. The microprocessor based brick capable of driving basically three stepper motors design to form an anthropomorphic structure. The first design was for experimental use on a human-size industrial robot arm called PUMA 560 which stands for Programmable Universal Machine for Assembly. This human size robot was used to explore issues in versatile object handling and compliance control in grasp actions it was done in Bejczy city in the Jan, 1986. This paper explains the method of interfacing the robotic arm stepper motors with the programmed 8051-based microprocessor which are used to process and control the robot operations. We have employed the assembly language in programming our microcontroller of the microprocessor. A sample robot which can grab by magnetizing and release small objects by demagnetizing is built for demonstrating the method explained. 1. Introduction A robotic arm is a robot manipulator which is programmable and its functions are almost similar to that of human arm. The links of such a manipulator are connected by joints allowing either rotational motion or translational displacement. Kinematic chain can be formed by the links of the manipulator. The business end of the kinematic chain of the manipulator is called the end effecter and it is analogous to the human hand. The end effecter can be designed to perform any desired task such as welding, gripping, spinning etc., depending on the application. The robot arms can be autonomous or controlled manually and can be used to perform a variety of tasks with great accuracy. The robotic arm can be fixed or mobile (i.e. wheeled) in the nature and can be designed for industrial or home applications. 2. Robotic Arm The word robotics, the meaning and the study of robots was done by a famous foreign scientist Isaac Asimov. Robotics is a branch which involves elements of mechanical and electrical engineering in it, as well as control theory, computing and now artificial intelligence in it by which we can implement it in the different fields. According to the Robot Institute of America, â€Å"A robot is a reprogrammable, multifunctional manipulator designed to move materials, parts, tools or specialized devices through variable programmed motions for the performance of a variety of tasks†. The way in which we are going to use robotic term in the form of arm is called as robotics arm. In order to perform any useful task the robot must interface with the environment, which may comprise feeding devices, other robots, and most importantly people. As the robot with which we are going to deal with work as arm and is therefore known as robotic arm 3. Types Of Robotic Arm There are various kinds of the robotic arm available in the market for the different tasks these are as follows. i. Cartesian Robot / Gantry Robot. ii. Cylindrical Robot. iii. Spherical Robot / Polar Robot. iv. SCARA Robot. v. Articulated Robot. vi. Parallel Robot. 4. Block Diagram For Robotic Arm The method employed in designing and construction of the robotic arm is based upon the operational characteristics and features of the microcontrollers of the microprocessor, stepper motors, the electronic circuit diagram and most importantly the programming of the microcontroller of the microprocessor and mainly the stepper motors. This work is able to successfully accomplish the defined functionality means it defines all the functions of the robotic arm. A sample robot which can rotate, magnetize an object, lower and raise its arm, by being controlled by the 8051 microcontroller of a microprocessor is built successfully and it was named as robotic arm. The 8051-development board is soldered and it used the required procedure for the correct operation of the controller. The 8051 development board has been interfaced to the stepper motors such that the anthropomorphic like structure can be controlled from the buttons at the base of the structure which is robotic arm. These buttons help to control the whole system of the robotic arm. These four buttons have the uncommon task from each other which is explained as follows. On/Off The ON button puts on the system while the OFF button puts off the system. This is only the task allotted to them just to ON and to OFF the robotic arm. Start/Stop The START button starts the initial movement of the whole arm from its reset point, while the STOP button takes the arm back to its reset button after completion of its movement applied for the required task. Right-Left/Left-Right When this button is switched to the RIGHT-LEFT part it causes movement from right to left, while the LEFT-RIGHT part causes movement from left to right. It is used only for the right and left movement. Rotation Of 180/90 When the button is on 180, it causes a rotation of 180 degree of the base stepper motor, but when put on 90 degrees, it causes rotation of 90 degrees. It means it is used for the 90 and 180 degree rotations. 5. Mechanical Structure Of The Arm For the construction of any kind of the robot we must have any kind of the idea over which we have to work for its construction. Same is the case of the robotic arm for its construction we need its mechanical structure. In constructing our robotic arm, we made use of three stepper motors and gears since our structure is a three dimensional structure. A typical prototype that we employed for the construction of our robotic arm. There is a stepper motor at the base of the arm, which is used for circular movement of the whole structure for the easiness of the task; another stepper is at the shoulder which allows for upward and downward movement of the arm again used according to the task given to the robotic arm; while the last stepper motor is used at the wrist which allows for the picking of objects by the magnetic hand. 6. Robotic Arm Design Process It includes various points related to the designing of the microprocessor based robotics arm. All those points which explain them are as follows: Defining The Problem i. Identifying the purpose of a construction. ii. Identifying specific requirements. A community wants to construct a robotic arm. Design and build a prototype device which could satisfy this need. Design and build a prototype device which could satisfy this need. You need to determine what problem you are trying to solve before you attempt to design and build a robotic arm to solve a problem. Researching And Designing i. Gathering