Mob Mentality

Mob mentality, or mob psychology, has been observed in numerous rock concerts and sports events in the United States, which often ends in riots and numerous people trampled to death. These events imply that there are certain influences exerted by a group that affect a person's behavior (Waddington & King, 2005). The effect of these observations is the conduct of many studies and theories in the field of social psychology.As early as 1895, Le Bon, who was writing about crowd psychology, published his work entitled, The Crowd: A Study of the Popular Mind. His work posits that people who form a large crowd lose their conscious personalities, and these are â€Å"replaced by a sinister uncivilised and potentially barbaric ‘collective mind (Waddington & King, 2005).’†The concept of mob psychology is rooted on the idea that the persons involved are burdened with an incapacity for self-control. Thus, these people who are susceptible of being part of the mob easily succumb to pressures, influences, and temptations (Feasibility and Admissibility of Mob Mentality Defenses, 1995).The perceived reason underlying mob mentality is classified into three complementary mechanisms. First among these is anonymity. A person who usually acts as a distinct person is prevented from behaving badly because his actins would be associated with himself alone. However, a person who loses his personality and becomes merely a part of large crowd becomes anonymous, making him feel liberated from personal responsibility from their actions (Waddington & King, 2005).Another mechanism involved in crowd disorder is suggestibility. Le Bon asserts that people in a group become â€Å"less resistant to the ‘hypnotic’ powers of suggestion.† Thus, the mob is compelled into engaging in abnormal and unsavory behavior. This mechanism suggested by Le Bon is built upon by Allport in 1924, who suggested that mob psychology involves â€Å"social facilitation† where by mutual stimulation causes the overriding of customary self-restraint exercised by people in normal circumstances (Waddington & King, 2005).  Finally, there is contagion. This mechanism refers to the fact that the â€Å"†high emotions spread contagiously† as if such effect is inevitable. This leads to the often-observed violent frenzy of mobs (Waddington & King, 2005).Mob mentality is a defense against criminal liability, and is based on psychological theory. In technical terms, it is referred to as Mob Violence Proclivity Syndrome. It belongs to other psychological defenses to criminal liability, such as child sexual abuse syndrome and rape trauma syndrome (Feasibility and Admissibility of Mob Mentality Defenses, 1995).The idea is that group criminal behavior is explained by the tendency of humans to get caught up in the excitement of situations and people such that they are unable to make meaningful, real, and rational decisions about their behavior (Feasibility a nd Admissibility of Mob Mentality Defenses, 1995).The legal community has observed the effects of an understanding of this human behavioral tendency on public policy, the law, and criminal liability. Whereas in the old times, crimes committed by a group had been made graver by the fact that several people participated in the act, nowadays, such fact is used to mitigate criminal liability of the offenders.Thus, the fact that people who merely followed the mob did not have the opportunity to make rational choices about their actions is enough to help them negate or avoid criminal responsibility for their acts (Feasibility and Admissibility of Mob Mentality Defenses, 1995). This particular effect of the psychological concept of mob mentality raises serious concerns on public policy and the law.ReferencesFeasibility and Admissibility of Mob Mentality Defenses. (1995). Harvard Law Review 108(5),   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1111-1126.Waddington, D. & King, M. (2005). The Diso rderly Crowd: From Classical PsychologicalReductionism to Socio-Contextual Theory – The Impact on Public Order Policing   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Strategies. The Howard Journal 44 (5), 490–503

