gadamer essays

gadamer essays Herder claimed that human nature and understanding are not essentially the same in all times and places and so by this he introduced the idea of perspectivism in to literary thought. Gadamer expands upon this idea and uses the terminology and claims of phenomenology/existentialism, in his theory of interpretation. He reminds us that ones own perspective is the view from within ones own horizon, that is, we are all wedged in a particular time and space, a culture and a history, so all that we can conceive, perceive and understand is done so though this view. The same is also true in regard to texts from the past and different cultures, their authors and their meanings exists in their own particular horizons, so their view-points Gadamer claims are rendered utterly different from our own. So how then in light of this, are we to be able to carry out interpretations of texts? How do we avoid misunderstanding the meaning because of our temporal and cultural bias and yet still be able to comprehend them in their persuasive force? Gadamer suggests that we do this by fusion of horizons, but before looking at this idea, I feel we need to look at his ideas about understanding and how they apply to the interpretation of literature. For Gadamer understanding is active, like Heidegger, he believes that we (our consciousness) are in the world and inseparable from it. So because of this, our consciousness is all ways directed at something. So as we are involved in the world, we understand things in terms of their relation of to us, and the context they have in general, like Heidegger example of a hammer. We can see if our understanding is directed a literature, it means we have to participate in it, we have to see it relation to us, and the world around it. This is why Gadamer claims that, what would not be an adequate understanding of a text is, the basic r ...

9 Technical Writing Tips Every Writer Needs to Know

9 Technical Writing Tips Every Writer Needs to Know Technical writing takes high-level details and explains them clearly and concisely to an audience. While the result of technical writing is clear, succinct and simple, the process can be the opposite. The technical writer’s challenge is to transform complicated information into an accessible document. To meet this challenge, technical writers use different strategies. This article will provide you with a selection these distinct, action-oriented strategies to improve your technical writing. hbspt.cta._relativeUrls=true;hbspt.cta.load(41482, '2355e67d-04bb-46d6-b8a7-b271b3acdfe9', {}); 1) Create a Persona The crux of good technical writing is writing for your audience. The audience needs to be defined in the document planning process and then considered at each step of the writing process. Technical writers know that a tech-savvy boss needs different information about a product than a 73-year-old grandmother. After identifying your audience, refine it further by creating a persona. Imagine the exact person who will be reading your document. The persona will be obvious if you are writing for a known person, such as your department supervisor. For other documents, the persona can be fictional. Assign your reader a specific age, gender, educational background, career, a story for why they are reading the document, even a hobby. Instead of writing for a theoretical audience, write for a specific, albeit fictional, person. The more accurately you can imagine your reader, the more accessible your writing will be for them. Instead of wondering if the wording is right for the audience, write and review the wording with this persona in mind. It will be obvious whether or not the text is right for your reader. 2) Beware of Scope Creep Good technical writers keep in mind the document’s goal at each writing stage. The goal and scope should be clearly outlined in the initial document planning. During the planning and even the writing process, document content can grow. Technical details are not isolated. They are built on previous developments, and you may want to include supplemental information or additional user instructions. Colleagues may suggest valuable background information or data. Some extra details are useful. Too many details will cause the scope to creep. As technical writing strives to be succinct, scope creep creates unnecessary work that ultimately produces a less valuable document for the reader. If you feel the scope needs to broaden, return to the goal. Evaluate if that content is really necessary. Cut it or if necessary, consider separation through appendices and even an additional document. 3) Writing Should Be Easy If you’re thinking ‘writing is always difficult for me,’ writing is probably not your real problem. Writing should be easy because the planning process was thorough. The planning process should take up to 50% of overall document preparation time. All key materials, relevant details, and the audience will be captured and organized. The result is your complete document in a condensed format. Writing simply fleshes out this compact version. If you’re unclear of how to phrase an idea while writing, reflect on your audience and how they would want to read it. If you’re not sure if a data set should be included, refer to your mind map to see if it fits within it. Any writing question can be answered by a complete planning process. If the writing is difficult, stop typing and return to your plan. There is at least one aspect of the planning process that needs more development. Once you have a thorough plan, only then should you start to write. And it will be easy. You may be interested in our other article: 87 Business Writing Tips 4) Be Timeless A technical document is your contribution to posterity. That’s right, you are passing on technical knowledge for readers now and in the future. Most technical writers focus on today’s audience. While very important, these documents often serve future readers, too. A site assessment may not be read again for 30 years until the property comes up for sale. Software instructions act as the basis for the future manual of an updated version. To write timelessly, always include dates and timelines where relevant. Avoid including time-dependent or temporary information. If you must, explain its current context for future readers. For example, a health and safety report references current legislation. The act is carefully identified so that it can be differentiated from future revised codes. Your document should be clear and comprehensible now and 20 years from now. hbspt.cta._relativeUrls=true;hbspt.cta.load(41482, '2355e67d-04bb-46d6-b8a7-b271b3acdfe9', {}); 5) Use Attributions Good attributions are efficient. They allow the reader to reference relevant details without including the information directly. The readers who need that additional information can easily find it, while others can continue on in the document without being buried in background information. See references as a tool for maintaining a concise and valuable document for your audience. 6) Use Global English English is an international language. Writing technical documents in English allows them to be broadly read and shared. However, many readers will be non-native speakers. In order to accommodate all readers, use Global English. This style of English is logical and literal which makes it more easily understood. It has a strong overlap with the technical writing principles of precision and clarity. In addition, writing globally means being aware of content that can difficult to understand or simply misunderstood. For example, avoiding idioms and the subjunctive, as well as being careful with words that can be both a noun and verb (e.g. display or guide).edX supports learners across the world and follows a very useful guide to Global English. 7) Forget the Word Count Some writers race to a word count, seeing it as the goal marker. In technical writing, word count is a poor judge of completion. Technical writing should be concise. The same instructions can be conveyed in 500 words or 5000 words. The better instructions are the ones that are most effective for the reader, regardless of the word count. Use word count as a general guide, not a rule. Never force words onto a page meet a word count. If you can write the same idea in fewer words, it’s better for the reader. 8) Be Humble Writing is an iterative process. Through good planning, thoughtful writing, and constructive feedback, you will grow and improve your technical writing skills. Each review offers its own lessons. Be welcoming of feedback from supervisors, peers, and experts. Learn from mistakes, confusions, and comments. Each review session offers an opportunity to grow as a writer. Be humble and accept these educational opportunities. 9) Use Graphics to Illustrate Graphics can help illustrate your message. In technical writing, the goal of graphics is to help convey information not act as decoration. In our online technical writing course, we teach that graphics should be focused on the reader. Poorly designed graphics can confuse readers and do more harm than good. To learn more about adding graphics to your documents see our article on the topic. Conclusion Technical writing is centered on good planning and audience focus. The above tips provide different perspectives and practical methods to accomplish these goals.

Outlawing the Ownership of Handguns Essay Example | Topics and Well Written Essays - 1250 words

Outlawing the Ownership of Handguns - Essay Example For Americans, any firearm represents equality and individualism. The Second Amendment to the US Constitution provides that ‘A well regulated Militia, being necessary to the security of a free State, the right of the people to keep and bear Arms, shall not be infringed’ (Rights of the People). All fifty of the United States have laws recognizing the right to bear arms as contained in the Second Amendment to the US Constitution. By virtue of the Second Amendment and the Constitutions of at least 44 US states recognize ‘the right to use arms for defense’ (The War Against Handguns). Moreover, a survey conducted by Lawrence Research in 1998 reveals that ‘by an 8:1 margin, Americans believe you have the right to use a handgun to defend yourself in your own home. By a 3:1 margin, people believe that to fight crime, getting tough with criminals is more effective than banning guns’. This trend and ideology within the American legal culture to recognize a right to armed self-defense has been criticized for many reasons. The most obvious relates to the incidents of handgun related crimes and the potential for accidental death and serious injury Professor Friedland of the University of Toronto does not feel that the protection of life, liberty or property is sufficient to justify possession of a handgun or any type of firearm. He maintains that ‘Citizens should rely on the police, security guards, and alarm systems for protection.’

