The Common Cold :: essays research papers

The common cold has been plaguing humankind since the beginning of human existence. Even in these advanced times, there is no vaccine or cure. There are many symptoms that accompany the common cold. Some of these infamous symptoms are a runny nose, caused by inflammation of the nasal tissues, resulting in over production of mucus to trap the virus, and coughing. there are two different kinds or types of coughs that are common with colds. The first, is the less common dry hacking cough, these kinds are more likely to keep you up at night and just plainly annoy you than do any thing else. The other more common type of cough is the kind whose purpose is to expel mucus and or phlegm. These help to combat the cold by helping to expel the mucus that has the virus trapped in it. Other symptoms include a slight tingle or tickle in the back of the throat that usually turns into a sore throat and sneezing. Both of these symptoms are was for your body to help expel phlegm or mucus from the body. Another symptom is swelling of the face and or neck usually accompanied by pain around the eyes, nose, and forehead. This pain and swelling is caused by the introduction of the virus into your upper respiratory tract, therefore causing mucus building up in your nasal passages and then in your sinuses causing them both to become impacted. Many people complain of hoarseness, aches and pains in their joints, fever of about 101 degrees, and general aches and pains all over their bodies (Anthanasoid). There are at least two hundred different kinds of viruses that are known to cause what is known as the common cold, and an unknown number of undiscovered causes (Nourse 56). The virus who is usually responsible for a cold is called a rhinovirus, and it accounts for around thirty to fifty percent of all colds that afflict the adult part of the human population. The virus that is secondly responsible for most common colds, is called a coronavirus, and it is only different form a rhinovirus by a margin of few select proteins in it's molecular structure. The rhinovirus is so small that it can only be measured in milimicrons, one milimicron is about 1/25,000,000 of an inch, that means that about five hundred rhioviruses can fit on the point of a pin. That fact makes the rhinovirus and the coronavirus categorized in the medium territory. The virus cannot reproduce by itself. In fact scientists cannot even decide whether to classify it as an animal or a plant, because it is so primitive. To reproduce, the virus must first latch onto a nearby cell and inject it's genetic makeup into the

Angels Demons Chapter 74-79

74 Langdon saw what he was looking for a good ten yards before they reached it. Through the scattered tourists, the white marble ellipse of Bernini's West Ponente stood out against the gray granite cubes that made up the rest of the piazza. Vittoria apparently saw it too. Her hand tensed. â€Å"Relax,† Langdon whispered. â€Å"Do your piranha thing.† Vittoria loosened her grip. As they drew nearer, everything seemed forbiddingly normal. Tourists wandered, nuns chatted along the perimeter of the piazza, a girl fed pigeons at the base of the obelisk. Langdon refrained from checking his watch. He knew it was almost time. The elliptical stone arrived beneath their feet, and Langdon and Vittoria slowed to a stop – not overeagerly – just two tourists pausing dutifully at a point of mild interest. â€Å"West Ponente,† Vittoria said, reading the inscription on the stone. Langdon gazed down at the marble relief and felt suddenly naive. Not in his art books, not in his numerous trips to Rome, not ever had West Ponente's significance jumped out at him. Not until now. The relief was elliptical, about three feet long, and carved with a rudimentary face – a depiction of the West Wind as an angel-like countenance. Gusting from the angel's mouth, Bernini had drawn a powerful breath of air blowing outward away from the Vatican†¦ the breath of God. This was Bernini's tribute to the second element†¦ Air†¦ an ethereal zephyr blown from angel's lips. As Langdon stared, he realized the significance of the relief went deeper still. Bernini had carved the air in five distinct gusts†¦ five! What was more, flanking the medallion were two shining stars. Langdon thought of Galileo. Two stars, five gusts, ellipses, symmetry†¦ He felt hollow. His head hurt. Vittoria began walking again almost immediately, leading Langdon away from the relief. â€Å"I think someone's following us,† she said. Langdon looked up. â€Å"Where?† Vittoria moved a good thirty yards before speaking. She pointed up at the Vatican as if showing Langdon something on the dome. â€Å"The same person has been behind us all the way across the square.† Casually, Vittoria glanced over her shoulder. â€Å"Still on us. Keep moving.† â€Å"You think it's the Hassassin?† Vittoria shook her head. â€Å"Not unless the Illuminati hires women with BBC cameras.† When the bells of St. Peter's began their deafening clamor, both Langdon and Vittoria jumped. It was time. They had circled away from West Ponente in an attempt to lose the reporter but were now moving back toward the relief. Despite the clanging bells, the area seemed perfectly calm. Tourists wandered. A homeless drunk dozed awkwardly at the base of the obelisk. A little girl fed pigeons. Langdon wondered if the reporter had scared the killer off. Doubtful, he decided, recalling the killer's promise. I will make your cardinals media luminaries. As the echo of the ninth bell faded away, a peaceful silence descended across the square. Then†¦ the little girl began to scream. 75 Langdon was the first to reach the screaming girl. The terrified youngster stood frozen, pointing at the base of the obelisk where a shabby, decrepit drunk sat slumped on the stairs. The man was a miserable sight†¦ apparently one of Rome's homeless. His gray hair hung in greasy strands in front of his face, and his entire body was wrapped in some sort of dirty cloth. The girl kept screaming as she scampered off into the crowd. Langdon felt an upsurge of dread as he dashed toward the invalid. There was a dark, widening stain spreading across the man's rags. Fresh, flowing blood. Then, it was as if everything happened at once. The old man seemed to crumple in the middle, tottering forward. Langdon lunged, but he was too late. The man pitched forward, toppled off the stairs, and hit the pavement facedown. Motionless. Langdon dropped to his knees. Vittoria arrived beside him. A crowd was gathering. Vittoria put her fingers on the man's throat from behind. â€Å"There's a pulse,† she declared. â€Å"Roll him.