New Example Final Exam Table

UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 1 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 07/05/2013 TUESDAY 1 Session 09:00 AM Code IBB42303 IED11203 IFD30104 IMD21503 Name COMPUTER VISION PRINCIPLES OF ELECTRIC CIRCUITS CCNA 4:WAN TECHNOLOGY WEB DESIGN Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 Tot. Stud. Venue Seat 20 – 35 44 – 50 13 – 35 1 – 19 1 – 50 6 – 12 1 – 50 5-5 1 – 85 1 – 37 1-1 1 – 50 38 – 50 36 – 43 2 – 50 Total 16 7 23 19 50 7 50 1 85 37 1 50 13 8 49 16 1805/06 7 1007/08 23 1007/08 69 1805/06 1807/08 IMD21603 INSTRUCTIONAL DESIGN MIIT L01 7 1007/08 2007/08 INB24302 PROJECT MANAGEMENT MIIT MIIT L01 L01 1 1007/08 WBB10202 INNOVATION MANAGEMENT 122 Level29 2005/06 L02 64 2406/07 2404/05 2005/06 L03 57 1007/08 2406/07 Total 2 02:00 PM IAB40803 PORTFOLIO DESIGN AND MANAGEMENT MIIT L01 416 5 1807/08 44 – 48 5 UNIVERSITI KUALA L UMPUR Report ID : PQR004 Page : 2 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 07/05/2013 TUESDAY 2 Session 02:00 PM Code IGB30303 Name CYBER LAW Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 20 1 – 50 1 – 50 1 – 48 21 – 50 85 – 85 49 – 50 33 – 58 59 – 84 1 – 50 1-7 8 – 36 37 – 50 1 – 31Total 20 50 50 48 30 1 2 26 26 50 7 29 14 31 120 2007/08 1805/06 2005/06 L02 78 2404/05 2007/08 IGD20103 IGD20302 IGD21302 IMB11703 ITD10103 MATHEMATICS 3 MATHEMATICS FOR TECHNOLOGIES 3 TECHNICAL MATHEMATICS 3 INTRODUCTION TO MULTIMEDIA FUNDAMENTALS OF PROGRAMMING MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 1 2 Level29 1807/08 26 Level29 26 Level29 57 2406/07 805/06 L02 L03 29 805/06 45 805/06 807/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 3 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 07/05/2013 TUESDAY 2 Session 02:00 PM C ode ITD10903 Name C# PROGRAMMING Institute MIITGroup L01 L02 Tot. Stud. Venue Seat 1 – 47 48 – 50 1 – 48 32 – 50 49 – 49 49 – 50 1 – 32 Total 47 3 48 19 1 2 32 47 1007/08 51 1007/08 1005/06 L03 22 807/08 2404/05 1005/06 ITD21003 JAVA PROGRAMMING MIIT L01 Total 32 Level29 541 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 4 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 08/05/2013 WEDNESDAY 3 Session 09:00 AM Code IBB21103 IBB42703 ICB41303 IDB40203 Name SIGNALS AND SYSTEMS PATTERN RECOGNITION PROJECT MANAGEMENT FOR E-COMMERCE PROJECT MANAGEMENT Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 Tot. Stud. VenueSeat 1 – 30 47 – 50 49 – 50 1 – 50 1-5 1 – 50 6 – 85 1-1 26 – 47 1 – 50 1-9 31 – 42 48 – 50 Total 30 4 2 50 5 50 80 1 22 50 9 12 3 30 2406/07 4 2 2404/05 2406/07 105 1807/08 Level29 1805/06 L02 81 Level29 1007/08 IEB20503 IFD20703 INTRODUCTION TO FINANCE UNIX PROGRAMMING MIIT MIIT L01 L01 22 1007/08 59 2005/06 2404/05 IKB41203 IKB41303 ADVANCED CYBER FORENSICS PROJECT MANAGEMENT FOR INFORMATION SECURITY SOFTWARE ENGINEERING PROJECT MANAGEMENT MIIT MIIT L01 L01 12 2406/07 3 1007/08 ISB41403 MIIT L01 6 2406/07 43 – 48 6 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 5 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule FinalSemester January 2013 Date 08/05/2013 WEDNESDAY 3 Session 09:00 AM Code Name Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1 – 11 2-8 12 – 50 10 – 46 15 – 15 1 – 45 1 – 28 46 – 50 9 – 14 29 – 50 Total 50 11 7 39 37 1 45 28 5 6 22 WEB10302 FUNDAMENTAL ENGLISH 61 2007/08 807/08 L02 46 1007/08 807/08 L03 WQD10102 TECHNICAL MATHEMATICS 1 WQD10103 TECHNICAL MATHEMATICS 1 MIIT MIIT L01 L01 L02 37 2404/05 1 1007/08 45 1005/06 33 805/06 1005/06 L03 28 1007/08 805/06 Total 4 02:00 PM IBB12503 ICB46703 IFD2080 2 ELECTROMAGNETICS FOR ENGINEERS SECURITY FOR ECOMMERCE PROJECT MANAGEMENT MIIT MIIT MIIT L01 L01 L01 75 12 1807/08 4 1807/08 1 – 12 19 – 22 25 – 36 1 – 50 23 – 50 35 – 49 37 – 40 12 4 12 50 28 15 4 62 2007/08 805/06 IGB22302 IMB20803 INB24203 INTRODUCTION TO ECONOMETRICS WEB-BASED AUTHORING JAVA PROGRAMMING MIIT MIIT MIIT L01 L01 L01 28 1807/08 15 807/08 4 2007/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 6 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 08/05/2013 WEDNESDAY 4 Session 02:00 PM Code INB47302 INB47303 INB47703 ISB16003 Name REAL-TIME SYSTEM REAL-TIME SYSTEM DIGITAL SIGNAL PROCESSING OBJECT-ORIENTED PROGRAMMING Institute MIIT MIIT MIIT MIITGroup L01 L01 L01 L01 L02 Tot. Stud. Venue Seat 34 – 45 46 – 49 13 – 18 1 – 42 43 – 85 1 – 19 1 – 24 1 – 34 1 – 50 1 – 10 11 – 24 Total 12 4 6 42 43 19 24 34 50 10 14 12 1007/08 4 6 1007/08 1807/08 42 Level29 62 Level29 1007/08 L03 ISB41203 ITD21203 REUSE AND COMPONENTBASED DEVELOPMENT ASP. NET WEB PROGRAMMING MIIT MIIT L01 L01 24 2406/07 34 807/08 60 1805/06 2007/08 L02 Total 14 2007/08 383 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 7 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 09/05/2013 THURSDAY 5 Session 09:00 AM Code IBB42203 INB35403 INB47605Name CRYPTOGRAPHY NETWORK TROUBLESHOOTING NETWORK TROUBLESHOOTING Institute MIIT MIIT MIIT Group L01 L01 L01 Tot. Stud. Venue Seat 22 – 46 81 – 85 48 – 49 47 – 50 1 – 50 1 – 23 1 – 31 32 – 80 1 – 50 1 – 50 1 – 11 12 – 50 1 – 21 1 – 39 40 – 50 1 – 21 22 – 46 1 – 47 Total 25 5 2 4 50 23 31 49 50 50 11 39 21 39 11 21 25 47 25 807/08 5 Level29 56 2007/08 807/08 2404/05 ISB42603 ITD21103 ADVANCED PROGRAMMING VISUAL BASIC. NET PROGRAMMING MII T MIIT L01 L01 L02 23 2005/06 31 Level29 49 Level29 111 1005/06 1007/08 805/06 WBB10102 TECHNOPRENEURSHIP MIIT L01 L02 60 805/06 807/08 WQD10203 TECHNICAL MATHEMATICS 2 MIITL01 L02 39 1805/06 32 1805/06 1807/08 L04 L05 Total 25 1807/08 47 2007/08 503 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 8 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 09/05/2013 THURSDAY 6 Session 02:00 PM Code IBB12304 IFD20104 INB30503 ISB30503 Name ELECTRIC CIRCUIT ANALYSIS CCNA2: ROUTER CONFIGURATION ALGORITHM AND DATA STRUCTURES DATA STRUCTURES AND ALGORITHMS Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 Tot. Stud. Venue Seat 32 – 45 1 – 31 46 – 50 1 – 50 1 – 39 1 – 34 40 – 50 35 – 50 31 – 41 1 – 56 57 – 85 1 – 30 Total 14 31 5 50 39 34 11 16 11 56 29 30 4 1007/08 31 1007/08 5 1007/08 89 1807/08 1805/06 L02 45 2007/08 1805/06 L03 27 2007/08 807/08 WED10302 FOUNDATION ENGLISH M IIT L01 L02 56 Level29 59 Level29 807/08 Total 326 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 9 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 10/05/2013 FRIDAY 7 Session 09:00 AM Code ICB10103 Name INTRODUCTION TO COMPUTING AND INFORMATION SYSTEMS Institute MIIT Group L01 L02 Tot. Stud. Venue Seat 1 – 38 1 – 19 39 – 50 40 – 47 41 – 50 1 – 50 1 – 12 47 – 50 34 – 50 85 – 85 84 – 84 1-7 13 – 50 59 – 83 21 – 39 8 – 40 1 – 33 31 – 58Total 38 19 12 8 10 50 12 4 17 1 1 7 38 25 19 33 33 28 38 2005/06 31 Level29 2005/06 IEB30403 ECONOMICS OF INNOVATION & ENTREPRENEURSHIP CCNA 3:LAN TECHNOLOGY MIIT L01 18 1005/06 1007/08 IFD20504 MIIT L01 62 805/06 807/08 IGB13203 