Nano-Thermal Analysis Essay Example | Topics and Well Written Essays - 1000 words

Nano-Thermal Analysis - Essay Example hydrate & solvent 4) Assay development UV, HPLC, TLC 5) Stability      Ã‚  Ã‚   In Solution Thermal, hydrolysis, pH   Ã‚  Ã‚   In solid state Oxidation, proteolysis metal ion Derived properties    6) Microscopy Particle size and morphology 7) Bulk density Tablet and capsule formation 8) Flow properties Tablet and capsule formation 9) Compression properties Acid / excipient choice 10) Excipient compatibility Preliminary screen by DSC, Conformation by TLC POLYMORPHIC COMPOUNDS There are certain compounds that exist in more then one crystalline forms, this property is called polymorphism. Its evaluation is desirable during pre-formulation studies if the drug constitutes the major portion of the dosage form. Only one form of the polymorphic compound is thermodynamically active at a given temperature and pressure. Techniques for investigation for the stable form of polymorphs are microscopy (hot stage microscopy, X-ray diffraction, IR spectrophotometer, thermal analysis and dilalo metry.(Brittain,2009) THERMAL ANALYSIS It is the branch of science that deals with the properties of material that change with temperature. For the measurement of such properties various methods are used. the techniques all follow the change of specific physical property by the change of temperature or time in the specifically controlled environment, since moisture and temperature are the basic factors effecting the stability of the pharmaceutical compounds thus we take temperature to measure various parameters.(Menczel,2009) Thermal analysis Instrumental technique for describing various properties General method Acronym Property measured Application Differential scanning calorimetry DSC ?T, differential power input Measurement of kinetics Differential thermal analysis DTA ?T chemistry, pharmaceuticals, polymers Thermo- gravimetric Analysis TGA Mass composition, extent of cure, stability Thermo-mechanical Analysis TMA Length or volume Shear and torsion modulus of films, fibers, lami nates adhesives Dynamic mechanical Analysis DMA Viscoelastic properties rheological properties Dielectric Analysis DEA Dielectric properties isothermal crystallization Nano/micro-thermal Analysis n-TA Penetration, ?T Surface properties of solid dosage form THERMAL ANALYSIS OF PHARMACEUTICAL MATERIALS AND POLYMERS Techniques such as DSC, TG can investigate the transformation during polymorphic conversion.TGA is often used to measure residual solvents and moisture and solubility of the active materials in solvents. Polymers represent another large are for the application of thermal analysis, analysis of composite material such as glass or epoxy composites, analysis of raw material of packaging, effects of additives used in packaging material determined.TGA can also be used for fiber content determination of the composite. NANO-THERMAL ANALYSIS it is the local thermal analysis technique that allows obtaining understanding of thermal behavior of the materials combined with high spatial resolution imaging capabilities of the Atomic Force Microscopy with a spatial resolution

Effective support for information users Essay Example for Free

Effective support for information users Essay Customers are an asset for any organization and to satisfy and retain them is every organization’s goal. The only way to achieve this goal is to build proper relationships with your customer through providing them appropriate customer service when ever they require. Customer gives you business because it is a cycle, if you fulfill your customer need then he will spread a good word of mouth for your organization otherwise they will give you a real hard time. Information technology has great importance in the business world today because the environment is very uncertain therefore innovation needs to be implemented rapidly. Every day we see something or the other coming up with new technology and to survive in this competent world we all have to cope with technological advancements, therefore customers tend to purchase technologically advanced products easily but the difficulty is in understanding the ways to operate these products. This is where they need help and it is a chance for the organizations to retain customers because customer will only stick to the brand which is providing him proper customer service. For this purpose IT organizations have customer service centers so that they can provide their customers with appropriate assistance. The bottleneck is faced when the employees on desk at the customer service center are not able to entertain the customers with what they want. This is usually due to the lack of information employees hold regarding the product and this leads the organization towards losing their customers. (Hoffman). Therefore in order to remove this bottle neck, the organizations should provide their customers with best service, for which they need to consider following strategies: Strategies to ensure that your customers are getting adequate technical support 1) Hire the right people with excellent communication skills. 2) Train your employees so that they are well aware of the product specifications and can easily deliver the information to the customer 3) Employee people with calm and good attitude because customers may be very frustrated or harsh at times still the employee has to remain very tranquil with him in order to avoid any further dilemma. 4) A company should make sure that on desk personnel are well aware of their goals, that is, they believe that it is their duty to entertain more and more customers, understand their needs and interact with them to provide more and more information so that they are satisfied. (Bayan) 5) Customers should be provided with a detailed guide book as well so that they can better understand the product and do not face any hurdles. 6) Customer should be provided with a very comfortable and friendly environment and he should be given great importance so that he can feel that the company really cares for his needs. (Anonymous) Socio-Technical Structure Socio technical structure is an organizational design which consists of a combination of people and technology. It includes the habits and attitudes of people; the way they interact and behave. The technical aspect of this structure includes the machinery processes and physical management. This structure includes hardware, software, people, surroundings data and data structure, law and regulations and procedures. According to this system all the needs of an employee should be identified and met which they bring along to the workplace. This system helps in motivating employees and raises their performance level by taking care of the characteristics that comprises social system. These characteristics involve their communication, involvement, performance, and team work, attitudes, behavior and job satisfaction. This system is emerged overtime through the employees of the organization and thus represents the culture of an organization and its social setup. (Whitworth) As socio technical system includes face to face work, which includes customer service therefore ensuring that your customers are getting adequate technical support and thus it is related to the socio technical structure because it fulfills the requirements, social as well as technical. Providing appropriate customer service by understanding customer needs and communicating positively with them satisfies the social requirement where as giving them technical assistance, that is, to provide information regarding the technical aspects of the product satisfies technical requirements. Any technological advancement cannot be successful if the technology does not take into account the human component because ultimately humans have to interact with the technological design therefore it is important to treat people and technology together within a system. This gives rise to social and technical subsystem in which social subsystem takes into account human needs and attitudes and technical subsystem relates to the devices, procedures and technical know how. The technological and social subsystem needs to be interdependent so that the organization can deliver the best to the customers. In this way the technology offered by the organization will be according to the needs of the customers and thus it would be a perfect fit. (Whitworth) Thus the most important strategy for any company to provide adequate technical support to customers is that it should develop a socio technical structure so that the technical assistance provided to the customers are in accordance to the social needs of the customers. REFERENCES Hoffman, R. (1996) Help is Only a Phone Call Away! How to get good service. The Real World. Retrieved October 15, 2009, from http://www. animatedsoftware. com/misc/stories/jobs/dbmscntr. htm Kay, D. (2004) Show, Don’t Tell: Remote Support Best Practices and Benefits. DB Kay and Associates. Retrieved October 15, 2009, from http://www. webbuyersguide. com/bguide/Whitepaper/Wpdetails. asp? frmCQ=Ywpid=NzU3Mwcategory=723sitename= webbuyersguidekc=newstech101607src=newstech101607 Setting up a successful help deskphysical considerations (http://articles. techrepublic. com. com/5100-10878_11-5112459. html) and Try these efficiency strategies when setting up a successful help desk (http://articles. techrepublic. com. com/5100-10878_11-5112468. html). Setting up a successful help desk (http://techrepublic. com. com/5208-6230-0. html? forumID=14threadID=146337 messageID=1623851). Whitworth,B. Socio-Technical Systems. Retrieved on 23rd July 2010 from http://brianwhitworth. com/hci-sts. pdf

Suzuki Samurai :: Car Automobile Marketing Market

Suzuki Samurai In 1985, automobile company Suzuki was entering the American automobile market with the Suzuki Samurai, a lightweight off-road four-wheel drive vehicle. A dilemma that the American Suzuki Motor Corporation (ASMC) was faced with was exactly how to position the Samurai in the American market. There were several options for them to do this, each of which had unique advantages and disadvantages, however only one that would effectively maximize the sales potential for the Samurai. The first option was to position the Samurai as a sport utility vehicle (SUV). The Samurai already had the look of a "mini-jeep", and already had four-wheel drive capabilities. Standing out from all other SUVs, the Samurai was smaller, lighter, and less expensive; suggested retail was about half the price of the average SUV. Leanord Pearstein, CEO of a competing advertising agency, preferred to portray the Samurai as a "tough little cheap Jeep." Those who had already purchased the automobile had also considered buying a Jeep or other sport utility vehicles. In 1985, the sport utility vehicle market was very small. Less than 3% of automobile sales in the United States in 1985 came from SUV sales. Douglas Mazza, who headed the Samurai operation in the US, had a goal to sell 30,000 units within two years, which would exceed all SUV sales in 1984. The second option was to position the Samurai as a compact pickup truck. The market share was two and a half times the compact SUV market. This would make it easier for Suzuki to enter is they positioned the vehicle in this way. In the pickup truck market itself, Japanese trucks sold very well; they accounted for 54% of total compact pickup truck sales. If they wanted to introduce the Samurai as a truck it would be more versatile and less expensive than a subcompact car. Since custom regulations for compact pickup trucks state that there must be a 25% tariff on all trucks imported in to the US, this is ten times the amount the tariff would be for a car. Pearlstein believed that even with the high tariff it would be worth paying in the long run, however this is still a significant cost. Another positioning strategy was to sell the Samurai as a subcompact car. This market was considerably larger than the previously stated markets. Pearlstein suggested that they should market this as an alternative to the "dull" automobile, a compact car with a "cuter" look.

