Custom Component Development in Delphi

Custom Component Development in Delphi Components are essential elements of the Delphi environment. One of the most important features of Delphi is that we can use Delphi to create our own components. We can derive a new component from any existing component, but the following are the most common ways to create components: modifying existing controls, creating windowed controls, creating graphic controls, subclassing Windows controls and creating nonvisual components. Visual or not, with or without property editor, from scratch...you name it. Developing Delphi components isnt a simple task, it involves quite a bit of knowledge of the VCL. However, developing custom components is not an impossible task; writing components is just pure programming. Articles, Papers, Tutorials What follows is a list of articles that deal with custom component development in Delphi. Accessing protected members of a componentMany Delphi components have useful properties and methods that are marked invisible (protected) to a Delphi developer. In this article, you will find the workaround to this problem - thus enabling you to access a DBGrids RowHeights property, for example.Creating Custom Delphi Components - Inside and OutThis tutorial will explain component writing to you, which should result in more code reuse. It will go over properties, events, and methods, and will also explain how to install components. The final part of this tutorial is about Object-Oriented design.Creating Custom Delphi Components, Part IThis first part demonstrates some of the best approaches to building components, and at the same time provides tips on deciding on the best base class to inherit from, using virtual declarations, the complexities of overriding, and so on.Creating Custom Delphi Components, Part IIQuite often it is necessary to write components that perform more advanced f unctions. These components often need to either reference other components, have custom property data formats, or have a property that owns a list of values rather than a single value. We will explore various examples covering these very subjects, starting with the most simple. Creating Custom Delphi Components, Part IIIThis article is the final part of a three part article on components. Part one covered the basic creating of components, part two covered how to write advanced properties, how to write custom streaming for those properties and sub-properties. This final part will cover property/component editors, how to write dedicated editors for your component/property, and how to write hidden components. More Resources First, if you want more, consider buying a book on Developing custom components.Second, why not try locating an existing (with source perhaps) component you are looking for.Third, when you are 100% sure there is no such question on custom component development you cant answer...there will be something that you dont know. Everything you have to do is to ask a question on the Delphi Programming Forum and wait for answers. Articles, papers, tutorialsHere is a list of articles that deal with custom component development in Delphi. VCL Component Messages [RTF]Component Messages (CM_) are generated only by the VCL and are not reflected Windows Messages (WM_), as one may assume. In spite of that Component Notifications (CN_) are reflected Windows Messages. The idea behind it is, that Windows often sends messages to a parent window of a control instead of the control itself. The VCL simply converts (reflects) these messages to Component Notifications and then sends it to the control, for which the message originally was meant. Delphi Component Building.In this article, read about every aspect of Delphi Component building. Design a TTicTacToe component and learn about: how to build our own components for Delphi, how to add properties, methods and custom events to them, how to wrap them around DLLs, how to install them, how to design a palette bitmap and write on-line help to support the component user. Building SuperComponents in Delphi [download]SuperComponents, also known as aggregate or compound components, are collections of existing sub-components and their relationships combined into a single component. The collections are typically arranged inside a container parent component that manages the visual layout of the sub-components.

Italian Soccer Teams Have Colorful Nicknames

Italian Soccer Teams Have Colorful Nicknames If there are three things you can count on Italians to be passionate about it would be: their food, their family and their soccer (calcio). The pride of Italian’s for their favorite team  knows no bounds. You can find fans (tifosi) fearlessly cheering in all kinds of weather, against all kinds of rivals, and with a dedication that endures generations. Part of the fun of learning about soccer in Italy is also learning about the nicknames of the teams. But first, its important to understand how soccer works in Italy. Soccer is broken down into various clubs, or â€Å"serie.† The best is â€Å"Serie A† followed by â€Å"Serie B† and â€Å"Serie C† etc. Teams in each â€Å"serie† compete against each other. The best team in â€Å"Serie A† is regarded as the best team in italy. The competition in Serie A is fierce and if a team doesn’t win or do well in a season, they can be demoted to a lower â€Å"serie† much to the shame and disappointment of their adoring fans. Now that you understand the basics of how Italian teams are ranked, it is easier to understand their nicknames. Italian Soccer Team Nicknames Some of these nicknames seem random but they all have a story. For example, one of my favorites is the Mussi Volanti (Flying Donkeys- Chievo). They were given this nickname by their rival team, Verona, because the odds of Chievo entering the Serie A league was so slim (like the English expression to express unlikely odds, â€Å"When pigs fly!† In Italian, it’s â€Å"When donkey’s fly!†).    I Diavoli (The Devils- (Milan), are called as such because of their red and black jerseys. I Felsinei (Bologna- is based on the ancient city name, Felsina), and I Lagunari (Venezia- comes from the Stadio Pierluigi Penzo that sits adjacent to the lagoon). Many teams, in fact, have multiple nicknames. For instance, the illustrious Juventus team (a longstanding member and winner of Serie A) is also known as La Vecchia Signora (The Old Lady), La Fidanzata dItalia (The Girlfriend of Italy), Le Zebre (The Zebras), and [La] Signora Omicidi ([The] Lady Killer). The Old lady is a joke because Juventus means young, and lady was added by rivals who were essentially poking fun of the team. It got it’s â€Å"girlfriend of Italy† nickname due to a large amount of southern Italians who, lacking their own Serie A team, became attached to Juventus, the third oldest (and most winning) team in Italy. Besides these less obvious nicknames, one other colorful tradition, is to refer to the teams by the color of their soccer jerseys (le maglie calcio). The terms are frequently seen in print (Palermo, 100 Anni di Rosanero), as part of fan club names (Linea GialloRossa), and in official publications. Even the Italian national soccer team is known as Gli Azzurri because of their blue jerseys. Below is a list of the nicknames associated with the 2015 Serie A Italian soccer teams when referring to their jersey colors: AC Milan: RossoneriAtalanta: NerazzurriCagliari: RossobluCesena: Cavallucci MariniChievo Verona: GiallobluEmpoli: AzzurriFiorentina: ViolaGenoa: RossobluHellas Verona: GiallobluInternazionale: NerazzurriJuventus: BianconeriLazio: BiancocelestiNapoli: AzzurriPalermo: RosaneroParma: GiallobluRoma: GiallorossiSampdoria: BlucerchiatiSassuolo: NeroverdiTorino: il Toro, i GranataUdinese: Bianconeri

Virtual lab 3 Assignment Example | Topics and Well Written Essays - 250 words

Virtual lab 3 - Assignment Example However, if they grew independently, each would utilize the readily available natural resources and develop most favorable strength, leading to both surviving. On the tenth day, the Paramecium caudatum population reached the carrying capacity of the environment when grown alone. This is given that, subsequent to counting them repeatedly the number remained the same. On the fourth day, the Paramecium aurelia population reached the carrying capacity of the environment. This is given that, subsequent to the fourth day, the Paramecium Aurelia started dying out, whereas the others remained strong. When the two Paramecium species utilize the available food resources, then one of them has the likelihood of benefiting from more of the available resources over the other one, further leaving it to scramble for the fast depleting food (survival of the fittest). In this regard, the weak Paramecium species will lose the fight and die out. This will enable the strong one to grow strong to maturity while utilizing the readily available resources. Another observation entails the existence of chemical components that may lead to the death of one of the Paramecium species. Upon mixing the paramecium population in one test tube, one started dying out gradually. The other one attained its carrying capacity, further growing steadily leading to the death of the other