INTRODUCTION TO ECONOMICS MIIT L01 22 2404/05 2406/07 Level29 IGB30602 IGD10703 TECHNOLOGY VENTURE AND ENTREPRENEURSHIP FUNDAMENTALS OF ACCOUNTING MIIT MIIT L01 L01 1 Level2 9 45 1007/08 807/08 IKB42303 INB48302 INB48303 ISB42403 ITD22303 OPERATING SYSTEM SECURITY VOIP VOIP WEB APPLICATION DEVELOPMENT OBJECT ORIENTED SYSTEM ANALYSIS AND DESIGN MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 5 Level29 19 1005/06 33 1007/08 33 2406/07 28 Level29 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 10 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 10/05/2013 FRIDAY 7 Session 09:00 AM Code MPW1133 Name PENGAJIAN MALAYSIA Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1-7 1 – 19 8 – 50 20 – 50 1 – 25 Total 50 7 19 43 31 25 57 1807/08 1805/06 L02 62 2007/08 1805/06 L03 56 2007/08 2404/05 Total 8 03:00 PM IBB11504 IBB42603 ICB20403 C PROGRAMMING DATA COMPRESSION OBJECT ORIENTED SYSTEMS ANALYSIS AND DESIGN WEB-BASED SOFTWARE DESIGN E-BUSINESS MODELS MIIT MIIT MIIT L01 L01 L01 30 15 1805/06 13 1805/06 47 807/08 1 – 15 16 – 28 1 – 47 15 13 47 ICB26203 ICB36603 MIIT MIIT L01 L01 20 1807/08 8 1007/08 1807/08 1 – 20 49 – 50 45 – 50 29 – 44 25 – 48 1 – 24 29 – 39 20 2 6 16 24 24 11 IED24103 IGB40302 IKB20303 INB47503 MICROPROCESSOR BASED SYSTEM IT REVOLUTION: MYTH OR REALITY SYSTEM ADMINISTRATION SYSTEM ADMINISTRATION MIIT MIIT MIIT MIIT L01 L01 L01 L01 Total 16 1807/08 24 1007/08 24 1007/08 11 1805/06 178 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 11 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 9 Session 09:00 AMCode IAB30703 Name 3D PARTICLE AND DYNAMICS Institute MIIT Group L01 Tot. Stud. Venue Seat 40 – 50 42 – 49 1 – 35 1 – 39 1 – 50 1-4 50 – 50 61 – 81 1 – 50 1 – 49 48 – 49 1 – 26 48 – 50 1 – 29 1 – 41 1 – 47 1 – 60 50 – 50 Total 11 8 35 39 50 4 1 21 50 49 2 26 3 29 41 47 60 1 19 2005/06 2404/05 IEB31003 IED11102 IED23503 STRATEGIC MANAGEMENT INTRODUCTION TO ELECTRONICS MICROPROCESSOR TECHNOLOGY MIIT MIIT MIIT L01 L01 L01 35 2404/05 39 2005/06 54 1807/08 805/06 IFD20303 IGB11103 IGD10102 MICROPROCESSOR PRINCIPLES OF MANAGEMENT INTRODUCTION TO BUSINESS ORGANISATION MIIT MIIT MIIT L01 L01 L01 1 807/08 1 Level29 99 1805/06 2007/08 IKB10203 IKB31103 IMB10103 IMB20503 IMD20603 INB23604 INB35605 INB47103 ROUTER CONFIGURATION BUSINESS CONTINUITY PLANNING VISUAL PROGRAMMING MULTIMEDIA INSTRUCTIONAL DESIGN DIGITAL ANIMATION ROUTING PROTOCOLS AND CONCEPTS ADVANCED ROUTING ADVANCED ROUTING MIIT MIIT MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 L01 L01 2 807/08 26 2406/07 3 1007/08 29 1005/06 41 807/08 47 1007/08 60 Level29 1 2007/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 12 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 9 Session 09:00 AMCode ISB16103 Name INTRODUCTION TO SOFTWARE ENGINEERING Institute MIIT Group L01 Tot. Stud. Venue Seat 36 – 41 30 – 50 27 – 50 42 – 47 5 – 50 82 – 85 Total 6 21 24 6 46 4 27 2404/05 1005/06 ISB23203 VISUAL PROGRAMMING MIIT L01 30 2406/07 807/08 ITD12203 COMPUTER ARCHITECTURE MIIT MIIT L01 L01 Total 46 805/06 4 584 33 Level29 116 1805/06 1807/08 2007/08 Level29 WBB11103 PRINCIPLES OF MANAGEMENT 10 02:00 PM IBB42103 ICB20503 SYSTEM PERFORMANCE MODELING DATABASE MANAGEMENT SYSTEM MIIT MIIT L01 L01 1 – 33 1 – 50 1 – 50 1 – 16 47 – 48 73 – 84 31 – 46 1 – 31 17 – 30 57 – 72 40 – 46 33 50 50 16 2 12 16 31 14 16 7ICB26403 IED12102 IFD21603 IGB12102 IKB10103 IKB41403 IMB20703 DATABASE SYSTEMS ANALOGUE ELECTRONICS WIRELESS NETWORKS MATHEMATICS FOR TECHNOLOGIST 1 INFORMATION SECURITY SOFTWARE AND SYSTEM VULNERABILITIES MULTIMEDIA DATABASE SYSTEMS MIIT MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 L01 2 805/06 12 Level29 16 2007/08 31 1007/08 14 2007/08 16 Level29 7 805 /06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 13 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 10 Session 02:00 PM Code IMD20503 ISB31203 Name DIGITAL AUDIO AND VIDEO SOFTWARE INTEGRATIONInstitute MIIT MIIT Group L01 L01 Total Tot. Stud. Venue Seat 1 – 39 34 – 56 Total 39 23 39 805/06 23 Level29 309 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 14 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 12/05/2013 SUNDAY 11 Session 09:00 AM Code IFD10304 Name CCNA1:NETWORK FUNDAMENTALS Institute MIIT Group L01 L02 Tot. Stud. Venue Seat 1 – 44 33 – 50 81 – 84 80 – 80 1-3 1 – 50 4 – 32 44 – 72 79 – 79 1 – 43 73 – 78 45 – 45 24 – 50 11 – 50 1 – 18 19 – 32 14 – 50 1 – 23 Total 44 18 4 1 3 50 29 29 1 43 6 1 27 40 18 14 37 23 44 807/08 22 2404/05 Level29 IMB31503 IMD10 303HUMAN COMPUTER INTERACTION BASIC GRAPHIC DESIGN MIIT MIIT L01 L01 1 Level29 53 1805/06 1807/08 L02 IMD11303 INB12404 INB22603 INB48202 INB48203 INTRODUCTION TO MULTIMEDIA MICROPROCESSOR AND DIGITAL SYSTEM MICROPROCESSOR HIGH SPEED NETWORK (BROADBAND) HIGH SPEED NETWORK (BROADBAND) MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 29 1805/06 29 Level29 1 Level29 43 Level29 6 Level29 28 807/08 2406/07 ISB10103 PRINCIPLES OF COMPUTER PROGRAMMING MIIT L01 58 2005/06 2404/05 L02 ISB36403 INTERACTION DESIGN MIIT L01 14 2404/05 60 805/06 2406/07 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 15 of 27 Date : 16-APR-2013 04:02 PMExam Schedule Final Semester January 2013 Date 12/05/2013 SUNDAY 11 Session 09:00 AM Code ITD20603 Name DATA STRUCTURE Institute MIIT Group L01 Tot. Stud. Venue Seat 85 – 85 1 – 50 1 – 50 33 – 50 1 – 10 Total 1 50 50 18 10 51 Level29 1005/06 ITD22403 DATABASE SYSTEMS MIIT L01 78 2007/08 1805/06 2005/06 Total 12 02:00 PM IED12503 IE D24203 IGB10503 IGB30702 IKB41103 ELECTRICAL CIRCUIT ANALYSIS COMPUTER PLATFORM ENGINEERING MATHEMATICS 2 STARTING UP A NEW VENTURE ADVANCED NETWORK SECURITY MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 Total 517 24 Level29 20 2007/08 9 805/06 60 – 83 29 – 48 13 – 21 35 – 59 1 – 34 24 20 9 25 34 5 Level29 34 Level29 112 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 16 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 13/05/2013 MONDAY 13 Session 09:00 AM Code ICB26303 Name INTRODUCTION TO ECOMMERCE SYSTEMS Institute MIIT Group L01 Tot. Stud. 6 Venue 805/06 1005/06 Seat 50 – 50 46 – 50 78 – 84 10 – 50 85 – 85 32 – 50 1-9 1 – 50 31 – 50 33 – 48 1-7 1 – 50 1 – 31 1 – 62 1 – 34 63 – 77 1 – 49 1 – 30 Total 1 5 7 41 1 19 9 50 20 16 7 50 31 62 34 15 49 30 ICB41503 IDD20103 E-COMMERCE DEVELOPMENT FUNDAMENTALS OF NETWORK MIIT MIIT L01 L01 7 Level29 42 2007/08 Level29 IEB20403 IFD20603INTRODUCTION TO ACCOUNTING NETWORK MANAGEMENT MIIT MIIT L01 L01 19 807/08 59 2007/08 2005/06 IFD30203 IGB12402 IGD10803 NETWORK SECURITY BUSINESS MATHEMATICS STATISTICS MIIT MIIT MIIT L01 L01 L01 20 1807/08 16 2406/07 57 2404/05 1805/06 IKB20603 INB12604 INB23704 INB47402 INB47403 ISB23103 ADVANCE NETWORKING NETWORK FUNDAMENTALS LAN SWITCHING WIRELESS NETWORK WIRELESS NETWORK SOFTWARE REQUIREMENTS ENGINEERING MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 31 807/08 62 Level29 34 1005/06 15 Level29 49 805/06 30 1807/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 17 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule FinalSemester January 2013 Date 13/05/2013 MONDAY 13 Session 09:00 AM Code ISB42303 Name SOFTWARE CONFIGURATION MANAGEMENT INTRODUCTION TO INFORMATION TECHNOLOGY Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 25 Total 25 25 2406/07 ITD12103 MIIT L01 57 2406/07 1007/08 26 – 32 1 – 50 35 – 45 8 – 50 7 50 11 43 L02 54 1005/06 2404/05 Total 14 02:00 PM ICB47503 IDB20203 IEB30503 IFD20203 IKB42003 INB10403 CUSTOMER RELATIONSHIP MANAGEMENT OPERATING SYSTEMS MANAGEMENT OF IT RESOURCES FUNDAMENTALS OF VOICE AND DATA CABLING INCIDENT HANDLING AND RESPONSE DIGITAL SYSTEM MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 83 21 1005/06 50 1807/08 30 Level29 34 Level29 20 Level29 78 1007/08 1005/06 29 – 49 1 – 50 1 – 30 51 – 84 31 – 50 1 – 50 1 – 28 1 – 49 21 50 30 34 20 50 28 49 ITD32603 HUMAN COMPUTER INTERACTION MIIT L01 49 1805/06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 18 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 13/05/2013 MONDAY 14 Session 02:00 PM Code MPW1143 Name PENGAJIAN ISLAM Institute MIIT Group L01 Tot. Stud. Venue Seat 1-7 1 – 50 1 – 11 8 – 50 12 – 50 Total 7 50 11 43 39 57 805/06 2406/07 L02 54 2404/05 805/06 L03 Total 39 2404/05 432 UNIVERSITI KUALA LUMPUR Report ID : PQR004Page : 19 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 14/05/2013 TUESDAY 15 Session 09:00 AM Code IBB31103 Name INTRODUCTION TO ARTIFICIAL INTELLIGENCE Institute MIIT Group L01 Tot. Stud. 9 Venue 1007/08 2007/08 Seat 47 – 47 43 – 50 19 – 42 35 – 46 Total 1 8 24 12 ICB10203 IEB30703 COMPUTER ORGANIZATION IMAGINATION AND CREATIVITY PROBLEM SOLVING DIGITAL ELECTRONICS MIIT MIIT L01 L01 24 2007/08 12 1007/08 IED12303 MIIT L01 L02 44 1807/08 47 2404/05 1807/08 1 – 44 1 – 41 45 – 50 42 – 50 1 – 50 1-8 9 – 41 1 – 50 1 – 18 42 – 45 1 – 29 30 – 34 46 – 46 44 41 6 9 50 8 33 50 18 4 29 5 1 IGD10202PENDIDIKAN ISLAM MIIT L01 67 2404/05 2005/06 805/06 INB23103 INB48103 DATA COMMUNICATIONS NETWORK MANAGEMENT MIIT MIIT L01 L01 33 805/06 68 1805/06 2007/08 MPW1153 MPW21 43 PENDIDIKAN MORAL PENGAJIAN ISLAM MIIT MIIT L01 L01 L02 4 805/06 29 1007/08 5 1 343 1007/08 805/06 MPW2153 PENDIDIKAN MORAL MIIT L01 Total 16 02:00 PM UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 20 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 14/05/2013 TUESDAY 16 Session 02:00 PM Code IMB42003 INB24604 INB35503 ISB42503 Name WEB APPLICATION DEVELOPMENT WAN TECHNOLOGY INTERNET PROGRAMMING INTERNET PROGRAMMINGInstitute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 L02 Tot. Stud. 1 Venue Level29 Seat 67 – 67 1 – 48 62 – 66 1 – 32 33 – 61 1 – 30 Total 1 48 5 32 29 30 48 1807/08 5 Level29 32 Level29 29 Level29 30 805/06 145 ITD31303 PHP WEB PROGRAMMING MIIT L01 Total UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 21 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 15/05/2013 WEDNESDAY 17 Session 09:00 AM Code IBB22203 ICB47203 IDB20103 IGB10003 IGB12202 IGB40102 INB35303 Name MICROCONTROLLER SUPPLY CHAIN MANAGEMENT COMPUTER NETWORKS ENGINEERING MATHEMATICS 1 MATHEMATICS FOR TECHNOLOGIST 2Institute MIIT MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 L01 L01 L01 Tot. Stud. Venue Seat 39 – 48 1 – 42 1 – 32 1 – 47 1 – 38 29 – 49 1 – 28 1 – 50 43 – 46 49 – 50 47 – 48 48 – 85 Total 10 42 32 47 38 21 28 50 4 2 2 38 10 2406/07 42 1007/08 32 807/08 47 Level29 38 2406/07 21 1805/06 78 1805/06 1807/08 TECHNOLOGY INNOVATION MIIT AND ENTREPRENEURSHIP NETWORK SECURITY MIIT MPW1113 MPW1123 MPW2113 MPW2123 BAHASA KEBANGSAAN (A) BAHASA KEBANGSAAN B BAHASA KEBANGSAAN (A) BAHASA KEBANGSAAN (B) MIIT MIIT MIIT MIIT L01 L01 L01 L01 Total 4 2 2 1007/08 2406/07 1007/08 38 Level29 314 9 1807/08 18 02:00 PMIEB30903 IGD20203 INB34403 ISB37503 OPERATIONS MANAGEMENT MATHEMATICS FOR IT SYSTEM AND NETWORK PROGRAMMING REAL TIME AND EMBEDDED SYSTEMS MIIT MIIT MIIT MIIT L01 L01 L01 L01 42 – 50 1 â €“ 41 1 – 60 1 – 49 9 41 60 49 41 1807/08 60 Level29 49 1805/06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 22 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 15/05/2013 WEDNESDAY 18 Session 02:00 PM Code MPW2133 Name PENGAJIAN MALAYSIA Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 61 – 69 Total 50 9 59 1007/08 Level29 Total 218 UNIVERSITI KUALA LUMPUR Report ID : PQR004Page : 23 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 16/05/2013 THURSDAY 19 Session 09:00 AM Code ICB42003 IGB10403 IGB13103 Name MANAGEMENT INFORMATION SYSTEMS DISCRETE MATHEMATICS FOR IT PRINCIPLE OF MARKETING Institute MIIT MIIT MIIT Group L01 L01 L01 Total Tot. Stud. Venue Seat 59 – 74 1 – 42 43 – 58 Total 16 42 16 16 Level29 42 Level29 16 Level29 74 8 1805/06 20 02:00 PM IBB11204 ICB10303 IKB42203 INB10303 INB24403 ISB41303 DIGITAL PRINCIPLES INTRODUCTION TO EBUSINESS SECURE S OFTWARE DEVELOPMENT DIGITAL PRINCIPLES SYSTEM TOOLS AND ADMINISTRATION SOFTWARE TESTINGMIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 Total 36 – 43 37 – 58 1 – 48 1 – 35 1 – 36 59 – 77 8 22 48 35 36 19 22 Level29 48 1807/08 35 1805/06 36 Level29 19 Level29 168 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 24 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 17/05/2013 FRIDAY 21 Session 09:00 AM Code IFD20403 Name OPERATING SYSTEM Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1 – 30 1 – 71 46 – 50 72 – 85 1 – 45 1 – 43 Total 50 30 71 5 14 45 43 80 2406/07 2404/05 IGB20303 IKB31003 PROBABILITY AND STATISTICS FOR IT CYBER FORENSICS MIIT MIIT L01 L01 1 Level29 19 1807/08 Level29 INB33103 ISB23303 TELECOMMUNICATIONS SOFTWARE DESIGN MIIT MIIT L01 L01 Total 45 1807/08 43 1007/08 258 63 1805/06 1807/08 22 03:00 PM IFD21903 NETWORK OPERATING SYSTEM MIIT L01 34 – 46 1 – 50 1 – 33 13 50 33 INB35705 MULTILAYER SWITCHING MIIT L01 Total 33 1805/06 96 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 25 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 03/06/2013 MONDAY 25 Session 09:00 AM Code IDP05303 Name KOREAN LANGUAGE BEGINNERS Institute MIIT Group L01 Total Tot. Stud. 7 7 Venue 2102 Seat 1-7 Total 7 UNIVERSITI KUALA LUMPUR Report ID : PQR004Page : 26 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 04/06/2013 TUESDAY 27 Session 09:00 AM Code IDP01103 Name INTRODUCTION TO PC HARDWARE AND MAINTENANCE Institute MIIT Group L01 Tot. Stud. 7 Venue 2102 Seat 1-7 Total 7 Total 7 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 27 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 05/06/2013 WEDNESDAY 29 Session 09:00 AM Code IDP02105 Name MATHEMATICS 1 Institute MIIT Group L01 Total Tot. Stud. 7 7 7 7 Venue 2102 Seat 1-7 Tot al 7 30 02:00 PM IDP05103 FUNDAMENTALS OF SPEECH COMMUNICATION MIIT L01 Total 2102 1-7 7