CVS stops selling tobacco products Essay

Reason, declared Kant, is the source and ultimate basis for morality. Morality wholly rests in pure, innate reason and not in intuition, conscience, law, or utility. The standard of morality, therefore, is inherent in the human mind; it is definable only in terms of the mind; and it is derived from one’s innerself by direct perception (Cavico & Mujtaba, 2013). According to Kant, in order to be moral, one has to be rational. â€Å"The right use of reason is directed to moral ends† (Cavico & Mujtaba, 2009). A person has to think rationally, he or she does not have think only about self-interest. As a result of that, there is no place for such thing as Ethical Egoism. People should be treated with dignity and respect. Kant presumes that human beings are rational and can utilize reason (Cavico & Mujtaba, 2009). Kant called the supreme ethical principles the Categorical Imperative. This principle is necessary element of human reason and foundation upon which rest all moral judgments (Cavico & Mujtaba, 2013). Kant’s method has three parts of testing, which are used for identification whether or not an action is moral. No matter in what kind of situation a person can be, a rational individual performs an action because he or she has a moral obligation and duty. Application of Kantian Ethical Analysis The categorical Imperative is not a principle of action itself; instead, it ethically lays down the form a moral maxim must take. Thus, said Kant, reason indicates that a moral action must have a certain form. The ethics â€Å"test† is a formal test (Cavico & Mujtaba, 2013). Literally, a person has to indicate whether his/her actions would be successful or would be considered as a self-destruction. In this case, the test will determine that situation with the company such CVS will be most likely successful. One of the main reasons that the company is doing this, is to show the public and competitors that it really cares about the health and well-being of its customers and the nation. By taking out all tobacco products from all CVS stores in the United States, the administration of the company who have main input in the way how the firm works, would really benefit. In general public might be surprised that CVS are going to aim on people’s health. In this kind of situatio n many things will change and increase in the business, things as trust and confidence would be maintained. So, action passes the  first test. The second test states that every person should be treated with dignity, respect and as a valuable and worthwhile entity (Cavico & Mujtaba, 2009).This test involves by itself shareholders, employee, employer, consumers, and society as well. In this case some people have different point of view, some of them firmly believe that they have the right to buy any products they like or to do whatever they chose to do. There is an argument, which explains that it might be unethical for the company like CVS to make people uncomfortable for purchasing tobacco products. CVS does not show any respect for smokers. They feel themselves not welcomed. According to Kantian theory CVS should need to make sure that their clients feel comfortable and welcome in the drugstores, no matter what kind of products are sold. CVS has to analyze and think about customers themselves, not only about profits, even though that basically, the idea of having business is for income purpose. To conform with the Kantian views, the company like CVS which is one of the largest drugstore chains in the United States, should pay more attention for its prosperity, rather than a little aspect of the firm to have some profits. Kant assumes that people cannot take advantage of another person. Additionally, it also explains that people cannot act and do anything without full comprehension and permission of the person. An individual needs someone’s logical, intellectual, complete agreement for this to happen. In this situation, people can think differently. Some of them can support CVS for the idea of removing tobacco products from pharmacy place, because it is ethical and some of them firmly argue with this statement. Even though that the people deeply understand that the products they were purchasing have the risks for their health and very harmful for their organisms. According to this information, the second test will definitely fail. The third test is the agent-receiver test which asks whether a rational person would accept the action or rule regardless of whether he or she was the agent or the receiver of the action (Cavico & Mujtaba, 2009). So, the main cost of this change would be a major loss in income. But people can lose their jobs, the managers and executives will feel decrease in salaries. Many employees may be in danger of losing a job. Moreover, the prices of shares of stocks will decrease, then shareholders  could be in danger of losing earnings. These are all the possible ways of banning all packs of cigarettes from CVS stores. Nevertheless, analytics of the company predicts that the benefits that CVS would get of trust and confidence would be worth the danger of losing profit. By stop selling tobacco products and removing all sweets from the drugstores as well, the firm would have to reassess how and in what kind of ways it can have its income. It will be very difficult to survive for the company, especially in the beginning of this change. It has a worse outcome than just minor loss in sales. The company would have a very negative effect from this and many people would not have a benefit as well. In this case, customers and employees would lose. Because of CVS stops selling cigarettes, as we mentioned above, many people will lose their potential jobs, therefore , the third test certainly will not pass. Only if the company will help their employees by giving them recommendation letters and providing with rà ©sumà ©/interview training, the third test might be considered as passed. But as long as, the action of CVS is going to be presented in October of this year. We still do not know whether they will help their employer or not. So, at this moment of time, this action is considered as not passed. Moral Conclusion Pursuant to Kantian Ethical Model An action is morally right if it has a certain form, and morally wrong if it does not have that form. The Form, the Categorical Imperative, is the first, supreme, fundamental principle in ethics. It is the form a moral action must have; it provides the ultimate standard by which one test can test action, rules, beliefs, and standards to determine if they are moral (Cavico & Mujtaba, 2013). Based on Kant’s ethics, the action of CVS pharmacy about removing tobacco products from the stores can be considered moral, only if it passes the Categorical Imperative tests. Some type of questions must be considered such as, is this action only benefiting the company or others as well? How would CVS feel if others performed this action? If the firm rationalized its actions, they would be moral. First of all, if everyone takes the same action that took CVS, the world will become healthy. We will not see any more death as a result of tobacco products. CVS has always functioned very well with good ratings in customers service and with high earnings. Even with a ban of tobacco in October, the company is still  one of the leading pharmacies in the country. Nevertheless, this new plan may not make everyone in society happy. Some people, most likely smokers think that this ban is unfair and unethical, but managers and executives thought that it was the right step for the healthy future and for the business. As a result of this decision, the company will gain trust from its consumers, which will result in a more successful firm. In other words, smokers will not be treated equally with other people with respect and dignity, therefore the second test will fail. Overall, if CVS will take care of people who probably will lose their jobs, the third test can be considered as passed. Despite the problems with Kantian ethics, Kant’s very important accomplishment was to underscore, and to appreciate, people as free, rational, moral beings, with individuals rights and self-im posed duties to respect others (Cavico & Mujtaba, 2013). In conclusion, CVS’s incredible decision involves long term perspective and sacrifices. The administration of the company has a solid strategy of how to operate the company and all of the stores. With a great plan on operations, they are able to have a successful business. As long as, it is such a large company, these changes will be beneficial, even with some people against the stores, unless there is another major change to products in the near future.

History †The American Revolution Essay

Throughout the colonial period, there were many factors that led to the Revolutionary war, and it was when Britain began passing increasingly oppressive restrictions that colonists began to see independence as the only alternative to British rule. More than anything else, the actions of the British government fostered the feelings of nationalism in the loose collection of isolated colonies. There were many classical examples of British encroachment against liberty in the eyes of the colonists. After the French and Indian War, Britain changed its policies regarding the colonies. These changes in policy, especially the British attempt to raise revenue through direct taxation aroused resentment and in the colonies. Because of the war, Americans gained self-confidence and military experience, saw the need for colonial unity to meet common problems, and had the danger of attack by the French and certain Indian tribes removed from their frontiers and thus become less dependent on Britain. The British policies enacted were meant to place the colonies under strict British political and economic control, compel the colonies to respect and obey British law, and make the colonies bear their part of the cost of maintaining the British Empire (Gordon, 1993). The series of British decrees that followed faced strong opposition in the colonies and did little but encourage nationalism. The Navigation Acts and Writs of Assistance greatly hindered the colonists’ freedom to pursue maximum profit from their labor, as well as freedom from unfair searches by British authorities. No single act did more to unify opposition to imperial rule as the Stamp Act, which led directly to colonists taking the name of â€Å"Patriots† to show their solidarity and opposition (â€Å"The American Revolution: Causes and Consequences,† p. 4). The Stamp Act was the first internal tax levied on the colonies and negatively affected influential lawyers, clergy, and printers, who would increase the sense of national unity and opposition to the crown. The Townshend Acts were a new tax levied on colonial imports, and those colonists in violation were forced to submit to a military trial instead of trial by jury in colonial court (Gordon, 1993). The Quartering Act also imposed upon colonists to provide food and shelter to British soldiers. These taxes and acts, mostly designed to create subordination amongst colonists, had the opposite effect. Colonist began to protest, and delegates from nine colonies even created a Stamp Act Congress in 1765 to protest British tax and boycott British goods. With widespread opposition continuing to grow, the Boston massacre enraging colonists, and the Intolerable Acts coming as the final blow, the First Continental Congress was formed in 1774 and the first steps towards complete national unity had been taken (Gordon, 1993). By 1776, the colonists were ready for a complete break from Britain, no matter the costs, even war against a world power. Despite being untrained and outgunned, the American colonists enjoyed many advantages that enabled them to win the war. The colonies were separated from Britain by 3000 miles of ocean with contacts maintained only by slow moving ships. This slow and sometimes non-existent communication only widened the gap between the genteel British nobility and forces in America. Although most colonists were British in origin, their environment had transformed them into Americans, with intimate knowledge of the makeup of the land. Interaction with Indians, the often difficult North American environment, and the feeling of independence from home rule created a situation in which the Americans were simply more motivated and willing to fight than their British counterparts. Furthermore, many Americans had come from countries hostile to Britain, contributing to the anti-British sentiment. Finally, and perhaps most importantly, a small but highly active minority resented the British monarchy and desired independence which inspired the country to fight. Likewise, the British authorities failed to comprehend the seriousness of colonial resolve. King George III, seeking to revive executive power in Britain, considered the colonists ungrateful and disloyal, rejected efforts at compromise, and pursued a policy of suppressing the colony by force (Gordon, 1993). Presented with a harsh, growing opposition from Britain, colonists began to see themselves as something unique—Americans. Their European way of living was modified by the American environment, especially the frontier with its great tracts of available land, its danger from the Indians, and its challenges from Nature. In adjusting to the new environment, the colonists were forced to change and it only aided their separation from British rule. They developed a spirit of individualism, self-reliance, independence, and faith in the future. With the passing of time, a new person emerged that was no longer a European, but an American in character and outlook (Gordon, 1993). This independent spirit did echo many of the ideals that encouraged British peasants centuries earlier to challenge the monarchy for increased rights, and may have been inevitable. The former British quest for independence saw the creation of the Magna Carta, Parliament, the passage of English Common Law, and eventually the English Bill of Rights during the Glorious Revolution of the late seventeenth century. American desire for self-rule and democracy was uniquely British in that regard, and the distance from the kingdom allowed the colonists to actively seek full independence in a way that the British common man could not. And, through perseverance and high ideals, the colonies succeeded in uniting to defeat their common enemy and create the United States of America.