information. ii. Identifying specific details of the design which must be satisfied. iii. Identifying possible and alternative design solutions. iv. Planning and designing an appropriate structure which includes drawings. Creating A Prototype i. Testing the design. ii. Troubleshooting the design. Building Your Robot Construction work can now begin. Here are some sites that help with: i. Structure. ii. Gear combinations. iii. Arm mechanisms. iv. Placing sensors. v. Hints and tricks. vi. The Art of LEGO Design by Fred Martin an excellent resource for building very strong structures. Programming And Testing Your Robot Now it is time to program your robot. This can be achieved in many different ways. Use can achieve rudimentary intelligence in your robot by using only relays, potentiometers, bump switches and some discrete components. You can increase complexity in intelligence in your robot by adding more sensors and continuing in the same vein of using hardwired logic. By introducing a more sophisticated control element, the microprocessor, you introduce a significant new tool in solving the robot control problem. Evaluating Your Robot i. Evaluate the design. ii. Evaluate the planning process. As building and programming work progresses, and the design begins to take shape, you will automatically carry out tests on the design. You will also need to complete systems tests at various stages of the construction. If any of the tests show that you have failure in a joint, or that part of your structure is not meeting specifications, then you will have to make modifications in your plan. When building and programming is complete, the entire project must be tested to see if it does the job for which it was designed. An evaluation needs to then be written. This should be a statement outlining the strengths and weaknesses in your design. It should describe where you have succeeded and where you have failed to achieve the aims set out in the specifications. 7. Overall Arm Design The two arms used both have six degrees of freedom, and are mounted on the humanoid robot cog. The arms are mirror image of one another. The kinematics of the arm is designed to be similar as that of the human arm. There are two joints each at shoulder, elbow and wrist although the axis of the first elbow joint is coincident with the co-axes of the shoulder joints. The arms has length same as that of the length of the human arm. 8. Market Applications Of Robotics Arm Applications of robotic arm are very effective in the market world. There are various fields where there is a deemed need of the robotic arm these can be explained as follows. Automotive Robotic arm can be used in different ways in the automotive field. i. Power train Control ii. Body Electronics iii. Driver Information Systems iv. Chassis v. Safety vi. Automotive Networking Consumer Robotic arm can be used in different ways in the consumers. i. Mobile Consumer Electronics ii. Home Electronics Industrial Robotic arm can be used in different ways in the industrial field. i. Factory Automation ii. Building Control iii. Metering iv. Medical v. Point of Sale/Kiosks vi. Home Appliances Medical Robotic arm can be used in different ways in the medical field. i. Home Portable ii. Diagnostics and Therapy iii. Imaging iv. Intelligent Hospitals Networking Robotic arm can be used in different ways in the networking field. i. Network Security ii. Home and SOHO Networking iii. Network Storage 9. Future-Scope The scope of this work for manufacturing of robotics arm involves confirming the 8051 micro-controller of microprocessor. Input/output (I/O) signals are compatible with that of the robotic arm stepper motors and testing of the robots motor signals through programming the 8051 microcontroller of the microprocessor. Assembly programming is used to develop the programs for the EPROM 2732 on the 8051 micro-controller of the microprocessor platform that takes robots motor signal as I/O and controls the robot operation programmatically. We have assumed that after figuring out the interface issues for the Robot with the 8051 microcontroller, the same knowledge can be extended to make very complex robots with enhanced functionality. With the technique used in the manufacturing of the robotic arm we can also make other robots for the different tasks. Conclusion Finally from this topic we can conclude a robotic arm is an instrument by means of which we can do any kind of the task and use it in the way in which manner we want to solve the task. The controlling software used in this robotic arm can be general for any kind of robot arm and set of sensors. This paper introduces a set of design principles which seek to reduce robotic applications design and implementation time so reducing the errors present in any practical implementation as well. Experiments show that the solution presented in this paper, although its limitations, allow the robotic applications designer to save development time while keeping the overall complexity low. There exists open-source applications which handle similar problems but they are not well fitted for small control applications. We have learnt that because of limitations in the programming language used to develop the application and the final application itself is highly sensitive to implementation issues. Also , to completely verify the design principles it would be necessary to evaluate the effort required to design a control application for multiple and heterogeneous platforms. Acknowledgement I thank GOD almighty for guiding me throughout the term paper. I would like to thank all those who have contributed to the completion of the term paper and helped me with valuable suggestions for improvement. I am extremely grateful to Mr. JAGDEEP SINGH, Department of ELECTRONICS AND COMMUNICATIONS, for providing me with best facilities and atmosphere for the creative work guidance and encouragement. I thank all my friends for extending their cooperation during my term paper. Above all I would like to thank my parents without whose blessings; I would not have been able to accomplish my goal. References The references for the term paper given to me are as follows: www.robotics.com (Robotics history, background) www.orca-robotics.com (Robot controlling) www.wikipedia.com (microprocessor based robotics arm) www.google.com (Seminar Report on robotic arm) www.google.com (applications of robotics arm)