Corporate Code of Ethics Project Assignment Example | Topics and Well Written Essays - 250 words - 1

Corporate Code of Ethics Project - Assignment Example When this Code of Ethics states that employees, officers and/or directors must contact â€Å"the company,† â€Å"his or her company,† â€Å"the company’s General Counsel† or some other department or committee affiliated with a company, we mean that employees, officers and/or directors should contact the appropriate contact person or group at their company. There is a contact list at the end of this Code. If employees have knowledge or are suspicious of any noncompliance with any part of this Code of Ethics or are concerned whether circumstances could lead to a violation of this Code of Ethics, they are encouraged to discuss the situation promptly with their immediate supervisor, or if the employee feels uncomfortable or otherwise believes it is inappropriate to discuss such matter with their immediate supervisor, then the employee may follow the procedures found on the AFGLink Human Resources website under â€Å"Fraud Reporting.† All directors, officers and employees are responsible for abiding by this Code of Ethics. Individuals with supervisory responsibilities over any other employees will be responsible for the failure to exercise proper supervision in detecting and reporting violations of this Code of Ethics by their direct reports. Directors, officers and employees who violate the Code of Ethics are subject to disciplinary action, up to and including dismissal. The companies’ policies are designed to comply with all applicable financial reporting and accounting regulations. If an employee, officer or director has concerns or complaints regarding questionable accounting or auditing matters, he or she must submit those concerns or complaints to his or her company’s General Counsel. Directors, officers and employees have an obligation to promote the companies’ best interests at all times. They should avoid any action which may involve a conflict of interest with the companies. A