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essays

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essays Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Established in 1981, the Linear Group is a airy and mission driven administration dedicated to meeting and transcending the demands of its clients and spouses. Embracing a doctrine that promotes reciprocally good strategic confederations with the purpose of blending the strengths and operational efficiencies of its venture spouses, Linear has enjoyed great success in its enterprise. Headquartered in Penang with offices in Kuala Lumpur and Petaling Jaya every bit good as a distribution web that spans across the Earth, Linear is today one of the taking warming, airing and air-conditioning ( HVAC ) solution suppliers in the ASEAN part. Flag-shipped by Linear Corporation Berhad, a public company listed on the Main Board of Bursa Malaysia ( The Malaysian Bourse ) . Linear offers market expertness in the countries of fabrication, selling, gross revenues and distribution of HVAC merchandises, multi-disciplinary technology services and incorporate HVAC solutions playing as a individual beginning supplier for Clients who require a comprehensive scope of HVAC merchandises and the technology expertness to develop substructure required to ease them. By incorporating the assorted activities under a diversified portfolio, the Linear Group has successfully evolved and reinvented itself to thrive and run into the challenges of a invariably altering planetary economic system. The Linear Group has achieved international acknowledgment. 1.2 Group Structure The inside informations of the subordinate companies of Linear Corporation Berhad ( 288687-W ) are as follows: LCI Global Sdn Bhd ( once known as Linear Cooling Industries Sdn Bhd ) Clasps Ko Lim BAC Sdn Bhd Linear Water Treatment Sdn Bhd Linear District Cooling ( GCC ) Sdn Bhd ( once known as Linear Ice Solutions Sdn Bhd ) Linear-TES Sdn Bhd ( once known as Linear Ventures Sdn Bhd ) PrimeAce Holdings Sdn Bhd District Cooling Systems Sdn Bhd Imux ( Asia ) Limited BAC Cooling Technology Sdn Bhd PrimeAce Venture Limited Clasps Unified Systems Pte Ltd Clasps Idea-Hub.com Limited Linear Water Tank Sdn Bhd Linear Composites Sdn Bhd Clasps Linear Complexs Marketing Sdn Bhd Linear Cooling Technology Sdn Bhd Linear Towerline ( M ) Sdn Bhd ( once known as Nihon Spindle ( M ) Sdn Bhd ) 1.3 Board Of Directors PERVEZ RUSTIM MANECKSHA @ PAUL MANECKSHA Chairman A ; Independent Non-Executive Director and member of the Audit Committee Mr Pervez Rustim Manecksha @ Paul Manecksha, a Malayan, aged 63, was appointed to the Board on 12 February 2007 and as Chairman on 2 June 2008. He is a Barrister-at-Law of the Honourable Society of the Inner Temple, London, United Kingdom. He was admitted as an Advocate and Solicitor of the High Court of Malaya in 1971 and has been in active jurisprudence pattern since so. He was besides admitted as a Barrister and Solicitor in Canberra, Australia in 1978. He is presently the Managing and Principal Partner of the jurisprudence house, PR Manecksha A ; Associates. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad ESWARAMOORTHY PILLAY S/O AMUTHER Executive Director Mr Eswaramoorthy Pillay S/O Amuther ( Bryann ) , a Singaporean, aged 43, was appointed to the Board on 8 December 2006 and as Executive Director on 26 December 2006. He holds a Maestro s Degree in Business Studies from the University of Newport, United States of America and has extended experience in the field of information engineering. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. MEVIN NEVIS A/L AF NEVIS Executive Director Mr Mevin Nevis A/L AF Nevis, a Malayan, aged 55, was appointed to the Board on 22 February 2008 and as Executive Director on 2 June 2008. He graduated from the INSEAD EURO ASIA International Management Programme in Fontainebleau, France and holds a Maestro s Degree in Business Administration, Executive Management. He started his calling with Standard Chartered Bank Berhad ( the Bank ) in 1972. Rising through the ranks under the Bank s Executive Management Trainee plan, he has held assorted executive and senior managerial places in the Bank during the period from 1980 to 2007 such as Branch Manager, Area Manager for Northern/Central Region, Head of Small A ; Medium Enterprises, Head of Large Local Corporations and Head of Product Management for Cash Management, Trade A ; Securities Services. From 1990 to 1992, he was assigned to the Bank s offices in Chicago and Los Angeles in the United States of America as Senior Relationship Manager for transnational corporate concerns. His las t poster before he left the Bank in October 2007 was as Director/Head of Transaction Banking. Thereafter, he joined the Linear Group in late 2007. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. KHOO ENG CHIN Independent Non-Executive Director A Mr. Khoo Eng Chin, a Malayan, aged 52, was appointed to the Board on 22 February 2010A as Independent Non-Executive Director.A He holds a Bachelor of Economics from La Trobe University, Victoria, Australia.A He started his calling with Malayan International Merchant Bankers Berhad ( MIMB ) in 1986.A He was involved in all facets of Corporate Advisory, Corporate Banking and Money Market operations.A He was with MIMB for 10 old ages and in 1996, he left MIMB as an Assistant Branch Manager to fall in ECM Libra Securities Sdn. Bhd. ( once known as Smith Zain Securities Sdn. Bhd. ) .A In 2004, he joined Kenanga Investment Bank as the Senior Manager, Corporate Finance and in October 2008, he left Kenanga Investment Bank as an Assistant Vice President.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A SAW HENG SOO Executive Director A Saw Heng Soo, a Malayan, aged 54, was appointed to the Board on 7 May 2010 as Executive Director.A He graduated with a Diploma in Commerce from Kolej Tunku Abdul Raman Malaysia in 1980 and completed his scrutiny of Association of Chartered Certified Accountants ( ACCA ) in 1981.A He has been a member of the ACCA in 1984 and Fellow of ACCA in 2001. Over the last 34 old ages of his calling, he had worked with the International Accounting Firms for 8 years.A He had besides served as Group Chief Accountant/Director of Subsidiaries with Chocolate Products Berhad for 5 years.A He was General Manager of Trade Ocean Exporter Sdn. Bhd. , an international nutrient exporter, for about 2 years.A He was Operations Manager of Berjaya Sports Toto Filipino Operationss for about 2 years.A He served as General Manager of Paragon Paper-Mill of Hai Meng Holdings Berhad for about 3 years.A He was appointed as Senior General Manager of Golden Frontier Berhad and subsequently promoted to Group Operations Director for 10 years.A He is presently attached to an investing keeping company as a Director and is non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A YAP CHEE KEONG Executive Director A Yap Chee Keong, a Malayan, aged 55, was appointed to the Board on 7 May 2010 as Executive Director.A He holds a Bachelor of Arts ( First Class Honours ) grade in Economicss from the University Of Leeds, United Kingdom ( 1978 ) .A He is besides a Chartered Accountant of the Institute of Chartered Accountants of Scotland ( 1981 ) .A He has scrutinizing experience in England from 1978 to 1981.A He besides has extended fiscal experience gained from his calling in merchandiser banking from 1981 to 1997 with Bumiputra Merchant Bankers Berhad.A He is now a Financial Adviser and Company Director.A He has served as a Director of several public listed companies but is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A NEOH CHEE KEAN Independent Non-Executive Director A Mr. Neoh Chee Kean, a Malayan, aged 56, was appointed to the Board on 7 May 2010 as Independent Non-Executive Director.A He graduated as a Chartered Accountant from ACCA in the United Kingdom in 1977 and was admitted as an Associate of ACCA in 1981 and a chap in 1986.A He was besides admitted as a member of the Malaysian Institute of Accountants in 1981.A He has more than 30 old ages of working experience in accounting, audit, finance, revenue enhancement, company secretarial and fabrication which he accumulated in an International Audit Firm, a transnational company and direction consultancy firms.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. Other Information of BOD None of the Directors are significant stockholders of the Company. There are no household relationships among the Directors and/or significant stockholders of the Company. None of the Directors has any struggle of involvement with the Company. None of the Directors has been convicted of any offense, other than traffic offenses, within the past 10 old ages. 1.4 Corporate Doctrine Our Strategic Vision Linear s passion is to be a prima multi-country industrial endeavor turning globally through winning partnerships in the field of chilling, warming and its related merchandises and services. Our purpose is to present entire client satisfaction by guaranting best quality and best cost through operational excellence and uninterrupted invention. Our Mission To be the leader in all related market sections Our Goal To be the high quality best cost leader in all our merchandises and services Our Corporate Values A ; Credo i Longevity in merchandise quality, concern partnerships and employee dealingss i Innovative in our pursuit for uninterrupted betterments and cost decreases i No barriers in communicating with our clients, spouses and employees iExcellence and entrepreneurship in all we do iAgile and fast in all our actions iResult orientated and honoring to our employees and stockholders 2.0 BUSINESS BACKGROUND 2.1 Core Businesss 1. Fabrication and distribution of HVAC merchandises ( capacitor, evaporator, chilling tower ) 2. Technology services, after gross revenues and care services, H2O intervention 3. Design, physique and run territory chilling workss What Linear Offers: Design and customisation District chilling works design Design audit and professional sentiment Customisation of system demands based on clients demands Construction HVAC equipment supplier District chilling works builder Testing and commissioning of territory chilling workss Controling and supervising systems Operationss District chilling works direction District chilling works public presentation optimization Water intervention services for chilling towers After gross revenues and services for all HVAC merchandises Support and ownership Linear will plan, concept and run territory chilling workss on a JV or ain Utility charges will be levied based on usage with a minimal up-take Market Reach Linear s solutions are widely used in: aˆ?A A A Central concern territories aˆ?A A A Industrial Parkss aˆ?A A A Shopping promenades aˆ?A A A Hotels aˆ?A A A Convention centres aˆ?A A A Railway Stationss aˆ?A A A Airports aˆ?A A A Hypermarkets and supermarkets aˆ?A A A Office edifices aˆ?A A A Universities aˆ?A A A Hospitals Major HVAC Product Clients Undertaking Portfolio 2.3.1 Bandar Perda, Seberang Prai Owner Aseania Linear District Cooling System Sdn Bhd ( 100 % owned by Linear ) Rated end