Gender communication Essay Example | Topics and Well Written Essays - 1250 words

Gender communication - Essay Example This essay "Gender communication" outlines the roles that genders are charged with in the society. The concept of gender is a fluid construct. This is because the environment one lives in, and generally the society determines a person’s gender. The society has come up with two distinct gender types. These include the masculine gender and the feminine gender. Masculinity and femininity have characteristics, which vary. The feminine gender is considered quiet, timid, nurturing, and fragile. On the other hand, the masculine gender is considered aggressive, strong, brave, and noisy. However, these traits vary across different societies. Although these traits are attached to the different genders, no man or woman is born with them instead, one acquires them in their own society through the process of socialization. Different communities in the world are different and have varying cultures. Therefore, the aspect of gender also varies among different communities. This therefore, make s gender to be a social or cultural construct, since it is the community, which determines it. In society, the different genders are charged with different roles, and are expected to fulfil different expectations by the society. Failure to adhere to the prescribed gender roles is regarded deviant behaviour in the society. Therefore, the psychological girls in society, who act in a masculine manner and the psychological boys acting in a feminine manner, are sanctioned for failing to act within the boundaries of their respective gender. Different communities will sanction those people crossing their gender lines in different ways. Since this is the case, the individuals who are intersexed will therefore, struggle with the issue of gender identity, since it is hard for them to determine their gender identity, considering their biological set up. As a female, in my society, I belong to the feminine gender. I am therefore, expected to act in a â€Å"feminine† manner, and not in a â€Å"masculine† manner. I realize that this social construction of gender begins early in a person’s life. When babies are born, there is already a designated type of colour for them, depending on their gender. For instance, the girls, because they are feminine, will be dressed in pink clothes, while boys, by virtue of being masculine, are dressed in blue clothes. This is because my society has made people believe that girls should wear bright colours. When I was a little girl, I remember wearing all the bright colours, including pink, yellow, red, and orange, among others. This continues to persist, as today, most men are rarely seen wearing bright colours. Men wear dark and neutral colours, while women wear all the colours, especially the bright ones (Mooney, Knox and Schacht 18). As a feminine gender, the society expects that I be a nurturing person. This also starts when a girl is in her early years. The kind of toys my parents bought me and my brothers reflect this aspect of nurturing and femininity. While my brothers and other boys were bought for machine toys, the other girls and I were brought dolls, which we assumed were our babies. Boys would get rowdy and aggressive playing with their gun toys, car toys, and other machine toys, while we the girls were busy role-playing our mums, taking care of babies and feeding them. Although this aspect begins at a tender age, it has a big impact on the latter life of the girls and boys. For instance, today, this kind of social construction of gender h as proved to be problematic as far as careers are concerned. When girls are limited to the kind of toys they should play with when young, this might lock out many opportunities for her in future. It becomes hard for them to develop other interests, apart from nurturing. Today, fields such as computing and engineering, among other technical fields, record the lowest number of females. This is probably because these women were denied the chance to play with machine toys while young, thereby, limiting their interests in life. On the other hand, the field of nursing registers the least number of males. Nursing

Fuel economy in automobiles Essay Example for Free

Fuel economy in automobiles Essay Driving one of the new high-tech hybrids — cars that combine the power of a gas engine with an electric motor to reduce fuel consumption and emissions — may seem like something only an environmentalist or an engineer could get revved up about. The fact is, however, that a new generation of hybrid cars and trucks due to go on sale within the next 12 months offer a number of very practical advantages for families, from saving money to helping save the planet. Many experts are predicting 2004 will be the year that hybrids turn the corner from eco-friendly novelty to mainstream transportation. Theres never been a better time to consider a switch to one of these green, clean, gas-saving machines. Here, eight reasons a hybrid may be perfect for your family. 1. Theyre as comfortable to drive as conventional cars. Theres no difference between a hybrid and the gas-powered car parked in your garage — it can accelerate just as quickly and cruise just as fast on the highway, and it handles just as smoothly. Most important, hybrids are just as safe to drive. Well, there is one difference: Hybrids are super-quiet — sometimes you cant tell whether the engine is running or not! When power is not needed — at a red light, say, or in bumper-to-bumper traffic — the engine completely shuts down and revs up again when you press on the accelerator, meaning you dont waste gas or emit toxins. Hybrids run on a rechargeable battery and gasoline rather than gas alone, but the power shift between the gas engine and electric motor is so seamless that youre likely to forget about all the advanced technology moving you down the road. And theres no need to plug them in as you would with an all-electric car; the electric motor also acts as a generator during deceleration and braking to continually recharge the batteries as you drive. 2. Youre sure to find a model that fits your familys lifestyle. Currently, there are three popular hybrids on the market: Hondas compact two-seat Insight coupe, along with the midsize Toyota Prius four-door hatchback and the Honda Civic hybrid sedan, both of which seat five. But with half a dozen new hybrid models on their way, larger families will soon have more good choices. Look for everything from midsize family cars like the Honda Accord hybrid to hybrid versions of midsize sport-utility vehicles, like the Ford Escape, Toyota Highlander, and Lexus RX 400h, to full-size pickup trucks from Chevrolet, GMC, and Dodge to turn up in your local dealers showrooms within the next year. 3. Youll save money on gas. With gas prices soaring to more than two bucks a gallon in many parts of the country, theres no smarter reason to switch to a hybrid than fuel efficiency. Just compare the miles per gallon youre getting now with, for example, a Toyota Priuss 60 mpg in the city and 51 mpg on the highway. In fact, hybrid cars can go for more than 600 miles between fill-ups, meaning you should be able to cut visits to your neighborhood gas station in half, saving you time as well as money. If you drive 1,000 miles a month and your current car averages 20 miles per gallon, driving a hybrid could save $700 or more a year at the pump. 4. Youll be doing your part to help protect the environment. Not only do gasoline-electric hybrids get much better mileage than many standard cars, but most also produce about 90 percent fewer smog-forming tailpipe emissions compared with the average new car, according to Dave Hermance, head of Environmental Engineering for Toyota. 5. Youll set a good example for your kids. If you like the notion of leaving the world a better place for your children, driving a hybrid is one good way to transform that lofty ideal into a concrete move. Our actions as parents speak louder than our words, even with seemingly simple decisions. Owning an eco-friendly car does more to impart environmental values to your children than countless talks about saving the planet. 6. Youll get cash back from Uncle Sam. Federal tax credit up to $3,400! More financial incentive to buy a hybrid: The IRSs Clean Fuel Vehicle Tax Deduction allows you to take $1,500 off your 2004 federal tax bill (the deduction decreases by $500 a year until its phased out in 2007). You may also qualify for additional financial incentives offered by state and local agencies; log on to the U. S. Department of Energys Clean Cities Website (www.ccities. doe. gov/vbg/progs/laws. cgi) to learn more. 7. Theyre not all super-expensive. Hybrids tend to cost $1,500 to $2,400 more than mainstream cars (dont forget about that tax break and major gas savings). But they are becoming extremely popular: Many dealerships have a several-month waiting period for a new one. And it is perhaps this growing demand for hybrids that has sent a message to American automakers — whove been slower than their Japanese rivals to adopt this new technology — to build cleaner, more socially responsible cars. 8. Youll boost your coolness quotient. You cant put a price on this aspect of hybrid ownership, but suffice it to say, driving a hybrid car is a surefire conversation starter among coworkers, fellow parents, neighbors, and even total strangers. Just ask Hollywood hipsters Jennifer Aniston, Brad Pitt, Cameron Diaz, Larry David, and Leonardo DiCaprio — all happening hybrid owners. Reality Check Although hybrids offer some significant benefits, there are a couple of points to consider before you sign on the dotted line. * Energy efficiency All hybrids get better mileage than conventional cars, but there are two different approaches to the powering mechanism, in both current and upcoming models. Some, for example, get better fuel mileage in stop-and-go traffic, while others do better on the highway. Before you settle on a particular model, keep in mind how youll use the car — as a neighborhood shuttle service or a long-distance commuter-mobile. * Fuel emissions. If your goal is to drive the car or truck with the least possible environmental impact, youll want to spend some time researching your options. Different engine and even transmission choices can have a significant effect on a cars emissions profile. For example, a Honda Insight with a manual transmission gets better fuel economy than the automatic version, but the automatic version emits fewer pollutants. Essentially, some hybrids are cleaner than others — and conventionally powered cars with low emissions can be cleaner than certain hybrids. veraging 8. 5 million barrels/day.