† Langdon was already in motion. Grasping the man's shoulders, he rolled the body. As he did, the loose rags seemed to slough away like dead flesh. The man flopped limp onto his back. Dead center of his naked chest was a wide area of charred flesh. Vittoria gasped and pulled back. Langdon felt paralyzed, pinned somewhere between nausea and awe. The symbol had a terrifying simplicity to it. Angels & Demons â€Å"Air,† Vittoria choked. â€Å"It's†¦ him.† Swiss Guards appeared from out of nowhere, shouting orders, racing after an unseen assassin. Nearby, a tourist explained that only minutes ago, a dark-skinned man had been kind enough to help this poor, wheezing, homeless man across the square†¦ even sitting a moment on the stairs with the invalid before disappearing back into the crowd. Vittoria ripped the rest of the rags off the man's abdomen. He had two deep puncture wounds, one on either side of the brand, just below his rib cage. She cocked the man's head back and began to administer mouth to mouth. Langdon was not prepared for what happened next. As Vittoria blew, the wounds on either side of the man's midsection hissed and sprayed blood into the air like blowholes on a whale. The salty liquid hit Langdon in the face. Vittoria stopped short, looking horrified. â€Å"His lungs†¦Ã¢â‚¬  she stammered. â€Å"They're†¦ punctured.† Langdon wiped his eyes as he looked down at the two perforations. The holes gurgled. The cardinal's lungs were destroyed. He was gone. Vittoria covered the body as the Swiss Guards moved in. Langdon stood, disoriented. As he did, he saw her. The woman who had been following them earlier was crouched nearby. Her BBC video camera was shouldered, aimed, and running. She and Langdon locked eyes, and he knew she'd gotten it all. Then, like a cat, she bolted. 76 Chinita Macri was on the run. She had the story of her life. Her video camera felt like an anchor as she lumbered across St. Peter's Square, pushing through the gathering crowd. Everyone seemed to be moving in the opposite direction than her†¦ toward the commotion. Macri was trying to get as far away as possible. The man in the tweed jacket had seen her, and now she sensed others were after her, men she could not see, closing in from all sides. Macri was still aghast from the images she had just recorded. She wondered if the dead man was really who she feared he was. Glick's mysterious phone contact suddenly seemed a little less crazy. As she hurried in the direction of the BBC van, a young man with a decidedly militaristic air emerged from the crowd before her. Their eyes met, and they both stopped. Like lightning, he raised a walkie-talkie and spoke into it. Then he moved toward her. Macri wheeled and doubled back into the crowd, her heart pounding. As she stumbled through the mass of arms and legs, she removed the spent video cassette from her camera. Cellulose gold, she thought, tucking the tape under her belt flush to her backside and letting her coat tails cover it. For once she was glad she carried some extra weight. Glick, where the hell are you! Another soldier appeared to her left, closing in. Macri knew she had little time. She banked into the crowd again. Yanking a blank cartridge from her case, she slapped it into the camera. Then she prayed. She was thirty yards from the BBC van when the two men materialized directly in front of her, arms folded. She was going nowhere. â€Å"Film,† one snapped. â€Å"Now.† Macri recoiled, wrapping her arms protectively around her camera. â€Å"No chance.† One of the men pulled aside his jacket, revealing a sidearm. â€Å"So shoot me,† Macri said, amazed by the boldness of her voice. â€Å"Film,† the first one repeated. Where the devil is Glick? Macri stamped her foot and yelled as loudly as possible, â€Å"I am a professional videographer with the BBC! By Article 12 of the Free Press Act, this film is property of the British Broadcast Corporation!† The men did not flinch. The one with the gun took a step toward her. â€Å"I am a lieutenant with the Swiss Guard, and by the Holy Doctrine governing the property on which you are now standing, you are subject to search and seizure.† A crowd had started to gather now around them. Macri yelled, â€Å"I will not under any circumstances give you the film in this camera without speaking to my editor in London. I suggest you – â€Å" The guards ended it. One yanked the camera out of her hands. The other forcibly grabbed her by the arm and twisted her in the direction of the Vatican. â€Å"Grazie,† he said, leading her through a jostling crowd. Macri prayed they would not search her and find the tape. If she could somehow protect the film long enough to – Suddenly, the unthinkable happened. Someone in the crowd was groping under her coat. Macri felt the video yanked away from her. She wheeled, but swallowed her words. Behind her, a breathless Gunther Glick gave her a wink and dissolved back into the crowd. 77 Robert Langdon staggered into the private bathroom adjoining the Office of the Pope. He dabbed the blood from his face and lips. The blood was not his own. It was that of Cardinal Lamasse, who had just died horribly in the crowded square outside the Vatican. Virgin sacrifices on the altars of science. So far, the Hassassin had made good on his threat. Langdon felt powerless as he gazed into the mirror. His eyes were drawn, and stubble had begun to darken his cheeks. The room around him was immaculate and lavish – black marble with gold fixtures, cotton towels, and scented hand soaps. Langdon tried to rid his mind of the bloody brand he had just seen. Air. The image stuck. He had witnessed three ambigrams since waking up this morning†¦ and he knew there were two more coming. Outside the door, it sounded as if Olivetti, the camerlegno, and Captain Rocher were debating what to do next. Apparently, the antimatter search had turned up nothing so far. Either the guards had missed the canister, or the intruder had gotten deeper inside the Vatican than Commander Olivetti had been willing to entertain. Langdon dried his hands and face. Then he turned and looked for a urinal. No urinal. Just a bowl. He lifted the lid. As he stood there, tension ebbing from his body, a giddy wave of exhaustion shuddered through his core. The emotions knotting his chest were so many, so incongruous. He was fatigued, running on no food or sleep, walking the Path of Illumination, traumatized by two brutal murders. Langdon felt a deepening horror over the possible outcome of this drama. Think, he told himself. His mind was blank. As he flushed, an unexpected realization hit him. This is the Pope's toilet, he thought. I just took a leak in the Pope's toilet. He had to chuckle. The Holy Throne. 78 In London, a BBC technician ejected a video cassette from a satellite receiver unit and dashed across the control room floor. She burst into the office of the editor-in-chief, slammed the video into his VCR, and pressed play. As the tape rolled, she told him about the conversation she had just had with Gunther Glick in Vatican City. In addition, BBC photo archives had just given her a positive ID on the victim in St. Peter's Square. When the editor-in-chief emerged from his office, he was ringing a cowbell. Everything in editorial stopped. â€Å"Live in five!