product capacity of chilling works 18,000 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 22,000 square pes, individual degree, stand-alone edifice that contains three 1,905 ton centrifugal H2O hair-raisers, three 2,180 ton traffic circle screw compressors hair-raisers and 50,000 ton-hours of external thaw ice-based thermic storage. Plant in-service 2005 ( Phase 1 ) Linear Group s range Design, Build, Operate and Own Bandar Perda Plant Facility 2.3.2 The Curve A Owner Boustead Linear Corporation Sdn Bhd ( 40 % owned by Linear ; 60 % owned by Boustead Properties Berhad ) Rated end product capacity of chilling works 7,600 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 9,800 square pes, individual degree works built on the roof of the 5-storey edifice. stand-alone edifice that contains two 850 ton centrifugal H2O hair-raisers, three 1,224 ton traffic circle screw compressor double evaporator hair-raisers and 25,600 ton-hours of external thaw ice-based thermic storage. Plant in-service December 2004 Linear Group s range ( a ) A A technology, procurance and building ; and ( B ) A A sole operation, care and direction The Curve Plant Facility 2.4 The Business Partners IR CHUA KENG SENG B.E. ( Hons ) , MIEM, P.Eng. , MASHRAE. MMIM. CPP Our Leading A ; Executive Consultant for our HVAC merchandises and District Cooling Projects. Over the past 25 old ages, Ir. Chua has been responsible for the design and supervising of building for more than 5 territory chilling undertakings locally. Ir. Chua, a seasonal lector and tester for the topic of HAVC at assorted universities, has conducted huge classs and seminars on the topic of thermic storage, co coevals systems supplying for big chilling systems, cost economy schemes, energy transition, effectual care and problem shot, planing and be aftering air conditioning systems for clients and user edifices. Ir. Chua is one of the taking and preferable District Cooling Plant adviser in this part with a combined end product of his undertakings wholly more than 120,000 dozenss of chilling. 3.0 Corporate Administration 3.1 BOARD OF DIRECTORS 3.1.1 Board Responsibilities The Board assumes overall duty for the Group s corporate administration and retains full and effectual control over the Group s concerns and personal businesss. As such, it has reserved for itself a agenda of affairs for consideration and determination which include inter alia, the Group s strategic concern way and action programs, hazards direction and internal control steps to guarantee the proper behavior of operations, fiscal and operating efficiency and public presentation of all concern units every bit good as human resource capablenesss within the Group. 3.1.2 Board Composition The Board presently has 7 members consisting 3 Independent Non-Executive Directors, 1 Non-Executive Director and 3 Executive Directors. The composing reflects that 1/3 of its members are independent. Jointly, the Directors bring to the Company a wide mix of concern, direction, fiscal, legal, selling and proficient expertness and experience to supply clear and effectual leading for the Group. Brief descriptions on the background of the Directors are presented on pages 5 and 6 of this one-year study. 3.1.3 Board Balance The Board is presently led by the Chairman who is an Independent Non-Executive Director. The Chairman is chiefly responsible for the orderly and effectual behavior of the Board whilst the Executive Directors are responsible for the devising of twenty-four hours to twenty-four hours concern and operational determinations and execution of the Board policies in run intoing the ends, vision and way set by the Board. The Independent Non-Executive Directors are non involved in the daily direction of the Group but they play a cardinal back uping function, lending their accomplishments and cognition in all major affairs and issues referred to the Board for consideration and blessing. Their function is peculiarly of import in guaranting that affairs proposed to the Board will be to the full discussed and examined, taking into history the long term involvement of the Company s minority stockholders. Most significantly, their parts will supply an component of objectiveness and independent judge ment to the Board. Mr. Pervez Rustim Manecksha @ Paul Manecksha is presently the designated Senior Independent Non-Executive Director to whom affairs of concern may be conveyed. 3.2 Board Committees To heighten concern and operational efficiency every bit good as to be in line with the best patterns prescribed by the Code, the Board had delegated specific undertakings to 5 Board Committees, viz. Audit Committee, Nomination Committee, Remuneration Committee, Risk Management and Investment Committee and Employees Share Options Committee, the composings of which are as follows: 3.2.1 Audit Committee ( consisting wholly Independent Non-Executive Directors ) Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 3.2.2 Nomination Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.3 Remuneration Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.4 Risk Management and Investment Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.2.5 Employees Share Options Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.3 Appointments to the Board The Nomination Committee is charged with the responsibility to measure and reexamine the suitableness of campaigners nominated for assignment to the Board based on the campaigners makings, accomplishments and experience. In the class of this reappraisal, it will guarantee that the Board has the needed mix of accomplishments and experience for the effectual discharge of responsibilities. The Nomination Committee will so do its recommendations to the Board and the concluding determination on the assignment lies with the full Board. 3.4 Re-election of Directors Harmonizing to the Company s Articles of Association, all Directors appointed to the Board are capable to retirement at the first one-year general meeting of the Company. Thereafter, at least 1/3 of the Board is capable to retirement by rotary motion at every subsequent one-year general meeting provided that all Directors including the Managing Director shall retire one time in every 3 old ages in conformity with the Listing Requirements of Bursa Securities ( the List Requirements ) . The Articles of Association farther provides that all new Directors shall retire at the one-year general meeting subsequent to their assignment, and that all retiring Directors are eligible for re-election. The Board, upon the recommendation of the Nomination Committee, will usually put up the retiring Directors for re-election. The Directors standing for re-election at the forthcoming one-year general meeting are Mr. Khoo Eng Chin, Mr. Saw Heng Soo, Mr. Yap Chee Keong and Mr. Neoh Chee Kean. They are all eligible for re-election and have offered themselves for re-election. The Board, upon the recommendation of the Nomination Committee, has nominated the retiring Directors for re-election at the Company s forthcoming Sixteenth Annual General Meeting. 4.0 AUDIT COMMITTEE 4.1 Composition The Audit Committee of Linear Corporation Berhad presently comprises all Independent Non-Executive Directors viz. : Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 4.2 Footings Of Reference Of Audit Committee The Audit Committee is governed by the undermentioned Footings of Reference which are in line with the Malayan Code on Corporate Administration: 4.2.1 Composition of members The Board shall elect the Audit Committee members from amongst themselves consisting no fewer than three ( 3 ) managers. All members of the Audit Committee shall be non-executive managers who possess equal fiscal cognition to dispatch their maps efficaciously. A bulk of the Audit Committee members shall be independent managers. The term of office of the Audit Committee is three ( 3 ) old ages and may be re-nominated and appointed by the Board of Directors. In this regard, the Board adopts the definition of independent manager as defined under Bursa Securities s List Requirements. At least 1 member of the Audit Committee must be: ( a ) a member of the Malaysian Institute of Accountants ( MIA ) ; or ( B ) if he is non a member of MIA, he must hold at least three ( 3 ) old ages of working experience and: ( I ) he must hold passed the scrutinies specified in Part 1 of the 1st Agenda of the Accountants Act,1967 ; or ( two ) he must be a member of one ( 1 ) of the associations of comptrollers specified in Part II of the 1st Agenda of the Accountants Act, 1967 ; or ( degree Celsius ) fulfills such other demands as prescribed by the Exchange No alternate manager of the Board shall be appointed as a member of the Audit Committee. 4.2.2 Retirement and surrender If a member of the Audit Committee resigns, dies, or for any ground ceases to be a member with the consequence that the figure of members is reduced below three ( 3 ) , the Board shall within three ( 3 ) months of the event appoint such figure of the new members as may be required to make full the vacancy. 4.2.3 Chairman The Chairman of the Audit Committee, elected from amongst the Audit Committee members, shall be an independent manager. The Chairman of the Committee shall be approved by the Board of Directors. 4.2.4 Secretary The Secretary of the Audit Committee shall be the Company Secretary. The Secretary shall be responsible for pulling up the docket with concurrency of the Chairman and go arounding it, supported by explanatory certification to members of the Audit Committee prior to each meeting. The Secretary shall besides be responsible for maintaining the proceedingss of meetings of the Audit Committee, go arounding them to members of the Audit Committee and to the other members of the Board of Directors and for following up outstanding affairs. 4.2.5 Meetings The Audit Committee meetings shall be conducted at least four ( 4 ) times yearly, or more often as fortunes dictate. In add-on, the Chairman may name for extra meetings at any clip at the Chairman s discretion. In the absence of the Chairman, the other independent manager shall be the Chairman for that meeting. The members of the Audit Committee, General Manager ( Corporate Affairs, Finance and Administration ) , Finance Manager and the caput of internal audit will usually be in attending at the meetings. Representatives of the external hearers are to be in attending at meetings where affairs associating to the audit of the statutory histories and/or external hearers are to be discussed. Other Directors, officers and employees of the Company and/or Group may be invited to go to, except for those parts of the meetings where their presence is considered inappropriate, as determined by the Audit Committee. However, at least twice a twelvemonth the Audit Committee shall run into with the external hearers without any executive board member nowadays. Minutess of each meeting shall be kept and distributed to each member of the Audit Committee and besides to the other members of the Board of Directors. The Audit Committee Chairman shall describe on each meeting to the Board of Directors. 