Service experience report Essay Example | Topics and Well Written Essays - 2250 words

Service experience report - Essay Example Services have several distinguishing factors all that have implications during marketing. One of these factors is that services are intangible that means that services cannot be stocked. Consequently, variation in demand is difficult to manage. In addition, the actual cost of the service is difficult to determine making pricing difficult. The other characteristic of services is that they are inseparable as they are produced and offered simultaneously (Hultman and Ek, 2011). This means that the consumer is present during the production of the service and the level of satisfaction attained is influenced by other consumers. Services are usually heterogeneous given that these activities are undertaken by humans and hence it is not possible to produce identical services. Lastly, services are perishable as they can never be stored, resold, or returned. For instance, a hotel company that offers bad services to its customers may not returned (Hultman and Ek, 2011). Because of the characteris tics described above, companies offering services faces several challenges in marketing to ensure effectiveness. This report describes the application marketing theories and concepts in the case of Palazzo Versace Hotel that had been visited to have a feel of their customer and identify critical points. The report will also present reasons that make customers feel dissatisfied with the services offered. The First Visit Service marketing efforts in the hotel industry are geared towards attracting new customers and encouraging subsequent visits. Consequently, when I booked at Palazzo Versace Hotel, Gold Coast, and the hotel had a new customer and therefore it had a big role in ensuring that it is able to maintain the customer. Despite having booked for hotel earlier, the front office staff of the hotel could not trace the booking details due to computer failure. However, as required in service marketing where the first experience plays a great role in determining the level of satisfac tion a customer receives in the service industry, the receptionists was quick to reassure me that all was well and assigned another room that is of the same status like that which I had booked. By assigning a room to the customer despite failure to trace his details of booking, the reception reassured the customer that the hotel is concerned about his welfare and has trust in them. This act may also be understood from the relationship marketing. Relationship marketing involves attracting and maintaining customers through enhanced customer to organization relationship (Gilmore, 2003). By demonstrating trust for the customer and assigning a room without much interrogation, the visitor is able to form a strong relationship with the facility and therefore it is possible to book at the hotel again. The other marketing concept that is evident in the case of Palazzo Versace Hotel and the customer is that of mutual satisfaction. According to Gilmore (2003), traditionally, marketing theory e mphasized on mutual satisfaction. Businesses make profits by also ensuring that they meet the needs of their customers. To ensure that customers achieve satisfaction, the services offered must be of high quality and adhere to value and convenience needs of the customer. In adherence to the needs of the customer, the receptionist recognized the value of convenience as a determinant to the level of sati

Text-Messaging and Orality Essay Example | Topics and Well Written Essays - 1500 words

Text-Messaging and Orality - Essay Example The cell phone is perhaps the single most ubiquitous feature of communication technology and according to the CTIA over 82% of Americans own one. Its ubiquity is not only due to its overwhelming ownership but by its very nature considering that neither a computer nor a land-line phone can be carried and used so easily. This facile manipulation of technology hints at McLuhan's comment. Moreover, the overwhelming majority of those cell phones have text-messaging capability. Text messaging as a phenomenon has gained attention from academics and critics primarily because of the proclivity of its users to employ "creative" grammatical and linguistic constructions. Its harshest critics claim that it will, or already has, led to a corruption of language. Indeed its pliable and dynamic structure does allow a manipulation of formal grammatical and linguistic rules that would be difficult to parse in formal essays, such as this one; its function in a civilization that has long been inscribed b y writing fulfills a much different role than essays, or letters- though its effect on language might be inedible and perceived even in those forms. Text-messaging and related channels represent a syncretism between oral and written forms of communication, and while it lacks the formal purity of traditional written forms of communication, it maintains its own separate aesthetic and poetic qualities that emphasize a heavy reliance on context, mnemonic deployment, and efficiency. By analyzing the physical nature, functional and literary features of text-messaging the oral features of text-messaging will be revealed, understanding of course that in the final analysis its essence as a textual form of communication in a hypertextual society remains regnant. In attempting to outline the structural features of text-messaging and related conduits of communication such as instant messaging, it will be juxtaposed to the features of orality that are relevant. Consider Edouard Glissant's quote, "Oralityis inseparable from the body in movement" (MacNeil, 2007). We understand text and the printed word to be primarily outside the body, distinct from the body and its author. Spoken word or talk is understood to be generated from within the body and indistinct from the author. Text-messaging straddles this interior/exterior boundary. The device on which one types or texts undeniably lies outside the body, its reception as well is mediated by a device outside the person. This is an important distinction as one of the salient features of oral communication is that it is received immediately and without explicit and conscious mediation, insofar that the reverberation of sound, the movement of air is not interpreted into words or speech until it is we ll into the ear canal, and though we recognize the source of the sound, its compilation occurs internally (Ong, 1982, pp. 32-33). To some degree this is quite different from the structure of text-messaging, insofar like other textual forms of communication, it is understood that the interpretation occurs on the page, in the visual field. However, in considering the intimate and tight connection between text-message and text-messenger there remains some features of the bodily coextension of orality. The cell phone's mobility and sizes bridges the communication barrier imposed by other devices, such as computers, telephones, even paper. Someone can interact with and use their cell