† the man boomed. â€Å"On-air talent to prep! Media coordinators, I want your contacts on line! We've got a story we're selling! And we've got film!† The market coordinators grabbed their Rolodexes. â€Å"Film specs!† one of them yelled. â€Å"Thirty-second trim,† the chief replied. â€Å"Content?† â€Å"Live homicide.† The coordinators looked encouraged. â€Å"Usage and licensing price?† â€Å"A million U.S. per.† Heads shot up. â€Å"What!† â€Å"You heard me! I want top of the food chain. CNN, MSNBC, then the big three! Offer a dial-in preview. Give them five minutes to piggyback before BBC runs it.† â€Å"What the hell happened?† someone demanded. â€Å"The prime minister get skinned alive?† The chief shook his head. â€Å"Better.† At that exact instant, somewhere in Rome, the Hassassin enjoyed a fleeting moment of repose in a comfortable chair. He admired the legendary chamber around him. I am sitting in the Church of Illumination, he thought. The Illuminati lair. He could not believe it was still here after all of these centuries. Dutifully, he dialed the BBC reporter to whom he had spoken earlier. It was time. The world had yet to hear the most shocking news of all. 79 Vittoria Vetra sipped a glass of water and nibbled absently at some tea scones just set out by one of the Swiss Guards. She knew she should eat, but she had no appetite. The Office of the Pope was bustling now, echoing with tense conversations. Captain Rocher, Commander Olivetti, and half a dozen guards assessed the damage and debated the next move. Robert Langdon stood nearby staring out at St. Peter's Square. He looked dejected. Vittoria walked over. â€Å"Ideas?† He shook his head. â€Å"Scone?† His mood seemed to brighten at the sight of food. â€Å"Hell yes. Thanks.† He ate voraciously. The conversation behind them went quiet suddenly when two Swiss Guards escorted Camerlegno Ventresca through the door. If the chamberlain had looked drained before, Vittoria thought, now he looked empty. â€Å"What happened?† the camerlegno said to Olivetti. From the look on the camerlegno's face, he appeared to have already been told the worst of it. Olivetti's official update sounded like a battlefield casualty report. He gave the facts with flat efficacy. â€Å"Cardinal Ebner was found dead in the church of Santa Maria del Popolo just after eight o'clock. He had been suffocated and branded with the ambigrammatic word ‘Earth.' Cardinal Lamasse was murdered in St. Peter's Square ten minutes ago. He died of perforations to the chest. He was branded with the word ‘Air,' also ambigrammatic. The killer escaped in both instances.† The camerlegno crossed the room and sat heavily behind the Pope's desk. He bowed his head. â€Å"Cardinals Guidera and Baggia, however, are still alive.† The camerlegno's head shot up, his expression pained. â€Å"This is our consolation? Two cardinals have been murdered, commander. And the other two will obviously not be alive much longer unless you find them.† â€Å"We will find them,† Olivetti assured. â€Å"I am encouraged.† â€Å"Encouraged? We've had nothing but failure.† â€Å"Untrue. We've lost two battles, signore, but we're winning the war. The Illuminati had intended to turn this evening into a media circus. So far we have thwarted their plan. Both cardinals' bodies have been recovered without incident. In addition,† Olivetti continued, â€Å"Captain Rocher tells me he is making excellent headway on the antimatter search.† Captain Rocher stepped forward in his red beret. Vittoria thought he looked more human somehow than the other guards – stern but not so rigid. Rocher's voice was emotional and crystalline, like a violin. â€Å"I am hopeful we will have the canister for you within an hour, signore.† â€Å"Captain,† the camerlegno said, â€Å"excuse me if I seem less than hopeful, but I was under the impression that a search of Vatican City would take far more time than we have.† â€Å"A full search, yes. However, after assessing the situation, I am confident the antimatter canister is located in one of our white zones – those Vatican sectors accessible to public tours – the museums and St. Peter's Basilica, for example. We have already killed power in those zones and are conducting our scan.† â€Å"You intend to search only a small percentage of Vatican City?† â€Å"Yes, signore. It is highly unlikely that an intruder gained access to the inner zones of Vatican City. The fact that the missing security camera was stolen from a public access area – a stairwell in one of the museums – clearly implies that the intruder had limited access. Therefore he would only have been able to relocate the camera and antimatter in another public access area. It is these areas on which we are focusing our search.† â€Å"But the intruder kidnapped four cardinals. That certainly implies deeper infiltration than we thought.† â€Å"Not necessarily. We must remember that the cardinals spent much of today in the Vatican museums and St. Peter's Basilica, enjoying those areas without the crowds. It is probable that the missing cardinals were taken in one of these areas.† â€Å"But how were they removed from our walls?† â€Å"We are still assessing that.† â€Å"I see.† The camerlegno exhaled and stood up. He walked over to Olivetti. â€Å"Commander, I would like to hear your contingency plan for evacuation.† â€Å"We are still formalizing that, signore. In the meantime, I am faithful Captain Rocher will find the canister.† Rocher clicked his boots as if in appreciation of the vote of confidence. â€Å"My men have already scanned two-thirds of the white zones. Confidence is high.† The camerlegno did not appear to share that confidence. At that moment the guard with a scar beneath one eye came through the door carrying a clipboard and a map. He strode toward Langdon. â€Å"Mr. Langdon? I have the information you requested on the West Ponente.† Langdon swallowed his scone. â€Å"Good. Let's have a look.† The others kept talking while Vittoria joined Robert and the guard as they spread out the map on the Pope's desk. The soldier pointed to St. Peter's Square. â€Å"This is where we are. The central line of West Ponente's breath points due east, directly away from Vatican City.† The guard traced a line with his finger from St. Peter's Square across the Tiber River and up into the heart of old Rome. â€Å"As you can see, the line passes through almost all of Rome. There are about twenty Catholic churches that fall near this line.† Langdon slumped. â€Å"Twenty?† â€Å"Maybe more.† â€Å"Do any of the churches fall directly on the line?† â€Å"Some look closer than others,† the guard said, â€Å"but translating the exact bearing of the West Ponente onto a map leaves margin for error.