Netware Salvage Utility :: essays research papers

NetWare SALVAGE Utility One of NetWares most useful utilities is the Salvage utility, which is kind of a trade secret. One day a user will delete a couple of files or a complete directory accidentally, of course, and it will be the job of the LAN administrator to save the day because the files were the company's financial statements and they are due in a meeting yesterday. The NetWare 3.12 and 4.X SALVAGE utility is the extremely useful and sophisticated tool to recover these files. NetWare retains deleted files in the volume were the files originally resided. There they continue to pile up until the deleted files completely saturate this volume. When the volume becomes full with these images of the deleted files, the system begins purging, starting with the files that have been deleted for the longest period of time. The only exception to this, is files or directories that have been tagged with the purge attribute. As you can imagine these hidden deleted files can quickly eat up the space on a hard drive and the administrator will need to keep an eye on these so that the system is not unduly slowed down by the system purging to make room for saved and working files. These deleted files can also be purged manually with the SALVAGE utility, which is a great way to make sure that a file you don't want others to see is completely removed from the system!!! For a user or administrator to retrieve a file using SALVAGE, the create right (right to edit and read a directory area or file) must be assigned to the directory in which the file resides. If the directory still exists, the files are put back into the directory from which they were deleted. If the file being salvaged has the same name as a file that already exists, then a prompt will be presented to rename the file being salvaged. Since NetWare keeps track of the files by date and time several versions of the file may accumulate. When a directory is deleted, the method for recovery is a bit different. NetWare does not keep track of the directories, only the files. These files are stored in a hidden directory called DELETED.SAV. This directory exist in every volume on a network. The supervisor must go to this directory where the desired files can be copied to other directories to be completely recovered. Now that you have a simple explanation of the way the system works, lets look at the actual graphic user interface (GUI) that comes up when you type SALVAGE at

Philosophy essay on sollicitudo rei socialis

A.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Summary of â€Å"Sollicitudo rei socialis†John Paul II's message entitled â€Å"Sollicitudo rei socialis†Ã‚   speaks to the Catholic church's role in helping make better pressing social issues of the day, primarily poverty.   He breaks this topic down into six parts:   an Introduction, Originality of the encyclical Populorum Progressio, Survey of the Contemporary World, Authentic Human Development, A Theological Reading of Modern Problems, Some Particular Guidelines, and a Conclusion.In the Introduction, the Pope tells the reader that this piece was written to pay honor to Paul VI's encyclical â€Å"Populorum Progressio,† also called â€Å"The Development of Peoples,† which had been written twenty years earlier in 1967.   An encyclical is a letter to members and priests of the church written by the Pope.   In the â€Å"Populorum Progressio,† Paul VI says that unless justice and morality rule, the poor will neve r get the help they need.   Now twenty years later, Pope John Paul II sent a letter out to churches to get feedback on how best to celebrate the anniversary of the encyclical.   â€Å"Sollicitudo rei socialis† are his findings.   He also wants to pay honor to the original document and to show the value of church teachings because of the â€Å"continuity and renewal† of the ideas in the encyclical.In the Originality of the encyclical Populorum Progressio portion, John Paul II says that the encyclical is a how-to guide for the church to follow and it is based on the teachings of the second Vatican Ecumenical Council of 1965, which talks about poor people and what the church should do about â€Å"the development and underdevelopment of peoples.†Ã‚   People's development is based in moral and educational solutions provided by the church.   He believes that development is a global issue.   Rich countries have a responsibility to poor countries to not be gre edy with resources, because poor countries do not have as much access to the things they need to live.   The 1967 document concludes by saying that â€Å"Development is the new name for peace.†Ã‚   The logic behind this is that the poor want justice.   For them, justice is getting their fair share of the supplies needed to live, and if they do not, it leads to violence.In his â€Å"Survey of the Contemporary World,†Ã‚   John Paul II cites that poverty still exists because the Northern Hemisphere has easy access to supplies, while the Southern Hemisphere has slow access, even though this is where most of the world's population lives.   Poverty is a result of a lack of educational opportunities, jobs, as well as economic and racial discrimination, all of which go along with underdevelopment.He believes that â€Å"Authentic Human Development† needs to be â€Å"guided by a moral understanding.†Ã‚   A person must be developed morally, not just economical ly, in order for the growth to be authentic.   The church has a responsibility to aid in human development.His â€Å"Theological Reading of Modern Problems† tells that even though people can develop through science and technology, it must be grounded in morality as taught by the church.   Certain â€Å"Guidelines† should be followed, so that the church can do its work and people are treated with dignity.   The poor should be treated with preference, but they also have to contribute to their own development.   John Paul II, in his â€Å"Conclusion,† states that the church, as part of its moral requirement, can work together to help the poor develop into more fully human beings.B.   ReflectionJohn Paul II's main point is the place of morality as taught by the church to help get rid of human poverty.   I would agree that what a person or country values is based in their morality, and this helps motivate a person or group to action.   I also agree that rich countries have an obligation to assist poor countries so that their citizens have enough food, clothing, shelter, health care and education to do more than just survive, but to thrive.   However, I do not think that the Catholic Church has the corner on the morality market, especially in light of all the child molestation charges against priests.   Also, the only woman who is not marginalized in the Catholic Church is Mary, which is a problem if you are trying to bring your â€Å"morality† to a   culture that may or may not have your sense of morality and may actually value women.How moral can a group be that considers women to be essentially chattel who should not have control over their own bodies, but instead should put their spiritual and health care in the hands of their husbands and child-molesting priests?   How moral is a group that demands that a woman who has been raped, even by a male member of her family, should be required to carry the embryo to ter m in order to remain moral?   The Pope himself may indeed be   a moral man, but there are several in his â€Å"church† who cannot say the same, and who provide a wayward compass to guide people who really want to help the poor.Work CitedPope John Paul II. Sollicitudo rei socialis. (Vatican City: Libreria Editrice Vaticana, 1986).URL:http://www.vatican.va/holy_father/john_paul_ii/encyclicals/documents/hf_jpii_enc _30121987_sollicitudo-rei-socialis_en.html   Accessed 23 May 2007.