The Nursing profession Essay Example | Topics and Well Written Essays - 2500 words

The Nursing profession - Essay Example The care should not be confined to the physical aliment but also the psychological and spiritual needs. Thus, patient care should have a patient centered approach considering the patients as still active dignified individuals, who can plan, manage and create some meaning out of their end life situation. Understanding of these facts helps in better nursing care. The patients seem to know better (than the past) about health care and they demand more knowledge on their end of life options today. Most of the patients want to discuss their treatment options and have a Right to refuse as per existing laws in UK. Problems pertaining to 'End-of -life' care and care for the aged are on the rise especially when concepts of euthanasia and physician assisted death are trying to find legitimate positions in the society. The present case study is that of an eighty-year-old Mr.X in a care home in London. He is dependant on the staff for most of his daily activities. He has complaints of constant pa in and it has been becoming increasingly difficult to move this man as his bones have become very contracted although he is being made to sit on his chair as often as possible. He is also encouraged to eat with the other residents in the dinning room in spite of his spine becoming so twisted that eating at the table is difficult. Patient X is a Retired School Master, widowed with 7 children all off whom visit him on a regular basis and although he is confused at times his Religion and faith are very important to him and still attends Mass every day in the care home. He has a medical history of Myocardial infarction, chronic heart failure, pacemaker, Paget's disease, depression and Type 2 diabetes. He is a classic example of an aged individual with multiple complications. Any further development in these complications will result in the patient being shifted to Intensive care with the possible outcome of death. Thus, it is an excellent case of a patient where managing patient care is vital rather than just assessment and interventions. The Nurse care for the case study should be based on Roper Logan and Tierney model of nursing (1980) which is a care model based on activities of daily living. Unlike Virginia Henderson (1966) model, which recognizes 14 activities, Roper model recognizes only 12 activities. This includes, maintaining a safe environment, communication, breathing, eating/drinking, elimination, washing/dressing, thermoregulation, mobility, work/play, sexual expressions, sleep and dying. Three problems in nurse care for Mr.X: 1.Chronic pain: Chronic pain of the bones is an unpleasant sensory and emotional experience in the patients with Paget's disease and Mr.X has been diagnosed with Paget's disease. Pain management in patients with Paget's disease helps in the improvement of quality of the patient care. Understanding pain needs specific communication skills based on perception. This is true because many of the terminally ill patients may not be able to verbally communicate their pain. Chronic pain is a pain, which lasts for more than six months. Chronic pain is further classified based on its etiology as 'non-malignant' and 'malignant pain'. Non - malignant is non-cancer related pain and malignant pain is cancer related. Chronic pain depresses, debilates and affects the quality of life (Cole, 2002) .A study by Green et.al (2002) on chronic pain management has revealed a need for further educational insights of physicians. A recent study

Public administration Essay Example | Topics and Well Written Essays - 1250 words - 1

Public administration - Essay Example Guided by morality, an individual is usually obliged to do good even if that good is contrary to the law set by specific persons. A plethora of studies have indeed shown that driving at very high speeds on the highway can lead to tragic road accidents. It has also been proven that some governments are willing to pay up to $1.54 million for every life lost in these traffic accidents just to make the people arrive to work places fast enough at the same time without considering this is human life they are taking for granted. By using the utilitarian philosophy, which is the moral obligation of every human being to do a common good for the best interest of others, the outcome in most cases lead to happiness. Driving at very high speeds on the highways can lead to fatal loss of lives and as such, it is an undesirable outcome. Instead of causing happiness, it causes grief as well as sadness, which is contrary to utilitarian philosophy. At times, it is essential that one keeps in mind that, whatever action you decide to take, the consequences to others will be reciprocated back to you once in your lifetime, regardless of them being good or bad. It is worth noting that the course of actions that one decides to take at a certain time is always intended to cause the highest degree of happiness. In regard to the given case, driving at high speeds in a highway cause grief and sadness instead of the happiness anticipated in order to feel complete. If everybody became morally obligated to conserving human life, no one would drive in such high speeds as driving in high speeds on highways cause discomfort to others. Upholding human life is the important moral and as such, doing so reflects respects his/her right to life (Stillman, 2009). It is in such instance that we ought to apply the deontological ethics used to guide an individual through his/her day to day life. According to deontological theory, one should uphold

American Art in the Early 20th Century Assignment

American Art in the Early 20th Century - Assignment Example As a prototype of cubism, each of the objects in the painting are broken, analyzed individually and brought together in an abstract form. This avant-garde style then shows a story through subjects from a variety of viewpoints instead of simply one viewpoint- a concept that fits perfectly into the philosophy of culture and the world. Because viewpoints about this world also intersect at some point, many of the surfaces of the objects depicted in Guernica intersect as well. An example of this is the impression of a horse in the right of the painting, in which a human skull intersects the horse’s body while a bull seems to protrude beneath it, the horse’s knee cap contouring the bull’s nose on the ground. Because Guernica has a classic and surreal style to it, the use of a bull or a Minotaur as a classical figure of terror and as an influence of the surrealists on Pablo Picasso also appears in Guernica. Finally, even though the spatial elements of the painting form a sense of discontinuity, one can feel through other formal elements of fine arts that Guernica is all about the cruelty, viciousness and despair in times of