† Langdon looked out at St. Peter's Square a moment. Then he scowled, stroking his chin. â€Å"How about fire? Any of them have Bernini artwork that has to do with fire?† Silence. â€Å"How about obelisks?† he demanded. â€Å"Are any of the churches located near obelisks?† The guard began checking the map. Vittoria saw a glimmer of hope in Langdon's eyes and realized what he was thinking. He's right! The first two markers had been located on or near piazzas that contained obelisks! Maybe obelisks were a theme? Soaring pyramids marking the Illuminati path? The more Vittoria thought about it, the more perfect it seemed†¦ four towering beacons rising over Rome to mark the altars of science. â€Å"It's a long shot,† Langdon said, â€Å"but I know that many of Rome's obelisks were erected or moved during Bernini's reign. He was no doubt involved in their placement.† â€Å"Or,† Vittoria added, â€Å"Bernini could have placed his markers near existing obelisks.† Langdon nodded. â€Å"True.† â€Å"Bad news,† the guard said. â€Å"No obelisks on the line.† He traced his finger across the map. â€Å"None even remotely close. Nothing.† Langdon sighed. Vittoria's shoulders slumped. She'd thought it was a promising idea. Apparently, this was not going to be as easy as they'd hoped. She tried to stay positive. â€Å"Robert, think. You must know of a Bernini statue relating to fire. Anything at all.† â€Å"Believe me, I've been thinking. Bernini was incredibly prolific. Hundreds of works. I was hoping West Ponente would point to a single church. Something that would ring a bell.† â€Å"Fuco,† she pressed. â€Å"Fire. No Bernini titles jump out?† Langdon shrugged. â€Å"There's his famous sketches of Fireworks, but they're not sculpture, and they're in Leipzig, Germany.† Vittoria frowned. â€Å"And you're sure the breath is what indicates the direction?† â€Å"You saw the relief, Vittoria. The design was totally symmetrical. The only indication of bearing was the breath.† Vittoria knew he was right. â€Å"Not to mention,† he added, â€Å"because the West Ponente signifies Air, following the breath seems symbolically appropriate.† Vittoria nodded. So we follow the breath. But where? Olivetti came over. â€Å"What have you got?† â€Å"Too many churches,† the soldier said. â€Å"Two dozen or so. I suppose we could put four men on each church – â€Å" â€Å"Forget it,† Olivetti said. â€Å"We missed this guy twice when we knew exactly where he was going to be. A mass stakeout means leaving Vatican City unprotected and canceling the search.† â€Å"We need a reference book,† Vittoria said. â€Å"An index of Bernini's work. If we can scan titles, maybe something will jump out.† â€Å"I don't know,† Langdon said. â€Å"If it's a work Bernini created specifically for the Illuminati, it may be very obscure. It probably won't be listed in a book.† Vittoria refused to believe it. â€Å"The other two sculptures were fairly well-known. You'd heard of them both.† Langdon shrugged. â€Å"Yeah.† â€Å"If we scan titles for references to the word ‘fire,' maybe we'll find a statue that's listed as being in the right direction.† Langdon seemed convinced it was worth a shot. He turned to Olivetti. â€Å"I need a list of all Bernini's work. You guys probably don't have a coffee-table Bernini book around here, do you?† â€Å"Coffee-table book?† Olivetti seemed unfamiliar with the term. â€Å"Never mind. Any list. How about the Vatican Museum? They must have Bernini references.† The guard with the scar frowned. â€Å"Power in the museum is out, and the records room is enormous. Without the staff there to help – â€Å" â€Å"The Bernini work in question,† Olivetti interrupted. â€Å"Would it have been created while Bernini was employed here at the Vatican?† â€Å"Almost definitely,† Langdon said. â€Å"He was here almost his entire career. And certainly during the time period of the Galileo conflict.† Olivetti nodded. â€Å"Then there's another reference.† Vittoria felt a flicker of optimism. â€Å"Where?† The commander did not reply. He took his guard aside and spoke in hushed tones. The guard seemed uncertain but nodded obediently. When Olivetti was finished talking, the guard turned to Langdon. â€Å"This way please, Mr. Langdon. It's nine-fifteen. We'll have to hurry.† Langdon and the guard headed for the door. Vittoria started after them. â€Å"I'll help.† Olivetti caught her by the arm. â€Å"No, Ms. Vetra. I need a word with you.† His grasp was authoritative. Langdon and the guard left. Olivetti's face was wooden as he took Vittoria aside. But whatever it was Olivetti had intended to say to her, he never got the chance. His walkie-talkie crackled loudly. â€Å"Commandante?† Everyone in the room turned. The voice on the transmitter was grim. â€Å"I think you better turn on the television.†

Operation Management Essay

1.Operation Management For the success of an organization, the management crew plays a major role. An organizational structure is based on different operational parameters and in order to perform all the operations, it is mandatory to scrutinize every major aspect related to the organizational strategy. Keeping the significance of operation management under consideration, different authors have developed different concepts and hence promulgated all of them in order to indicate all the major aspects that can define what the operation management is and how it helps an organization in achieving high level of success. This paper is basically about how proper operation management helps an organization in performing different tasks strategically. For this purpose, the analysis is done from different perspectives. The first part of the paper gives an overview of what is operation management and for this purpose; different definitions promulgated by different authors have been cited as evidence. The second part of the paper throws light upon the role of an operational manager and what strategic efforts enables him to perform his duty effectively. The third part of the paper identifies the relationship of operation management with other core functions and for this purpose, the case studies of Heathrow International Airport and Nestlà © UK Chocolate Factory have been elaborated. Hence, the entire paper indicates how effective operation management affects the progress graph of the company in one way or other. However, before elaborating how the manager performs  his job, it is mandatory to throw 1.1.Definition of operation management Operation management can be considered as one of the most significant factors responsible for any country’s economic growth. As service sector has observed mass development and changes, the very concept of operation management emerged with a focus on economic efficacy in manufacturing. The traditional concept of manufacturing was otherwise limited to concept of production management only. The