4.2.6 Quorum The quorum for the Audit Committee run intoing shall be the bulk of members present whom must be independent managers. 4.2.7 Reporting The Audit Committee shall describe to the Board of Directors, either officially in authorship, or verbally, as it considers appropriate on the affairs within its footings of mention at least one time a twelvemonth, but more often if it so wishes. The Audit Committee shall describe to the Board of Directors on any specific affairs referred to it by the Board for probe and study. 4.2.8 Objective The chief aim of the Audit Committee is to help the Board of Directors in dispatching its statutory responsibilities and duties associating to accounting and coverage patterns of the keeping company and each of its subordinates. In add-on, the Audit Committee shall: ( a ) evaluate the quality of the audits performed by the internal and external hearers ; ( B ) provide confidence that the fiscal information presented by direction is relevant, dependable and seasonably ; ( degree Celsius ) oversee conformity with Torahs and ordinances and observation of a proper codification of behavior ; ( vitamin D ) determine the quality, adequateness and effectivity of the Group s control environment ; and ( vitamin E ) develop and keep an effectual hazard direction system and procedures are applied in the twenty-four hours to twenty-four hours concern and activities. 4.2.9 Authority The Audit Committee shall, in conformity with a process to be determined by the Board of Directors and at the disbursal of the Company: ( a ) authorise to look into any activity within its footings of mention. All employees shall be directed to co-operate as requested by members of the Audit Committee ; ( B ) have full and unlimited/unrestricted entree to all information and documents/resources which are required to execute its responsibilities every bit good as to the internal and external hearers and senior direction of the Company and Group ; ( degree Celsius ) obtain, at the disbursal of the Company, other independent professional advice or other advice and to procure the attending of foreigners with relevant experience and expertness if it considers necessary ; ( vitamin D ) be able to convene meetings with the external hearers whenever deemed necessary ; ( vitamin E ) be able to do relevant studies when necessary to the relevant governments if a breach of the Listing Requirements occurred ; ( degree Fahrenheit ) be kept informed every bit shortly as possible of any inauspicious development originating from any event such material judicial proceeding ; and ( g ) the Audit Committee shall hold the power to set up Sub-Committee ( s ) and depute its powers to such Sub-Committee ( s ) for the intent of transporting out certain probes on its behalf in such mode as the Audit Committee deems fit and necessary and, to name any individual ( s ) as member ( s ) of the Sub-Committee ( s ) and/or as Head of Internal Audit who shall describe straight to the Audit Committee. 4.2.10 Duties and Duties The responsibilities and duties of the Audit Committee are as follows: ( a ) To reexamine the care and control of an effectual accounting system. ( B ) To reexamine the Group s public answerability and conformity with the jurisprudence. ( degree Celsius ) To reexamine and measure the adequateness and effectivity of the internal and external audit processs, and to guarantee that they have the necessary authorization to transport out their work. ( vitamin D ) To measure the quality of external hearers and do recommendations refering their assignment and wage and to see the nomination of a individual or individuals as external hearers. ( vitamin E ) To supply affair between the external hearers, the direction and the Board of Directors and besides to reexamine the aid given by the direction to the external hearers. ( degree Fahrenheit ) To reexamine the findings of the internal and external hearers and to guarantee that appropriate actions are taken on the recommendations of the hearers. ( g ) To reexamine the quarterly consequences and fiscal statements and one-year study prior to entry to the Board of Directors. ( H ) To supervise and to reexamine any related party minutess that may originate within the Group and to describe, if any minutess between the Group and any related party outside the Group which are non based on arms-length footings and on footings which are disadvantageous to the Group. ( I ) To verify the allotment of portion options under the Employees Share Option Scheme ( ESOS ) as being in conformity with the standards set out in the ESOS By-Laws. ( J ) To describe its findings on the fiscal and direction public presentation, and other stuff affairs to the Board of Directors. ( K ) To move in line with the waies of the Board of Directors. ( cubic decimeter ) To see and analyze such other affairs as the Audit Committee considers appropriate. ( m ) To reexamine the studies of direction in relation to the unity and adequateness of the procedure for placing chief hazards and guarantee the execution of appropriate systems to pull off these hazards. ( N ) To reexamine any assessment or appraisal of the public presentation of members of the internal audit map who are full-time employees of the Group, if any. ( O ) To O.K. any assignment or expiration of senior staff members of the internal audit map who are fulltime employees of the Group, if any. ( P ) To take awareness of surrenders of internal audit staff members who are full-time employees of the Group, if any, and supply such resigning staff member an chance to subject his/her grounds for vacating. 5.0 THE RELATED EVENT 5.1 Reports from Audit Committee The Audit Committee met 5 times during the fiscal twelvemonth ended 31 December 2009 and has met with the external hearers twice in the same fiscal twelvemonth without the presence of any executive board member. All Audit Committee meetings were punctually convened with sufficient notice given to all Committee members together with the docket, studies and proposals for deliberation at the meetings. Detailss of attending of the Audit Committee members at the Audit Committee meetings held during the twelvemonth ended 31 December 2009 are as follows: Audit Committee Member Attendance Pervez Rustim Manecksha @ Paul Manecksha 5 out of 5 Heinrich August Diehl ( Resigned: 11.09.09 ) 2 out of 4 Kok Seng Loong ( Resigned: 14.09.09 ) 4 out of 4 See Keng Leong ( Appointed: 11.09.09, Resigned: 12.11.09 ) Not applicable Chan Weng Kwong ( Appointed: 11.09.09, Resigned: 23.12.09 ) 1 out of 1 Khoo Eng Chin ( Appointed 22.02.10 ) Not applicable Neoh Chee Kean ( Appointed 07.05.10 ) Not applicable Summary Of Activities Of The Audit Committee During the fiscal twelvemonth ended 31 December 2009, the Audit Committee carried out the undermentioned activities in the discharge of its responsibilities: aˆ? Reviewed wholly unaudited quarterly fiscal consequences and the audited fiscal statements of the Company before urging them to the Board for blessing ; aˆ? Reviewed the external hearers range and attack of audit as presented in their audit program before beginning of audit ; aˆ? Reviewed the external hearers audit study and considered the countries of concern raised by the external hearers ; aˆ? Reviewed all recurrent related party minutess on a quarterly footing ; aˆ? Reviewed the position of employees portion option allotments on a quarterly footing. aˆ? Verified the allotment of options pursuant to Employee Share Option Scheme ( ESOS ) of the Company. The Audit Committee noted that the Company has a sum of 1,137,000 portions available under the Company s ESOS to the employees of the Company and the options have non been exercised as at 31 December 2009. The exercising monetary value of the ESOS portions is RM1.16 and the ESOS is valid until 13 August 2013. 5.2 Internal Audit Function The internal audit map is independent of the auditable countries in the organisation and study to the Audit Committee. The duties include reexamining the adequateness of the systems of internal controls and measuring the assorted fiscal and operational hazards faced by the organisation. 5.3 Statement On Internal Control The Board of Directors ( Board ) of Linear Corporation Berhad ( Linear ) is pleased to put out below the Statement of Internal Control pursuant to paragraph 15.27 ( B ) of the Listing Requirements of Bursa Malaysia Securities Berhad ( Bursa Securities ) . It is prepared in conformity with Bursa Securities Statement of Internal Control Guidance for Directors of Public Listed Companies. The Board acknowledges its duty to keep a sound system of internal controls to safeguard the Linear Group ( the Group ) s assets in conformity with the Malayan Code on Corporate Governance ( the Code ) . The Board is committed to taking appropriate enterprises to further beef up the transparence, answerability and efficiency of the Group s operations. The Board believes that the pattern of good corporate administration is an of import uninterrupted procedure and non merely a affair to be covered as conformity in its one-year study. 5.3.1 Board Duty The Board affirms the overall duty for keeping a sound system of internal controls and for reexamining its adequateness and unity so as to safeguard stockholders investing and the Group s assets. Due to built-in restrictions in any system of internal control, the system is designed to pull off and command hazard suitably instead than extinguish the hazard of failure to accomplish concern aims. Consequently, the internal control system provides sensible confidence and non absolute confidence against material misstatement or loss, and hence hazards should be continually monitored and managed at all times. The Board takes awareness of the betterment points highlighted by the external hearers and recognizes that reexamining and heightening the Group s system of internal control is a go oning procedure. 5.3.2 Internal Control Cardinal elements of the system of internal controls are as follows: Operating construction with clearly defined lines of duty The operating construction includes defined deputation of responsibilities and duties to the assorted Board Committees, the Executive Board members, the Management and runing units. Independence of the Audit Committee The Audit Committee, which comprises wholly Independent Non-Executive Board members, holds regular meetings to consider on audit findings and recommendations and studies to the Board. Employee competence Proper processs are in topographic point in regard of enlisting and expiration of employees. Emphasis is placed on the quality and abilities of employees with go oning instruction, preparation and development being actively encouraged through assorted plans. Fiscal coverage Regular monitoring and reappraisal of fiscal consequences by the Management and preparation of action programs to turn to countries of concern before they are being reported to the Audit Committee and the Board. Insurance Adequate insurance on major assets such as stocks, edifices and machineries belonging to the Group, is in placed to guarantee that the Group is sufficiently covered against any bad luck that may ensue in stuff losingss impacting the Group. Failings in Internal Controls that Results in Material Losses There were no stuff or important losingss incurred during the fiscal twelvemonth ended 31 December 2009 as a consequence of failing in internal control. Notwithstanding, the Board remains committed to beef up the Group s control environment and procedures and its pursuit for uninterrupted betterment is ongoing and, appropriate action programs will be put in topographic point, when necessary, to farther heighten the Group s system of internal controls. 