Supplier Relationship Management

Many customer-supplier relationships were weakened or damaged during the economic downturn. To rescue them, both sides need to acknowledge past mistakes, identify the causes of those problems, take corrective action, and monitor the results. As of this writing, all signs are pointing toward recovery, and economic indicators (take your pick) are suggesting a better ending to 2010 than we experienced in 2009. Optimistic whispers in the first few months of this year became clearly audible announcements when Quarter 1 earnings were released.Demand is on the rise, lashed capacity is beginning to fill up, and at many companies, earnings will exceed expectations. Despite the fact that business is improving in most industries, companies will continue to struggle for some time to overcome the effects of the recession on their supply chains. This is especially true for those that made drastic decisions and acted in ways that altered their supply chain capacity and supplier services. Customer-s upplier relationships have been caught up in this turmoil and have often suffered as a result.The economic upheaval of the past 18 months has left many relationships weakened, damaged, or even severed. With demand increasing, now is the time for buyers and suppliers to assess the current state of their relationships and then address or resolve any concerns. This can be accomplished through a four-step process that includes acknowledging what has happened, identifying the causes of any problems, agreeing on and implementing corrective actions, and following up and maintaining the improved relationship. These steps should be carried out within your company's supplier relationship management (SRAM) program.SRAM is a formalized process through which companies build strong, collaborative relationships with their vital suppliers to make improvements and achieve their mutual supply chain goals. If you do not already have a formal SRAM program, then following these steps can serve as the fo undation for this type of initiative. Customers and suppliers that adopt this process and commit to continuing it in the future will not only reaffirm and strengthen their partnerships but will also ensure that they create an effective, flexible supply chain.Step 1: Acknowledge past mistakes Start out by evaluating your current relationship with your most critical suppliers. This assumes that you have already segmented your supply base and identified your most important suppliers. You can follow this process for all suppliers, of course, but to maximize the value of your efforts, it's a good idea to address the most essential suppliers first. Once the top suppliers have been singled out, you can assess the current state of your relationship with each of them individually.The most important part of this first step is to identify and acknowledge the mistakes that were made on both sides. Ask the following questions and examine your answers carefully: Is this relationship in turmoil? I f so, what were the actions that created this tension, and position are you or your suppliers in now as a result? How does the supplier feel toward you, and how do you feel toward the supplier? Do you deem the relationship to be weakened, damaged, or severed? Is the relationship meaningful for your company, and will improving that relationship bring value to both parties?By answering these questions, you will define the roadman toward reconciliation and improved effectiveness?or to accepting a separation, if that proves necessary. Once you have determined that the relationship is worth repairing or saving, it is time to pursue open and honest communication with that supplier. Integrity and trust are he basis for any relationship, and addressing difficult topics in a frank and objective manner will be appreciated by everyone involved. Coming to the table in an open manner is Just the beginning, however.The magnitude of the strife in the relationship will dictate the level of effort r equired to address it. Weakened relationships, while still requiring direct and concerted effort, can be more easily repaired than those with damaged elements or those that have been severed. A special note on severed relationships: If you are not sincere about reconciliation, then do not waste your time or your supplier's time. The amount of time and audience required to rebuild a previously severed relationship can be substantial, and if either party lacks commitment, true reconciliation becomes doubtful.Step 2: Find the real source of the problem The most delicate part of this process involves identifying the root cause of the problems. Bringing in a neutral third party to help both sides review the current relationship and past experiences is one way to maintain objectivity during these discussions. In this type of conversation, emotions and personal involvement tend to rise to the surface, and the â€Å"effect† part of â€Å"cause and effect† often becomes the foc al mint. This is a situation you should strive to avoid.If participants fail to consider the root of a problem, only the symptom will be treated, and another one that may be even more harmful to the relationship will inevitably appear. In reviewing the events of the last 18 months, many customers and suppliers may point to the economy and decreased demand as the cause of relationship strife and discontent. There's no denying that the economy was an underlying factor. As orders plummeted, original equipment manufacturers (Moms) reduced capacities to attempt to match output and expenses to very weak demand.Many suppliers were unaware of the dramatic steps taken by Moms and were left with buildup in their inventories of up to 50 percent? with no buyers for that stock in sight. These high inventory levels caused a variety of problems for suppliers and, in the worst cases, resulted in bankruptcy. While the economy and declining demand clearly play a role here, poor customer-supplier rela tionships and the lack of strong communication channels appear to be a major cause of the devastating inventory buildup.This might have been avoided by improving forecasting tools or enhancing operational capabilities to more quickly spend to downward shifts in demand. Both are sound actions to pursue at any time, but neither will resolve the lack of customer- supplier communication that will continue to cause problems in the future. An important question to ask here is: â€Å"Were there warning signs before the problem occurred? † As both customer and supplier consider this question, they should reflect upon quantitative (on-time measurements that may have signaled trouble ahead.Discussing these measurements or signals as well as the customer's and supplier's responses to those developments will help to establish where specific problems originated. Step 3: Identify and implement corrective actions Now that the root causes of relationship strife and their leading indicators h ave been identified, the next step is to define and implement corrective actions. These actions can include procedural changes, changes in safety stocks, increased communication requirements, or even changes in personnel.Observe the impact of these corrective actions on the original symptoms (the â€Å"effect†) and ensure that the resulting improvements can be objectively measured and quantified. For example, a procedural change could reduce the amount of time required to process a orientation, therefore the number of transactions per hour will increase. Moreover, increasing safety stock and boosting communication requirements (such as sending status updates more frequently) may yield higher service levels, which can also be measured.It's wise to avoid subjective measurements, which may invite interpretations that lead to more disagreements and conflicts. Be sure to incorporate these measurements into an existing customer-supplier scorecard process, or if none exists, take th e opportunity to create one that can be reviewed periodically. The solutions you develop can and should vary based on the type of relationship you eave with your supplier: A strictly transaction-based relationship that focuses on only one or two activities is likely to be rekindled by focusing attention solely on improving those specific activities. ?Tactical relationships may benefit from solutions that span both upstream and downstream from the basic operational transactions. These relationships may have multiple touch points, and resolving each relationship conflict at each touch point may be an extensive, time-consuming process. Strategic partnerships call for the most complex activities and coordination to revive a distressed relationship. Moreover, strategic partnerships frequently span multiple organizations at all levels. So, although most efforts may start at the top of the organizational chart, it is important to address all levels when rebuilding trust and good will.Carry ing out the solutions you agree on most likely will involve increased sharing of operational and business information, such as supply inventory levels, point-of-sales data, and market trends that are beneficial for both customer and supplier. Frequently, an investment in information technology software can facilitate and enhance this kind of extensive data sharing. Step 4: Monitor and maintain the allegations After implementing corrective actions, you'll need to conduct management reviews in which progress is discussed, milestones are recognized, and changes to planned milestones are decided upon when necessary.It almost goes without saying that these reviews should be carried out in a timely fashion. The definition of â€Å"timeliness,† however, depends upon what activities are being measured and on their inherent cycle times. The review should occur within a time frame that allows sufficient data points identifying change to be generated. A premature review will show lack o f progress and can lower confidence levels. At the same time, a late review or prolonged periods between reviews can Jeopardize momentum or even introduce been introduced since the previous review.Matching management reviews to meaningful data generation will help avoid these pitfalls and keep the momentum toward positive relationship change. The successful repair of a customer-supplier relationship will heavily depend on the involvement of the leadership teams and the commitment of both sides to the process. If continuing the relationship will bring value to both parties, then their commitment to achieving success (and to maintaining the relationship) should be explicit.In other words, leadership's involvement in supplier relationship management demonstrates the importance of this activity to the organization. Nevertheless, sustaining the relationship can be difficult even when there is great support from the leadership of both customer and supplier. It makes sense, therefore, to c onsider turning the relationship management activities that have been developed to address specific problems into a formalized program supporting continued improvement. Leverage the scheduled reviews, progress metrics, and milestones to shape the content of a formal customer- supplier management process.Expand team and individual involvement to other levels of the organization as appropriate. Remember that a customer-supplier relationship is a two-way street? throughout the â€Å"monitor and maintain† phase, both sides should be openhanded and go out of their way to learn from each other. For example, the customer