manufacturing capabilities have been advanced through innovative procedures and techniques, new materials and facilities as numerous challenges and opportunities have been posed by rapid development in technology sector. It thus gave rise to development and management of a service system which could effectively resolve major challenges for global competitive environment (Heizer, Jay H. and Render, Barry, 2008). Around the world, operation management has now been considered as major business procedure for productivity and improvement. Organisations have become more vigilant in acquiring operation management procedures and techniques to achieve their objectives with minimum resources and efforts. (R. Pannerselvam, 2004) defined operation management as a system which an organisation employs within its framework to transform a wide range of inputs into the desired outputs (services) by achieving its requisite level of quality. Operation management transforms by combining several resources which are being used in organisation’s operation subsystem into value added products and services. Undoubtedly this has to be a controlled process and it should follow the policies of organisation, therefore the whole concept of operation management works as integrated and interrelated management activities. These management activities are sometimes limited to manufacturing of certain products which is called production management, but when the same idea is extended to effective service management, then resultant sum of manag ement procedures is called as operation management. Resources, transformation, systems and value addition activities are some key factors which represents a broader picture of operation management within an organisation. Resources are material, capital and human inputs to the process of production. Material resources include materials and physical facilities such as inventories, supplies and plant equipment etc. capital resources include bonds, stock and/or taxes which can  be used to regulate flow of associated resources. Human resource is sum of intellectual capabilities of managers, technical and non-technical staff and is considered as most vital asset of the organisation. Transformation is basically the process of combining resources for obtaining higher value goods and services than original inputs under controlled conditions. Systems depict an arrangement of multiple components developed to obtain require objectives of the plan. Business systems contain personal, finance, engineering and operation, functioning altogether for integrity of organisation. Value addition activities ensure to increase organisations’ productivity ratio and give more value to the products (Waters, C. D. J. (1991). After reviewing different definitions promulgated by different experts, the next part of the paper will analyze the role of an operational manager in an organization. 1.2.The role of Operation Manager Operation managers of any organisation are concerned with planning, systemizing and controlling the action which impact human behaviour with the help of models. Planning helps in establishing action plan for the organisation and provide future-decision making. It is thus duty of operation manager to define the objectives and goals for the operations and it’s subsystems of the organisation. They need to design procedures and policies in order to achieve those objectives. This stage embraces the clarification of role and focus of certain operations into organisation’s overall strategy. Product and services planning conversion process and facility designing are also included in the planning. The establishment of authority and tasks and other related activities fall under the head of organizing. The flow of information and structure of roles are being established by the operation managers within operation subsystems. It is their responsibility to determine the attributes es sential for goals achievement and they need to assign the responsibility and authority to carry them out (Joseph, G. Monks, 2004). Other prime responsibilities of operation managers include transforming inputs into the outputs. To devise an effective production plan, say, which employs capacity, knowledge of production facility and materials is prime responsibility of an operation manager. They are supposed to schedule and control the system demands in order to retain require services and/or produce desired goods. They need to  evaluate quality inventory levels, cost etc. to maintain the quality associated with goods and services. They are obliged to regulation of systems and resources within the organisation thus maintaining transformation and effective value addition activities. Operation managers are required to observe parameters which may affect the human behaviors. They need to evaluate models and frameworks of an effective operation management within an organisation (Slack et al). As operation management is primarily concerned with the accomplishment of both resource utilization and satisfactory customer services, operation managers are supposed to maximize both and maintain an overall satisfactory performance of the organisation. Sometimes there is improvement in customer satisfaction while deterioration in resource utilization. To overcome any such activity, operation managers are trained to tackle such conflicts and they need to find and implement a balance for the organisation in order to achieve its basic objectives. The principle customer service objective is strongly dependent upon services of an en enthusiastic and able operation manager (S. Anil Kumar, N. Suresh, 2008). The next part of the paper will discuss the relationship of operation management with the core functionalities of the organization. 1.3.Relationship of operation management with other core functions One of the most significant functions that operation management plays in an organisation that it defines the ways for strategic planning of an organisation. As strategic planning is concerned with organisation’s decisions and remedies for certain environmental and business conditions, operation management provides road map for strategic planning for the organisation and eases the way with help of fundamental concepts. The scope of operation management is not limited to transformation of inputs into the outputs by utilising physical resources thus achieving successful customer satisfaction along with efficiency, development and adoptability for the organisation, but it is deeply associated with other core functions of an organisation such as marketing, finance, personnel etc. It also include product design, quality control, maintenance management, location of  facilities, materials management, planning and product control, process design and many other core and support functions. The modern concept of operation management is very dynamic and promising and it evidently brings outstanding results for an organisation working under controlled environment (Dilworth, James B., 1999). 