5.3.3 Statement On Internal Audit Function Due to the Group s restructuring exercising, we were unable to prosecute an independent organic structure to set about the internal audit map. However, this map will be filled for the fiscal twelvemonth 2010. 5.4 Reports from Hearer 5.4.1 Report on the Financial Statements We have audited the fiscal statements of Linear Corporation Berhad, which comprise the balance sheets as at December 31, 2009 of the Group and of the Company, and the income statements, statements of alterations in equity and hard currency flow statements of the Group and of the Company for the twelvemonth ended December 31, 2009, and a sum-up of important accounting policies and other explanatory notes, as set out on pages 31 to 89. Directors Duty for the Financial Statements The managers of the Company are responsible for the readying and just presentation of these fiscal statements in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia. This duty includes designing, implementing and keeping internal control relevant to the readying and just presentation of fiscal statements that are free from material misstatement, whether due to fraud or mistake ; choosing and using appropriate accounting policies ; and doing accounting estimations that are sensible in the fortunes. Hearers Duty Our duty is to show an sentiment on these fiscal statements based on our audit. We conducted our audit in conformity with sanctioned criterions on scrutinizing in Malaysia. Those criterions require that we comply with ethical demands and program and execute the audit to obtain sensible confidence whether the fiscal statements are free from material misstatement. An audit involves executing processs to obtain audit grounds about the sums and revelations in the fiscal statements. The processs selected depend on our judgement, including the appraisal of hazards of material misstatement of the fiscal statements, whether due to fraud or mistake. In doing those hazard appraisals, we consider internal control relevant to the Company s readying and just presentation of the fiscal statements in order to plan audit processs that are appropriate in the fortunes, but non for the intent of showing an sentiment on the effectivity of the Company s internal control. An audit besides includes measuri ng the rightness of accounting policies used and the rationality of accounting estimations made by the managers, every bit good as measuring the overall presentation of the fiscal statements. We believe that the audit grounds we have obtained is sufficient and appropriate to supply a footing for our audit sentiment. Emphasis of Matter Without measure uping our sentiment, we draw our attending to Note 23 of the notes to the fiscal statements that the Group had defaulted on the bank adoptions. The direction is presently in the procedure of negociating to dispose certain belongings, works and equipment and prepaid land rental to refund the bank adoptions. Footing for Qualified Opinion We are unable to fulfill ourselves on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. Qualified Opinion In our sentiment, except for the effects on the fiscal statements of the affair described in the Basis for Qualified Opinion paragraph, the fiscal statements have been decently drawn up in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia so as to give a true and just position of the fiscal place of the Group and of the Company every bit at December 31, 2009 and of their fiscal public presentation and hard currency flows for the twelvemonth so ended December 31, 2009. Report on Other Legal and Regulatory Requirements In conformity with the demands of the Companies Act 1965 in Malaysia, we besides report the followers: ( a ) In our sentiment, the accounting and other records and the registries required by the Act to be kept by the Company and its subordinates of which we have acted as hearers have been decently kept in conformity with the commissariats of the Act. ( B ) We have considered the histories and the hearers studies of the subordinates of which we have non acted as hearers, which are indicated in Note 9 ( B ) of the notes to the fiscal statements. ( degree Celsius ) We are satisfied that the histories of the subordinates that have been consolidated with the Company s fiscal statements are in signifier and content appropriate and proper for the intents of the readying of the fiscal statements of the Group and we have received satisfactory information and accounts required by us for those intents. ( vitamin D ) The audit study on the histories of LCI Global Sdn. Bhd. ( once known as Linear Cooling Industries Sdn. Bhd. ) contains qualified sentiment made under Section 174 ( 3 ) of the Act. The audit study of staying subordinates did non incorporate any making or any inauspicious remark made under Section 174 ( 3 ) of the Act. Other Matters This study is made entirely to the members of the Company, as a organic structure, in conformity with Section 174 of the Companies Act 1965 in Malaysia and for no other intent. We do non presume duty to any other individual for the content of this study. The fiscal statements for the preceding twelvemonth were audited by another house and are presented simply for comparative intents. 6.0 Determination OF THE CASE OF LINEAR The fiscal statement of Linear Corporation get downing in 2005 shows that company was in fiscal hurt. They are loss about RM 50 million. In 2006, the company was reported a net loss about RM 20 million. However, the conditions of fiscal in 2007 become better. The company was reported net net income about RM 4 million. But, in 2008 the fiscal place cyberspace net income was decrease RM 700 1000. Then, the fiscal statement in 2009 shows a bad place. The company was reported net loss about RM 17 million. Therefore no dividend has been recommended, paid or declared by the Company since the terminal of the old fiscal twelvemonth. The company has released their one-year study to the populace on the 4th of June 2010. From the one-year study the hearer mentioned that they are unable to fulfill their egos on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. This company is in fiscal hurt when Bursa Malaysia issued PN17. Companies that fall within the definition of PN17 will necessitate to subject their proposal to the Approv ing Authority to reconstitute and resuscitate the company in order to keep the listing position. After the company has released their one-year study to the populace, the hearer was uncovering the fraud made by board of manager. The company job began when the former manager Alan Rajendram has signed a missive of award with Global Investment Group ( GIG ) on December 29, 2009 for the dome undertaking and was paid to GIG as public presentation consideration for a RM1.6 billion King Dome undertaking. The undertaking of King Dome is the chilling works that would be providing chilled H2O for the air-conditioning system in Manjung Perak. He has informed the board of managers after he has transferred out the money. In February 2010, the internal hearers advised the GIG to return the money, which the latter followed through. This is because the money could non be transferred without the blessing of the board. Again Alan Rajendram has transferred out the money of RM36 million one time more to GIG in April without advising the board. He gives account was that there was force per unit area from GIG on him to reassign the money to be used as a public presentation consideration payment for the RM1.6 billion King Dome undertaking. Therefore, he used the bossy mode to do the determination. This happen because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Harmonizing to Linear Corp executives manager Mervis Nevis, prior to this, for three old ages, they were no proper processs for undertaking to be prepared and submitted for blessing. Linear s problems began when there was no advancement made after the company signed a missive of award with GIG on Dec 29, 2009 for the dome undertaking and the RM 36 million was paid out to GIG as public presentation consideration . Besides that, Linear defaulted on its loan duties. Harmonizing to Executive manager C.K. Yap, the payment to GIG was to demo that Linear Corporation had the ability to set about the King Dome undertakings. The company now wanted to sell its chilling system-manufacturing works in Prai Industrial Estate and used the returns as working capital. The company besides would analyze whether the King Dome undertaking was still feasible. If the undertaking can continue, there will no job in acquiring funding. If it non, Rajendram had given an insurance missive to state that the RM 36 million will be returned to Linear by November 30. Bursa Malaysia was instantly appoint a particular hearer to look into the company, peculiarly its fiscal affairs and place any possible abnormalities. When the instance began, the executive manager of a public listed company was charged in the Sessions Court on five charges of abetting three persons to rip off and perpetrate condemnable breach of trust ( CBT ) affecting nine million portion amounting to RM 23 million. Harmonizing to instance of Linear Corporation, the anterior job in this company was weak in internal control. The transportation of money can easy be made because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Linear besides acknowledging its recent job were self-inflicted by internal failings. To work out this job, there were calls for one-year general meeting. From this AGM, they will transport on with their restructuring exercising with the usual model of capital decrease, decrease of liability followed by injection of new equity financess. The 2nd resort is to retrieve the money from its former manager Alan Rajendram Jeya Rajendram, who has issued a statutory declaration and a missive of insurance ( LOI ) on June 17 to present the undertaking or indemnify the company in the event of any losingss. He has until Nov 30 to make so. Linear will reconstitute attempts include fastening other loopholes, with any determinations affecting more than RM10,000 necessitating the blessing of the board. Therefore, all contractual agreements must besides be vetted and prepared by external legal advisors before being brought to the board for deliberation. 7.0 Decision BKAF 5043 FINANCIAL ACCOUNTING THEORY AND REPORTING PRACTISES Case Study: LINEAR CORPORATION BHD. PREPARED FOR: PN. ROHANA @ NORLIZA YUSOF Prepared BY: NURUL FARIDA BINTI ABDULLAH ( 801920 ) ZURAINI BINTI ZAKARIAH ( 802990 ) Date ON SUBMISSION: 1 AUGUST 2010