can teach the supplier that it needs to provide more than Just the right product at the right price, and the supplier can teach the customer that it requires more information than a basic forecast if it is to support the customer's supply chain success.Relationships: The foundation of success Now is the time to assess your customer-supplier relationships, as your co mpany recovers from the Great Recession and prepares for an upturn in business. If those relationships are weakened, damaged, or severed, consider taking the following steps: Objectively acknowledge the past and open a clear communication channel with the sincere intent of building a mutually beneficial relationship. Discuss and discover the sources (the â€Å"cause†) of the problems and develop corrective actions.Be careful not to fall into the trap of addressing symptoms (the â€Å"effects†). Follow through tit corrective actions and continue to monitor and maintain the relationship. To improve the likelihood of success, ensure that there is leadership support from both customer and supplier. Remember, solid, healthy customer-supplier relationships form the foundation of an enterprise's success. Companies that continue to suffer because of weakened, damaged, or severed relationships will surely lose to their competition. Justine Brown is principal at the consulting f irm Tompkins Associates.An organization spends substantial portion of every dollar on the purchase of raw materials, components, and services. In fact, 60% of cost goods sold are consisted of purchased goods. Therefore, supplier quality can substantially affect the overall cost of a product or service. One of the keys to obtaining high-quality products and services is for the customer to work with suppliers in a partnering atmosphere to achieve the same quality level as attained within the organization. Customers and suppliers have the same goal?to satisfy end user.The better the supplier quality, the better the supplier's long-term position, because the customer will have better work together as partners to maximize their return on investment. There have been number of forces that have changed supplier relations. Prior to the sass, procurement decisions were typically based on price, thereby awarding contracts to lowest bidder. As a result, quality and timely delivery were sacrific ed. One force, Deeming fourth point, addressed this problem. He stated that customers must stop awarding business based on the low bidder because price has no basis without quality.In addition, he advocated single suppliers for each items to help develop a long-term relationship of loyalty and trust. These actions will lead to improved products and services. Another force changing supplier relations was the introduction of the Just-in-time TIT) concept. It calls for raw materials and components to reach the production operations in small quantities when they are needed and not before. The benefits of SIT is that inventory-related costs are kept to minimum. Procurement lots are small and delivery is frequent.As a result, the supplier have many more process setups, thus becoming a SIT organization itself. The supplier must drastically reduce setup time or its cost will increase. Before there is little or no inventory, the quality incoming material must be very good or the reduction li ne will be shut down. To be successful, SIT requires exceptional quality and reduced setup time. The practice of continuous process improvement has also caused many suppliers develop partnership with their customers. A final force is ISO 9000, which is mandated by the major automotive assembly firms.Specifically, first tier and tiers subsequent to the Moms must maintain supply chain development through three key factors: zero defects, 100% on-time delivery, and a process for continuous improvement. These forces have changed adversarial customer-supplier relationship into mutually beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market share for both parties. Dry. Koru Chickasaws has suggested 10 principles to ensure quality products and services and eliminate unsatisfactory conditions between the customer and the supplier: 1 .Both customers and the suppliers are fully responsible for the control of quality. 2. Both the customer and supplier should b e independent of each other and respect each other's independence. 3. The customer is responsible for providing the supplier with clear sufficient requirements so that supplier can know precisely what to produce. 4. Both the customer and the supplier should enter into a non adversarial contract with respect to quality, quantity, price, delivery method, and terms payments. 5.The supplier is responsible for providing the quality that will satisfy the customer and submitting necessary data upon customer's request. 6. Both the customer and the supplier should decide the method to evaluate the quality of the product or service to the satisfaction of both parties. 7. Both the customer and the supplier should establish in the contract the method by which they can reach an amicable settlement of any disputes that may arise. 8. Both the customer and the applier should continually exchange information, sometimes using multifunctional teams, in order to improve the product or service quality. . Both the customer and the supplier should perform business activities such as procurement, production, and inventory planning, clerical work, and systems so that an amicable and satisfactory relationship is maintained. 10. When dealing with business the end user in mind. Although most of the principles are common sense, a close scrutiny shows that a true partnering relationship exists with long-term relationship, where each party preserves their identity and independence. Supplier Relationship Management Many customer-supplier relationships were weakened or damaged during the economic downturn. To rescue them, both sides need to acknowledge past mistakes, identify the causes of those problems, take corrective action, and monitor the results. As of this writing, all signs are pointing toward recovery, and economic indicators (take your pick) are suggesting a better ending to 2010 than we experienced in 2009. Optimistic whispers in the first few months of this year became clearly audible announcements when Quarter 1 earnings were released.Demand is on the rise, lashed capacity is beginning to fill up, and at many companies, earnings will exceed expectations. Despite the fact that business is improving in most industries, companies will continue to struggle for some time to overcome the effects of the recession on their supply chains. This is especially true for those that made drastic decisions and acted in ways that altered their supply chain capacity and supplier services. Customer-s upplier relationships have been caught up in this turmoil and have often suffered as a result.The economic upheaval of the past 18 months has left many relationships weakened, damaged, or even severed. With demand increasing, now is the time for buyers and suppliers to assess the current state of their relationships and then address or resolve any concerns. This can be accomplished through a four-step process that includes acknowledging what has happened, identifying the causes of any problems, agreeing on and implementing corrective actions, and following up and maintaining the improved relationship. These steps should be carried out within your company's supplier relationship management (SRAM) program.SRAM is a formalized process through which companies build strong, collaborative relationships with their vital suppliers to make improvements and achieve their mutual supply chain goals. If you do not already have a formal SRAM program, then following these steps can serve as the fo undation for this type of initiative. Customers and suppliers that adopt this process and commit to continuing it in the future will not only reaffirm and strengthen their partnerships but will also ensure that they create an effective, flexible supply chain.Step 1: Acknowledge past mistakes Start out by evaluating your current relationship with your most critical suppliers. This assumes that you have already segmented your supply base and identified your most important suppliers. You can follow this process for all suppliers, of course, but to maximize the value of your efforts, it's a good idea to address the most essential suppliers first. Once the top suppliers have been singled out, you can assess the current state of your relationship with each of them individually.The most important part of this first step is to identify and acknowledge the mistakes that were made on both sides. Ask the following questions and examine your answers carefully: Is this relationship in turmoil? I f so, what were the actions that created this tension, and position are you or your suppliers in now as a result? How does the supplier feel toward you, and how do you feel toward the supplier? Do you deem the relationship to be weakened, damaged, or severed? Is the relationship meaningful for your company, and will improving that relationship bring value to both parties?By answering these questions, you will define the roadman toward reconciliation and improved effectiveness?or to accepting a separation, if that proves necessary. Once you have determined that the relationship is worth repairing or saving, it is time to pursue open and honest communication with that supplier. Integrity and trust are he basis for any relationship, and addressing difficult topics in a frank and objective manner will be appreciated by everyone involved. Coming to the table in an open manner is Just the beginning, however.The magnitude of the strife in the relationship will dictate the level of effort r equired to address it. Weakened relationships, while still requiring direct and concerted effort, can be more easily repaired than those with damaged elements or those that have been severed. A special note on severed relationships: If you are not sincere about reconciliation, then do not waste your time or your supplier's time. The amount of time and audience required to rebuild a previously severed relationship can be substantial, and if either party lacks commitment, true reconciliation becomes doubtful.Step 2: Find the real source of the problem The most delicate part of this process involves identifying the root cause of the problems. Bringing in a neutral third party to help both sides review the current relationship and past experiences is one way to maintain objectivity during these discussions. In this type of conversation, emotions and personal involvement tend to rise to the surface, and the â€Å"effect† part of â€Å"cause and effect† often becomes the foc al mint. This is a situation you should strive to avoid.If participants fail to consider the root of a problem, only the symptom will be treated, and another one that may be even more harmful to the relationship will inevitably appear. In reviewing the events of the last 18 months, many customers and suppliers may point to the economy and decreased demand as the cause of relationship strife and discontent. There's no denying that the economy was an underlying factor. As orders plummeted, original equipment manufacturers (Moms) reduced capacities to attempt to match output and expenses to very weak demand.Many suppliers were unaware of the dramatic steps taken by Moms and were left with buildup in their inventories of up to 50 percent? with no buyers for that stock in sight. These