2.Case Studies Following are two cases studies that indicate how proper operation management strategy helps the organization in achieving its ultimate objectives. In this regard, the Heathrow International Airport and Nestle UK Chocolate Factory have been taken a evidence. 2.1.Heathrow International Airport Heathrow International Airport is the UK’s only hub airport. Around 5,500 people have been employed by the BAA at Heathrow of which 25% employees perform operational, customer service and maintenance roles. Other 75% are in security and head office functions. In addition, BAA has some 65% interest and it operates the Naples Airport. These figures show the need and significance of operation management within framework of Heathrow International Airport. An insight into Heathrow’s planning and preparation and its outstanding level of services and commitment will explain operation management practices being observed by the organisation. For example, winter resilience enquiry recently examined and implemented by operation management ensures its ability to provide excellent services and support given to passengers and employees during severe weather conditions, (Heathrow, 2011). The winter resilience initiative was carried out by operation management teams through expert peer review and extensive quality assurance. Teams studied and learned from Dallas Fort Worth, Madrid and Minneapolis-St. Paul airports which possess strong reputation for passenger welfare, airport operations and the clearance of snow. The devised plan for Heathrow was being examined and peer reviews helped it to carry out one of the most effective operation management tasks. For this, Heathrow had invested marvelously in acquiring innovative equipment which could effectively clear the airfield in reduced time. The equipment included taxiways, airside roads, runways, stands etc. and were used for the disposal of collected ice  and snow. This one task brought the Heathrow airport to fully operational status. It in fact appointed a full-time operations manager for winter that is responsible for Airport’s winter readiness controlled. The regular refinement and review of organisationâ €™s plans distinguishes it from other leading airports all over the world, (Heathrow, 2011). 2.2.Nestlà © UK Chocolate Factory Nestlà ©Ã¢â‚¬â„¢s brand and product portfolio ranges from local favorites to global icons. The products are supported by vigorous research and development facility, focused driving renovation and innovation, and with clear priorities which is attractive and relevant for consumers. Nestlà ©Ã¢â‚¬â„¢s desire in becoming a leader of renovation and innovation, whether of systems, processes or products define the role of governing operation management body which gives its product an entire new and refreshing aspect. From brand effectiveness to effective supply chain, from farm to the fork, nestle UK chocolate factory ensured best production and operation management. Best raw materials are being used in the preparation of chocolate and other products. For operations needs, nestle has set four pillars for effective operation management which include; increasing effectiveness and efficiency, operational efficiency, improved quality and elimination of waste. For continuous excellence and to make most innovative and appreciated products in most efficient way, nestle has implemented these four pillars into its operational management structure. The product and operational excellence has been given utmost importance all because Nestle ensures to provide its consumers with delightful products whenever and wherever they need them. Customer satisfaction is undoubtedly complimentary in consumer product market and Nestle has significantly earned it through continuous planning and operational excellence besides giving its products the desired and unmatched taste and nutrition, (Nestle, 2011). 3.Major Understandings of the study Major understandings of the study suggest that operation management is, by far, one of the most significant aspects of any organisation’s development and economic growth. It provides enormous value to the resources of the organisation and adds value to them. The resources and investments of any  organisation need to be utilized in more effective way for on-going progress. Furthermore, strategic planning division works hand-in-hand with operation management as it provides sustainable grounds for effective and efficacious planning and preparation. Indeed no organisation can survive without future plans and policies that define its objectives and goals and its overall competitive market value. Operation management thus promises sustainable future for the organisations and procures enormous economic growth under controlled conditions (Everett, E. Adam, Jr.Ronald J.Ebert, 1994). Another great aspect of operation management is its ability of giving added value to products and services of the organisation. It is aimed at increasing the efficiency of the products and services by minimizing the circumstances that may prevent organisations to achieve great market value for their products and services. As it is clear as crystal that today’s competitive environment demands higher level of excellence and efficiency from manufacturers and service providers, organisations should concentrate more and more on improving their standards. This can only be done through sustainable operation management plans and procedures. Furthermore, operation management not only serves as great tool in improving standards and adding value to goods and services, it has been proved as cost reduction tool within the framework of organisations. Great amount of capital and resources could be saved by implementing a resourceful and sustainable operation management plan which will ultimately turn the organisation into leading brand. To earn a competitive advantage in business sector, one needs to overlook every aspect that could affect it either positively or negatively. Only then unmatched products and excellent services can be manufactured and being provided (Hill, Terry, 1993). 