Grumman F9F Panther in the Korean War

Grumman F9F Panther in the Korean War Having had success in building fighters for the US Navy during World War II with models such as the F4F Wildcat, F6F Hellcat, and F8F Bearcat, Grumman began work on its first jet aircraft in 1946. Responding to a request for a jet-powered night fighter, Grummans first effort, dubbed G-75, intended to utilize four Westinghouse J30 jet engines mounted in the wings. The large number of engines was necessary as the output of early turbojets was low. As the design progressed, advances in technology saw the number of engines reduced to two. Designated XF9F-1, the night fighter design lost a competition to the Douglas XF3D-1 Skyknight. As a precaution, the US Navy ordered two prototypes of the Grumman entry on April 11, 1946. Recognizing that the XF9F-1 had key flaws, such as a lack of space for fuel, Grumman commenced evolving the design into a new aircraft. This saw the crew reduced from two to one and the elimination of night-fighting equipment. The new design, the G-79, moved forward as a single-engine, single-seat day fighter. The concept impressed the US Navy which amended the G-75 contract to include three G-79 prototypes. Development Assigned the designation XF9F-2, the US Navy requested that two of the prototypes be powered by the Rolls-Royce Nene centrifugal-flow turbojet engine. During this time, work was moving forward to allow Pratt Whitney to build the Nene under license as the J42. As this had not been completed, the US Navy asked that the third prototype be powered by a General Electric/Allison J33. The XF9F-2 first flew on November 21, 1947 with Grumman test pilot Corwin Corky Meyer at the controls and was powered by one of the Rolls-Royce engines. The XF9F-2 possessed a mid-mounted straight-wing with leading edge and trailing edge flats. Intakes for the engine were triangular in shape and situated in wing root. The elevators were mounted high on the tail. For landing, the aircraft utilized a tricycle landing gear arrangement and a stinger retractable arresting hook. Performing well in testing, it proved capable of 573 mph at 20,000 feet. As trials moved forward, it was found that the aircraft still lacked the necessary fuel storage. To combat this issue, permanently mounted wingtip fuel tanks were mounted to the XF9F-2 in 1948. The new aircraft was named Panther and mounted a base armament of four 20mm cannon which were aimed using a Mark 8 computing optical gunsight. In addition to the guns, the aircraft was capable of carrying a mix of bombs, rockets, and fuel tanks under its wings. In total, the Panther could mount 2,000 pounds of ordnance or fuel externally, though the due to a lack of power from the J42, F9Fs seldom launched with a full load. Production: Entering service in May 1949 with VF-51, the F9F Panther passed its carrier qualifications later that year. While the first two variants of the aircraft, the F9F-2 and F9F-3, differed only in their power plants (J42 vs. J33), the F9F-4 saw the fuselage lengthened, tail enlarged, and the inclusion of the Allison J33 engine. This was later superseded by the F9F-5 which used the same airframe but incorporated a license-built version of the Rolls-Royce RB.44 Tay (Pratt Whitney J48). While the F9F-2 and F9F-5 became the main production models of the Panther, reconnaissance variants (F9F-2P and F9F-5P) were also constructed. Early in the Panthers development, concern arose regarding the aircrafts speed. As a result, a swept-wing version of the aircraft was also designed. Following early engagements with the MiG-15 during the Korean War, work was accelerated and the F9F Cougar produced. First flying in September 1951, the US Navy viewed the Cougar as a derivative of the Panther hence its designation as F9F-6. Despite the accelerated development timeline, F9F-6s did not see combat in Korea. Specifications (F9F-2 Panther): General Length: 37 ft. 5 in.Wingspan: 38 ft.Height: 11 ft. 4 in.Wing Area: 250 ft ²Empty Weight: 9,303 lbs.Loaded Weight: 14,235 lbs.Crew: 1 Performance Power Plant: 2 Ãâ€" Pratt Whitney J42-P-6/P-8 turbojetCombat Radius: 1,300 milesMax. Speed: 575 mphCeiling: 44,600 ft. Armament 4 Ãâ€" 20 mm M2 cannon6 Ãâ€" 5 in. rockets on underwing hardpoints or 2,000 lbs. of bomb Operational History: Joining the fleet in 1949, the F9F Panther was the US Navys first jet fighter. With the US entry into the Korean War in 1950, the aircraft immediately saw combat over the peninsula. On July 3, a Panther from USS Valley Forge (CV-45) flown by Ensign E.W. Brown scored the aircrafts first kill when he downed a Yakovlev Yak-9 near Pyongyang, North Korea. That fall, Chinese MiG-15s entered the conflict. The fast, swept-wing fighter out-classed the US Air Forces F-80 Shooting Stars as well as older piston-engine aircraft such as the F-82 Twin Mustang. Though slower than the MiG-15, US Navy and Marine Corps Panthers proved capable of combating the enemy fighter. On November 9, Lieutenant Commander William Amen of VF-111 downed a MiG-15 for the US Navys first jet fighter kill. Due to the MiGs superiority, the Panther was forced to hold the line for part of the fall until the USAF could rush three squadrons of the new North American F-86 Sabre to Korea. During this time, the Panther was in such demand that the  Navy Flight Demonstration Team (The Blue Angels) was forced to turn over its F9Fs for use in combat. As the Sabre increasingly took over the air superiority role, the Panther began to see extensive use as a ground attack aircraft due to its versatility and hefty payload. Famous pilots of the aircraft included future astronaut John Glenn and Hall of Famer Ted Williams who flew as wingmen in VMF-311. The F9F Panther remained the US Navy and Marine Corps primary aircraft for the duration of the fighting in Korea. As jet technology rapidly advanced, the F9F Panther began to be replaced in American squadrons in the mid-1950s. While the type was withdrawn from frontline service by the US Navy in 1956, it remained active with the Marine Corps until the following year. Though used by reserve formations for several years, the Panther also found use as a drone and drone tug into the 1960s. In 1958, the United States sold several F9Fs to Argentina for use aboard their carrier ARA Independencia (V-1). These remained active until 1969. A successful aircraft for Grumman, the F9F Panther was the first of several jets the company provided for the US Navy, with the most famous being the F-14 Tomcat.

The mechanism of learning Assignment Example | Topics and Well Written Essays - 1500 words

The mechanism of learning - Assignment Example At its most basic level, this method of processing and storing is 'rote learning'. But not everything is learnt by rote alone; people learn by 'understanding' as well. This is because the brain forms constructs or patterns out of the processed information. As more information is processed, not only are new constructs created, but they are linked to existing ones. This is how people make 'sense' out of new information. This is how children make the transition from rote-learning to learning-by-understanding. Moreover, research in psychology shows that not all people make 'sense' out of learning the same way. A teacher who believes that students learn in one particular manner, and teaches accordingly, would end up 'teaching' only those students who learn in that manner; the students who have different learning abilities will stand to lose for no fault of theirs (Petty, 2004, chap. 1). This difference in learning abilities of students and the customisation of teaching methods that incorp orates this difference is termed Differentiation (Petty, 2004, p. 541). This essay will explore a few concepts of learning, a few teaching methods that benefit students with different learning abilities, and how some barriers in teaching and learning can be overcome. It will also look at a few strategies that help assess teaching and learning. right-brain and left-brain processors. ... When people learn, they show preferences in the usage of the two parts of the brain. Right-brain processors learn through images, and they prefer to be given the whole picture. They have to know how a particular subject fits into the larger frame of things, to feel comfortable while learning. Contrastingly, left-brain processors prefer verbal teaching and like to break down the subject into smaller, logical bits. They like structure and order, preferring to piece the bits together in a logical sequence to create the big picture. This dichotomy can prove to be a problem. Right-brain processors will display 'learning difficulties', if they are taught exclusively verbally and sequentially, which is the most common method of teaching used. Petty says that the best learning, results from teaching methods that cater to both right and left brain processors because "right- and left-brain approaches are not interchangeable alternatives, [but] are complimentary." (2004, pp. 142-146) visual, auditory and kinaesthetic (vak) learning styles. Just like how people prefer different methods of processing information inside the brain, people also have preferences for accepting information through the senses, namely, visual, auditory and kinaesthetic. Visual learners like to learn through images, charts, videos, mind maps, models, and they are mostly right-brain processors. Auditory learners like to learn through teacher-talk, lectures, seminars and they are mostly left-brain processors. They prefer information that is logical and sequential. Kinaesthetic learners learn through touching, feeling and doing things by themselves; they prefer hands-on experience, like making models, using tools and computers, doing a demonstration for other students, dismantling a device and

Early Development and Statehood Research Paper Example | Topics and Well Written Essays - 250 words

Early Development and Statehood - Research Paper Example The region was also had resources such as fur that were good for trade (Tennessee 359). The political development in Tennessee offered a clear reflection of the experience of political development in the thirteen British colonies. The region was characterized by political upheavals and separations calls. As a result, there was no common political voice of the inhabitants. Moreover, the government of the day was also in disarray and sometimes offered support to some of the colonial masters. As a result, the region was divided based on semi-autonomous government common among thirteen British colonies (Tennessee 360-366). Various conditions in Tennessee prompted its application for statehood in 1795-1796. One of such conditions was the Tennesseans inability to gain political voice in the region (366). As a result, they felt that there would be increased political participation by gaining of statehood. The inhabitants also lacked the kind of protection that was evident from organized form of government. The protection was also once Northern Carolina disowned the six settlements making them vulnerable (Tennessee 366). Moreover, the government under the Article of Confederation was also perceived as weak and hence unable to guarantee security and well-being of the people. The inhabitants also had an established form of self-government and felt that they could now be able to take political matters in their hands. Moreover, there was decreased frontier warfare. The decreased rivalry made it possible for a leader to translate the region into a new state that had structured regime and constitution (Tennesse e 368). The factors made it possible for the application of admission by the congress. In conclusion, it is clear that Tennessee went through a rigorous process before admission into statehood. The process was characterized by