high inventory levels caused a variety of problems for suppliers and, in the worst cases, resulted in bankruptcy. While the economy and declining demand clearly play a role here, poor customer-supplier rela tionships and the lack of strong communication channels appear to be a major cause of the devastating inventory buildup.This might have been avoided by improving forecasting tools or enhancing operational capabilities to more quickly spend to downward shifts in demand. Both are sound actions to pursue at any time, but neither will resolve the lack of customer- supplier communication that will continue to cause problems in the future. An important question to ask here is: â€Å"Were there warning signs before the problem occurred? † As both customer and supplier consider this question, they should reflect upon quantitative (on-time measurements that may have signaled trouble ahead.Discussing these measurements or signals as well as the customer's and supplier's responses to those developments will help to establish where specific problems originated. Step 3: Identify and implement corrective actions Now that the root causes of relationship strife and their leading indicators h ave been identified, the next step is to define and implement corrective actions. These actions can include procedural changes, changes in safety stocks, increased communication requirements, or even changes in personnel.Observe the impact of these corrective actions on the original symptoms (the â€Å"effect†) and ensure that the resulting improvements can be objectively measured and quantified. For example, a procedural change could reduce the amount of time required to process a orientation, therefore the number of transactions per hour will increase. Moreover, increasing safety stock and boosting communication requirements (such as sending status updates more frequently) may yield higher service levels, which can also be measured.It's wise to avoid subjective measurements, which may invite interpretations that lead to more disagreements and conflicts. Be sure to incorporate these measurements into an existing customer-supplier scorecard process, or if none exists, take th e opportunity to create one that can be reviewed periodically. The solutions you develop can and should vary based on the type of relationship you eave with your supplier: A strictly transaction-based relationship that focuses on only one or two activities is likely to be rekindled by focusing attention solely on improving those specific activities. ?Tactical relationships may benefit from solutions that span both upstream and downstream from the basic operational transactions. These relationships may have multiple touch points, and resolving each relationship conflict at each touch point may be an extensive, time-consuming process. Strategic partnerships call for the most complex activities and coordination to revive a distressed relationship. Moreover, strategic partnerships frequently span multiple organizations at all levels. So, although most efforts may start at the top of the organizational chart, it is important to address all levels when rebuilding trust and good will.Carry ing out the solutions you agree on most likely will involve increased sharing of operational and business information, such as supply inventory levels, point-of-sales data, and market trends that are beneficial for both customer and supplier. Frequently, an investment in information technology software can facilitate and enhance this kind of extensive data sharing. Step 4: Monitor and maintain the allegations After implementing corrective actions, you'll need to conduct management reviews in which progress is discussed, milestones are recognized, and changes to planned milestones are decided upon when necessary.It almost goes without saying that these reviews should be carried out in a timely fashion. The definition of â€Å"timeliness,† however, depends upon what activities are being measured and on their inherent cycle times. The review should occur within a time frame that allows sufficient data points identifying change to be generated. A premature review will show lack o f progress and can lower confidence levels. At the same time, a late review or prolonged periods between reviews can Jeopardize momentum or even introduce been introduced since the previous review.Matching management reviews to meaningful data generation will help avoid these pitfalls and keep the momentum toward positive relationship change. The successful repair of a customer-supplier relationship will heavily depend on the involvement of the leadership teams and the commitment of both sides to the process. If continuing the relationship will bring value to both parties, then their commitment to achieving success (and to maintaining the relationship) should be explicit.In other words, leadership's involvement in supplier relationship management demonstrates the importance of this activity to the organization. Nevertheless, sustaining the relationship can be difficult even when there is great support from the leadership of both customer and supplier. It makes sense, therefore, to c onsider turning the relationship management activities that have been developed to address specific problems into a formalized program supporting continued improvement. Leverage the scheduled reviews, progress metrics, and milestones to shape the content of a formal customer- supplier management process.Expand team and individual involvement to other levels of the organization as appropriate. Remember that a customer-supplier relationship is a two-way street? throughout the â€Å"monitor and maintain† phase, both sides should be openhanded and go out of their way to learn from each other. For example, the customer can teach the supplier that it needs to provide more than Just the right product at the right price, and the supplier can teach the customer that it requires more information than a basic forecast if it is to support the customer's supply chain success.Relationships: The foundation of success Now is the time to assess your customer-supplier relationships, as your co mpany recovers from the Great Recession and prepares for an upturn in business. If those relationships are weakened, damaged, or severed, consider taking the following steps: Objectively acknowledge the past and open a clear communication channel with the sincere intent of building a mutually beneficial relationship. Discuss and discover the sources (the â€Å"cause†) of the problems and develop corrective actions.Be careful not to fall into the trap of addressing symptoms (the â€Å"effects†). Follow through tit corrective actions and continue to monitor and maintain the relationship. To improve the likelihood of success, ensure that there is leadership support from both customer and supplier. Remember, solid, healthy customer-supplier relationships form the foundation of an enterprise's success. Companies that continue to suffer because of weakened, damaged, or severed relationships will surely lose to their competition. Justine Brown is principal at the consulting f irm Tompkins Associates.An organization spends substantial portion of every dollar on the purchase of raw materials, components, and services. In fact, 60% of cost goods sold are consisted of purchased goods. Therefore, supplier quality can substantially affect the overall cost of a product or service. One of the keys to obtaining high-quality products and services is for the customer to work with suppliers in a partnering atmosphere to achieve the same quality level as attained within the organization. Customers and suppliers have the same goal?to satisfy end user.The better the supplier quality, the better the supplier's long-term position, because the customer will have better work together as partners to maximize their return on investment. There have been number of forces that have changed supplier relations. Prior to the sass, procurement decisions were typically based on price, thereby awarding contracts to lowest bidder. As a result, quality and timely delivery were sacrific ed. One force, Deeming fourth point, addressed this problem. He stated that customers must stop awarding business based on the low bidder because price has no basis without quality.In addition, he advocated single suppliers for each items to help develop a long-term relationship of loyalty and trust. These actions will lead to improved products and services. Another force changing supplier relations was the introduction of the Just-in-time TIT) concept. It calls for raw materials and components to reach the production operations in small quantities when they are needed and not before. The benefits of SIT is that inventory-related costs are kept to minimum. Procurement lots are small and delivery is frequent.As a result, the supplier have many more process setups, thus becoming a SIT organization itself. The supplier must drastically reduce setup time or its cost will increase. Before there is little or no inventory, the quality incoming material must be very good or the reduction li ne will be shut down. To be successful, SIT requires exceptional quality and reduced setup time. The practice of continuous process improvement has also caused many suppliers develop partnership with their customers. A final force is ISO 9000, which is mandated by the major automotive assembly firms.Specifically, first tier and tiers subsequent to the Moms must maintain supply chain development through three key factors: zero defects, 100% on-time delivery, and a process for continuous improvement. These forces have changed adversarial customer-supplier relationship into mutually beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market share for both parties. Dry. Koru Chickasaws has suggested 10 principles to ensure quality products and services and eliminate unsatisfactory conditions between the customer and the supplier: 1 .Both customers and the suppliers are fully responsible for the control of quality. 2. Both the customer and supplier should b e independent of each other and respect each other's independence. 3. The customer is responsible for providing the supplier with clear sufficient requirements so that supplier can know precisely what to produce. 4. Both the customer and the supplier should enter into a non adversarial contract with respect to quality, quantity, price, delivery method, and terms payments. 5.The supplier is responsible for providing the quality that will satisfy the customer and submitting necessary data upon customer's request. 6. Both the customer and the supplier should decide the method to evaluate the quality of the product or service to the satisfaction of both parties. 7. Both the customer and the supplier should establish in the contract the method by which they can reach an amicable settlement of any disputes that may arise. 8. Both the customer and the applier should continually exchange information, sometimes using multifunctional teams, in order to improve the product or service quality. . Both the customer and the supplier should perform business activities such as procurement, production, and inventory planning, clerical work, and systems so that an amicable and satisfactory relationship is maintained. 10. When dealing with business the end user in mind. Although most of the principles are common sense, a close scrutiny shows that a true partnering relationship exists with long-term relationship, where each party preserves their identity and independence.