4.Conclusions Operation management works in combination to several support and core functions of the organisation. It also increases the potential and performance of those areas where strategic and effective operation handling is essential. The scope of operation management is never dying and it embraces internal and external factors associated with business of any organisation. From manufacturing to supply, from marketing to customer satisfaction, from financing to human resource, operation management has its deep roots in the organisation’s framework (S. Anil Kumar, N. Suresh, 2008). Two case studies helped in understanding the role of operation management and how it can be utilized in improving overall performance of the organisations. Heathrow Airport is among world’s leading organisations that provide its customers with excellent services and it managed to sustain that position through years by effective operation management procedures. It has assigned one fourth of its employees to operational tasks which ensures greatest level of quality service. On the other hand, Nestlà ©Ã¢â‚¬â„¢ employed a tremendous operation management task force to maintain its brand value. It is evident of the fact why nestle consumers prefer its products over other brands. It has successfully achieved a competitive advantage over other foods and beverage companies operating all over the world through systemic and devoted operation management and planning. Concluding, the most significant role operation management plays is ensuring greater levels of customer satisfaction for the organisations for their brands, products and services. Customer satisfaction is utmost objective of any organisation and it will require that organisation to develop, implement and manage a sustainable operation management plan that could work in vicinity of other necessary activities and operations. Operation managers at organisations have the utmost responsibility in promising desired levels of satisfaction among consumers and customers thus fulfilling requirements for achieving basic objectives for the organisation. Their role in economic development is as essential as organisation’s survival in the competitive environment (Chambers et al, 2007) References †¢Chambers, Stuart, Johnston, Robert and Slack, Nigel (2007) – Operations management (5th ed) †¢Dilworth, James B. (1999) – Operations management : providing value in goods and services. (3rd ed) †¢Everett, E. Adam, Jr.Ronald J.Ebert, 1994. â€Å"Production and Operations Management†, Prentice-Hall of India Private Limited, 5th Edition †¢Heathrow, 2011. â€Å"Heathrow Winter Resilience Programme†, [online] Available at: [Accessed: 03rd December 2012] †¢Heizer, Jay H. and Render, Barry (2008) – Operations management (9th ed) †¢Hill, Terry (1993) – The essence of operations management †¢Joseph, G. Monks, 2004. â€Å"Theory and Problems of Operations Management†, Tata McGraw-Hill Publishing Company Limited, 2nd Edition †¢Joseph, G. Monks, â€Å"Operations Management†, McGraw-Hill International Edition, 3rd Edition. †¢Nestle, 2011, â€Å"Annual Report 2011†, [Online] Available at: [Accessed: 03rd December 2012] †¢R. Pannerselvam, 2004, â€Å"Production and Operations Management†, Prentice-Hall of India Private Limited, 9th print †¢S. Anil Kumar, N. Suresh, 2008, â€Å"Production and Operations Management, New Age International (P) Limited Publishers, 2nd Edition †¢Slack et al, Operations Management 4th Edition – online version †¢Slack et al, Operations Management 6th edition – online version †¢Waters, C. D. J. (1991) – An introduction to operations management

Flamin Country Joe essays

Flamin Country Joe essays In 1992, an antiwar activist, Country Joe, violated a Georgia statute by acting out a skit that urged people to refuse to fight in the Persian Gulf war, overthrow the government and form a socialist regime. He then burned a military uniform in opposition to the war, and was arrested for his actions. This paper will examine the Georgia statute that Country Joe violated and address the constitutionality of that law. The Georgia statute under which Country Joe was arrested made it a crime to wear the uniform of the armed forces of the United States in any way that brings discredit upon that armed force. Further, the uniform may not be used in any way that advocates the overthrow of the government of the United States by force. Further, the uniform may not be defaced, mutilated or treated in a contemptuous manner. The question in this case is not whether Country Joe violated the Georgia statute, but whether the law is constitutional. Following the standards set forth in Texas v. Johnson, we must first establish that Country Joes actions constituted expressive conduct. Next, if his conduct was expressive, we must decide whether the state statute is related to suppression of free speech. If the statute is not related to expression, then the less stringent standard announced in United States v. OBrien, which regulates noncommunicative conduct, controls. If it is related to expression, then the regulation is outside of the OBrien test and we must decide whether this interest justifies Country Joes conviction under a more demanding standard. First, in deciding whether Country Joes conduct was expressive, we must ask if an intent to convey a particularized message was present, and [whether] the likelihood was great that the message would be understood by those who viewed it. Given the fact that Country Joe is a known antiwar activist, it is apparent that he intended to convey ...

The Nation Takes Shape essays

The Nation Takes Shape essays published by the University of Chicago Press The period of time from 1789 to 1839 was an age of growth for the United States of America; the United States grew bigger and better in general, it expanded into the West, and its commerce and industry also grew substantially. This is in part because of the great political leaders such as George Washington, Thomas Jefferson, and Andrew Jackson, but also in part of growing national pride and the yearning to become a successful nation. America grew larger and improved greatly in the first half century of its life. The territory of the United States tripled in size as America bought large amounts of property from other nations, and the number of the states in the Union doubled. The population doubled twice from around four million people to almost sixteen million people, and by the year 1840 rolled around. American exports also quadrupled in size to about $80 million dollars in profit. The national debt from earlier years was completely paid off in this time period; a feat that has not been accomplished since. An Army and Navy were established to protect the country, and judiciary, legislative, and executive departments of the government were formed with the ratification of the Constitution of the United States of America. Transportation became much easier in America by 1840. Approximately 2500 miles of canals and 3000 miles of railroads had been constructed. Harbors, lighthouses, and dry docks had also greatly increased in number to aid the seafarers. In the first fifty years of its history, almost all parts of America grew enormously, from schools to post offices to forts. America was a becoming a stronger nation in a world of giants. Another area of American growth was the West. As the Constitution was being signed, virtually ...