Lehrack, Otto. First Battle Operation Starlite and the Beginning of the Blood Debt in Vietnam Havertown, PA Casemate, 2004

Lehrack, Otto. First Battle Operation Starlite and the Beginning of the Blood Debt in Vietnam Havertown, PA Casemate, 2004 The topic of this book was the very first battle in the Viet Nam conflict, as fought by the American marines against the North Vietnamese. The actual thesis was that the Viet Congs underestimation of the United States military forces ability to rapidly and effectively deploy and fight, pretty much lost the North Vietnamese the battle, despite the fact that their intelligence was detailed and available early. The evidence that supported the books thesis was borne out by many eye-witness accounts, on both sides of the conflict.Advertising We will write a custom report sample on Lehrack, Otto. First Battle: Operation Starlite and the Beginning of the Blood Debt in Vietnam Havertown, PA: Casemate, 2004 specifically for you for only $16.05 $11/page Learn More The overall quality of this work was superior as it appeared very thorough and well-researched. It also was an interesting read. The value of this work could be considered to be of both historical and milita ry benefit, in terms of actual recorded events and military tactics and strategy. Battle planners and historians may also enjoy and benefit from reading this book. Even, for those who lost family members in this battle, it could prove to be a worthwhile read. Further, most exemplary was the authors research, including evaluation and review of command logs, along with perusal and analysis of the various interrogation and after-action reports. Then, too, the author spent much time on the actual battlefield, and also conducted interviews with various families and combatants on either side, from members of the Marine unit to the VC 1st Regiment. Lastly, his personal conversations with the participants at all levels, on both sides. Finally, his own Marine combat experience as an infantry company commander at that time speaks for itself. The quality of these sources were adequate and in some cases, superior. Everything appeared to corroborate the authors writing. This account is based upo n actual primary and some secondary research but also personal experience, of course, as mentioned earlier. Thus, the authors argument that the Viet Congs previous intelligence did not account for the rapid capability for the US marines to spearhead a most devastating and useful attack against them was quite creditable. Lehracks writing style and ability was such that the book was written clearly, and easy to read and follow, with plenty of action included, and sufficient background knowledge as gleaned from himself and his sources. As compared to our class activities, this student has observed that this reading was easier to get through than some others, and appeared to have adequate primary sources, as well as being sufficiently documented. A significant part of the appeal of this noteworthy book is due in part to its methodical you are there focus. The author places his audience right there in the geographical locale, at the particular time period, within the first two chapters. He therefore makes his point that the US slid right into this war, in increments, without much forethought, perhaps basing much action on current Cold War fears.Advertising Looking for report on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More The highlights in the books account consist of the following events. A teen age North Vietnamese deserter informed the United States Marine commander that right near the village of Van Tuong, also located near another new US base, was in danger. For, encamped nearby was the 1st Viet Cong Regiment. Soon, intercepted radio chatter confirmed this fact. Since this situation was a direct threat to the base and, also presented the chance to decimate this slippery VC organization. So Lt Gen Walt determined to take the battle right to the enemy. His subordinate leader was named and it was the notable Colonel Oscar F. Peatross. The battalions to be employed were those at Chu Lai, the 3d Bn, Thi rd Marine Regiment, and the 2d Bn, 4th Marines. For reinforcements, Walt also requisitioned the amphibious 3d Bn, 7th Marines to join them, from the Philippines. A combined helicopter and amphibious assault was then employed. Secrecy and speed were and proved vital for success. So, in just three days, Starlite commenced. The Viet Cong then hurried to catch up and deployed anti-personnel mines, but these had no measurable effect. The battalions were able to land, leaving one unit in reserve. Tanks and UH-1 Huey gunships assisted in securing the hill off the beach, the first objective. Then, an enemy battalion had to be quickly routed, and additional assaults were launched. Corporal Robert OMalley, one of the primary heroes in the conflict, led his squad across a crucial trench and secured it, while fighting against scores of enemy. Although OMalley suffered numerous wounds, refused to stop and leave the battle. He managed to retrieve a number of his wounded troops. Then, the remainde r of India Company secured the village of An Cuong 2, which had been aiding and abetting the enemy. At about the same time, in the Hotel, 2/4, 1stLt Jenkins Marines managed to overcome an attack coming from the village of Nam Yen 3. LCpl Ernie Wallace cleverly and bravely discriminated the camouflaged enemy out from the local terrain, and dispatched at least 25 of them with his M60.Advertising We will write a custom report sample on Lehrack, Otto. First Battle: Operation Starlite and the Beginning of the Blood Debt in Vietnam Havertown, PA: Casemate, 2004 specifically for you for only $16.05 $11/page Learn More Another menacing machine gun nest was taken out by Cpl Dick Tonucci and one of his riflemen, PFC Ron Centers. They then proceeded to take out a second one, and also an enemy bunker. Then, a rifleman, LCpl J. C. Paul, provided covering fire for the wounded out in the open. He himself had been shot but had refused the medevac chopper. Unfortunately, he was hit with mortar rounds and small-arms fire, and eventually passed away, defending his men. There was significant collateral damage on another assault on Nam Yen 3, although the enemy themselves suffered significant casualties. Further Marine casualties took place as a supply convoy was ambushed. This happened again with yet another convoy. Choppers came to the rescue, but also came under heavy fire. Some friendly air fire support proved to provide some valuable support. With 200 or so wounded, the Marines suffered 54 mortal casualties. Nevertheless, all their forces- ground, air, ship, and artillery- managed to cause almost 700 dead Vietcong, the better part of several battalions. Both aviation and ground personnel had managed to dig in adequately, although much damage was suffered. Certainly, there were many heroes and military honors that day, for this first momentous battle. Thus, these Marines ended the Starlite Operation successfully and proved that they could fight guerri lla style, on yet another type of terrain, that of the jungle-heavy and swamp-laden vista of Viet Nam. And so began that lengthy and controversial conflict. Bibliography Lehrack, Otto. First Battle: Operation Starlite and the Beginning of the Blood Debt in Vietnam Havertown, PA: Casemate, 2004.