Quotes From The Stranger by Albert Camus

Quotes From The Stranger by Albert Camus The Stranger is a famous novel by Albert Camus, who wrote about existential themes. The story is a first-person narrative, through the eyes of Meursault, an Algerian. Here are a few quotes from The Stranger, separated by chapter. Part 1, Chapter 1 Maman died today. Or yesterday maybe, I dont know. I got a telegram from the home: Mother deceased. Funeral tomorrow. Faithfully yours. That doesnt mean anything. Maybe it was yesterday. It had been a long time since Id been out in the country, and I could feel how much Id enjoy going for a walk if it hadnt been for Maman. Part 1, Chapter 2 It occurred to me that anyway one more Sunday was over that Maman was buried now, that I was going back to work, and that, really, nothing had changed. Part 1, Chapter 3 He asked if I thought she was cheating on him, and it seemed to me she was; if I thought she should be punished and what I would do in his place, and I said you cant ever be sure, but I understood his wanting to punish her. I got up. Raymond gave me a very firm handshake and said that men always understand each other. I left his room, closing the door behind me, and paused for a minute in the dark, on the landing. The house was quiet, and a breath of dark, dank air wafted p from deep in the stairwell. All I could hear was the blood pounding in my ears. I stood there, motionless. Part 1, Chapter 4 She was wearing a pair of my pajamas with the sleeves rolled up. When she laughed I wanted her again. A minute later she asked me if I loved her. I told her it didnt mean anything but that I didnt think so. She looked sad. But as we were fixing lunch, and for no apparent reason, she laughed in such a way that I kissed her. Part 1, Chapter 5 I would rather not have upset him, but I couldnt see any reason to change my life. Looking back on it, I wasnt unhappy. When I was a student, I had lots of ambitions like that. But when I had to give up my studies I learned very quickly that none of it really mattered. Part 1, Chapter 6 For the first time maybe, I really thought I was going to get married. Part 2, Chapter 2 At that time, I often thought that if I had had to live in the trunk of a dead tree, with nothing to do but look up at the sky flowing overhead, little by little I would have gotten used to it. Part 2, Chapter 3 For the first time in years, I had this stupid urge to cry, because I could feel how much all these people hated me. I had this stupid urge to cry, because I could feel how much all these people hated me. The spectators laughed. And my lawyer, rolling up one of his sleeves, said with finality, Here we have a perfect reflection of this entire trial: everything is true and nothing is true! They had before them the basest of crimes, a crime made worse than sordid by the fact that they were dealing with a monster, a man without morals. Part 2, Chapter 4 But all the long speeches, all the interminable days and hours that people had spent talking about my soul, had left me with the impression of a colorless swirling river that was making me dizzy. I was assailed by memories of a life that wasnt mine anymore, but one in which Id found the simplest and most lasting joys. He wanted to talk to me about God again, but I went up to him and made one last attempt to explain to him that I only had a little time left and I didnt want to waste it on God.

Critically examine the claim that people are an organisation's most Essay

Critically examine the claim that people are an organisation's most valued asset. How this claim would be translated into prac - Essay Example Different approaches have been developed in the literature regarding the role of people within modern organizations. In accordance with a common view, people are the most valued asset of each organization. The specific issue is examined in this paper. Reference is made to the potential translation of the above statement in practice, especially regarding the development of organizational strategies. The research on the particular subject has revealed that people are, indeed, the most valued assets in modern organizations; however, their contribution in the development of the organizational practices is not always appreciated, an issue highlighted in the study of Lawler et al. (2008). The common statement that employees are key assets of an organization does not always reflect the actual thoughts of organizational leaders – a problem mostly related to the different perceptions of organizational leaders on the role of employees within organizations. The literature published in th e specific field is presented – followed by a critical analysis of the finding, at the level that such activity would help to understand the role of employees as part of the organization. 2. ... In the literature, additional perceptions on the role of people within organizations have been developed. In accordance with Sveiby (1997) the role of people within organizations could be explained as follows: the balance sheet of each organization has a series of invisible assets: ‘employee competence, internal structure and external structure’ (Sveiby 1997, p.10). It is made clear that employee competence refers to the ability of employees to develop the various organizational tasks, i.e. to respond to the organizational needs, no matter even if these needs are related to tangible or intangible assets (Sveiby 1997, p.10). The above explanation of the role of people within modern organizations is based on the perception that people are indispensable part of organizations, since no organization would exist and operate without the employees who manage its various activities. A similar approach of employees as assets is presented in the study of Storey (2009, p.140); in th e specific study emphasis is given on the role of employees as intangible assets of organizations. On the other hand, Holbeche (1998) notes that employees are a valuable asset of each organization; however, the specific asset is different from the other organizational assets at the level that it is extremely ‘volatile and easily damaged’ (Holbeche 1998, p.10); it is explained that the organization that has not secured the position of its employees is likely to face severe organizational failures. It is also mentioned that the organizational leaders are likely to develop different views on the value of employees in their organization. Moreover, if employees within the particular organization are highly motivated, then their value in the