The History of the Phrase Double Coincidence of Wants

The History of the Phrase Double Coincidence of Wants Barter economies rely  on trading partners with mutually beneficial needs to agree to deals. For example, Farmer A might have a productive henhouse but no dairy cow while Farmer B has several dairy cows but no henhouse. The two farmers might agree to a regular swap of so many eggs for so much milk. Economists refer to this as a double coincidence of wants- double because there are two parties and a coincidence of wants because the two parties have mutually beneficial wants that match up perfectly. W.S. Jevons, a 19th-century English economist, coined the term and explained that it is an inherent flaw in bartering:  The first difficulty in barter is to find two persons whose disposable possessions mutually suit each others wants. There may be many people wanting, and many possessing those things wanted; but to allow  of  an act of barter there must be a double coincidence, which will rarely happen. The double coincidence of wants is also sometimes referred to as the dual coincidence of wants. Niche Markets Complicate Trades While it might be relatively easy to find trade partners for staples like milk and eggs, large and complex economies are full of niche products. AmosWEB offers the example of someone who produces artistically designed umbrella stands. The market for such umbrella stands likely is limited, and in order to barter with one of those stands, the artist first needs to find someone who wants one and then hope that the person has something of equal value the artist would be willing to accept in return. Money As a Solution Jevons point is relevant in economics because the institution of fiat money provides a more flexible approach to trade than barter. Fiat money is paper currency assigned value by a government. The United States, for example, recognizes the U.S. dollar as its form of currency, and it is accepted as legal tender throughout the country and even throughout the world. By using money, the need for a double coincidence is eliminated. Sellers need only find someone willing to buy their product, and there no longer is a need for the buyer to be selling precisely what the original seller wants. For example, the artist selling umbrella stands in AmosWEBs example might really need a new set of paintbrushes. By accepting money she no longer is limited to trading her umbrella  stands only to those offering paintbrushes in return. She can use the money she receives from selling an umbrella stand to buy the paintbrushes she needs. Saving Time One of the most significant benefits to using money is that it saves time. Again using the umbrella stand artist as an example, she no longer needs to use her time to find such precisely matched trading partners. She instead can use that time to produce more umbrella stands or other products featuring her designs, thus making her more productive. Time also plays an important role in the value of money, according to economist Arnold Kling. Part of what gives money its value is that its value holds up over time. The umbrella artist, for example, does not immediately need to use the money she earns in order to buy paintbrushes or whatever else it is she may need or want. She can hold onto that money until she needs or wants to spend it, and its value should be substantially the same. Bibliography Jevons, W.S. Money and the Mechanism of Exchange. London: Macmillan, 1875.

Critique qualitative Essay Example | Topics and Well Written Essays - 1000 words - 1

Critique qualitative - Essay Example Unhealthy diets are the consumption of foods containing low levels of nutrients. In the article, the researchers conducted a qualitative study. In the study, they used interviews, which is one of the methods of data collection in a qualitative study. The data was recorded in form of audios. The research demanded induction form of analyzing the data because the research was supposed to give the exact situations as they were. Therefore, the researchers decided to use a critical incident technique as a method of doing data analysis. However, the researchers failed because they did not use the observation methods of data collection. The research was supposed to get exact data from the participants and not conclude I from another perspective or generalization of the data collected. Before conducting the research, the researchers seek consent from their institution. However, the research does not fully indicate on the procedures followed during the study. They did not indicate how they seek consent to conduct the study from the participants. There must have been ethical issues apart from the schedule of data collection. Using the CIT method, the situations mentioned by the participants made up the results. Therefore, there was very little to be analyzed because the analysis was not complex. In fact, the researchers used all the data collected and came up with the final analysis. Therefore, the researchers came up with categorization technique to analyze the data. That was the most important subjectivity of the research done. Research question for the study was how night shift working amongst community nurses influenced their eating and exercising habits both positively and negatively. In addition, the question addressed all the situations that affected and influenced healthy diet and exercising habits of the nurses in question. The question aimed at finding out how the nurses’ lifestyle influences their