The Stone Carvers Essay Example for Free

The Stone Carvers Essay The Stone Carvers is a book of obsessions. Each one of the characters has their own obsessions that at one point they believe to be a natural and helpful to their lives. However each of the characters in The Stone Carvers learns that these obsessions with perfection, love, adventure, or anything end without them being able to be satisfied and on many occasions without achieving what they were obsessing over. The author Jane Urquhart made a compelling story on the nature obsession and the effects of obsession over any matter. The characters of the novel were fixated on a large range of ideas; they were obsessed with ideas from love to architecture and because of the diversity that Jane has shown that obsession of any form will always end without resolve. The conclusion about obsession can be grasped through the various trials that each character of the story is placed under. In The Stone Carvers Urquhart is able to show that obsession can never lead to a successful happiness, through a few powerful ideas; when someone is fixated on an idea the task may not be able to be completed, a person’s obsession can be counterproductive to their cause, and fixating on one thing can cause the person to lose track of the rest of their life. When someone is fixated on one task or idea their obsession may not ever be complete in their eyes. In Klara’s love affair with Eamon, Klara is obsessed with staying with and caring for Eamon. When Klara was not with Eamon she was thinking of him; â€Å"All the rest of the day she was thinking of the moments when Eamon’s arm was on her shoulder or his hands were in her hair.† (pg. 121) This obsession of love seems like a natural and healthy idea to have however Klara’s work begins to be influenced by their love and she begins to be jealous of anyone with a relationship with Eamon. Klara becomes particularly upset at one point she exclaimed â€Å"I saw you laughing, Eamon, with your friends outside the brewery. I think you’d forgotten me altogether, that’s what I think.† (pg. 117) Klara’s obsession with Eamon was never able to be complete because she would never be able to complete her storybook obsession of loving him and him loving her. Her obsession eventually led to an extended period of grieving her lost lover. Sometimes an obsession with something can actually blind the obsessed person into actually being counterproductive to their goals. In a minor case in The Stone Carvers Refuto, who broke down because he held himself responsible for his brother’s death, ran from his family to not bear with the pain of reuniting with them. Refuto’s reasoning for not going back to his family was that: â€Å"I could not put the burden of a killer on their shoulders.† (pg. 211) Refuto was obsessed with keeping his name clean and his family safe. When he ran away from home however his family was left to fend for themselves and live without his support. When he and Tilman had become friends was the only time that he realized he had been hurting his friends with his own obsession. When Refuto did get over his obsession and went home, his wife and he talked at length about the family and how they were able to get along for so long without him. Refuto said that â€Å"I was gone but Tilman told me to come back.† (pg. 215) Since his departure Refuto was able to â€Å"clear my head in four directions at once.† (pg. 215) This fixation on Refuto’s name had kept him away from his family but finally he was able to go back and correct what his obsession did to him. His obsession had blinded him to the harm that his actions had caused to his family. Instead of helping keep his family safe he was only harming it and only once he accepted that he had an unhealthy obsession was he able to return to his life with his family. When someone is fixated on an idea they tend to lose focus on other important aspects of their lives. In The Stone Carvers an example of this would be in Tilman and Klara’s mother, Helga. Helga had recently mourned what she thought was her son’s death and became obsessed, as soon as Tilman came home, with controlling where Tilman went and how he would live. Tilman however â€Å"responded neither to her questions nor her attempts at incarceration and intimidation but looked at her with confusion on his perfect face.† (pg. 63) Helga became so hysterically obsessed with keeping him with her that eventually she chained Tilman to the house however â€Å"Helga would never recover – not from his imprisonment and not from his escape.†(pg. 67) Tilman screamed and refused to eat while he was chained and his mother only then realized that she had made a mistake in obsessing over keeping Tilman caged. She pushed Tilman away with her passions for keeping him with her. The Stone Carvers shows that someone who is obsessed with an idea or task is more prone to making mistakes or causing a problem in a related aspect of their life. Throughout the book Jane was able to show her views on obsessions in persuasive undertones and themes throughout the entire novel. Jane was able to show that no matter how justified a fixation may seem the outcome is always negative. Throughout the novel the theme of obsession can be seen from the minor characters all the way to the major events of the story. Jane makes her case with many examples of the ways obsession can lead to the destruction of a person. She does this through showing that when someone has an obsession they might never be able to complete, a person’s obsession could be counterproductive to their cause, and fixating on one idea can cause the person to lose track of the important parts in their life. The persuasive undertones in the story are able to clearly convey the message of obsession being something that only harms the obsessed person. Walter Allward once said â€Å"I have been eating and sleeping stone for so long it has become an obsession with me. And incidentally, a nightmare.† (pg. VI) The inspiration for such a great novel and theme can be found in this quote because the amount of emotion that went into Walter’s work on the Vimy Ridge Memorial but also the tragic way Walter was unable to be truly happy after his most amazing creation. Works Cited

The effects of corruption on the Nigerian economy

The effects of corruption on the Nigerian economy To evaluate the effects of corruption on the Nigerian economy, we utilise the estimated size of the hidden economy (a proxy for corruption) in effect to Nigerian economy growth, (Salisu, 2006). A MIMIC is a structural econometric model for estimating an equation in which the dependent variable is unobservable (latent). (Frey Weck-Hannemann, 1984) pioneered the use of MIMIC modelling in the context of the hidden economy. Since then, a number of other studies have employed this technique, (Aigner et al. 1986; Schneider 1997; Giles 1997, 1999; Tedds, 1998). It is a powerful technique for estimating the underground economy, as it allows for simultaneous interaction between multiple explanatory variables and multiple indicators of the hidden economy. The latent variable is linked, on the one hand, to a number of observable indicators (reflecting changes in the size of the unreported economy); and on the other hand to a set of observed causal variables, which are considered to be importan t determinants of the unreported economic activity. 4.4 Discussion of Empirical Results for Model Based on the reasoning we try to model the existence and the effect of corruption on Nigerian economy (FDI) based on the model by Johnson and Dahlstrom which depicts the picture of what we applying. The model is based on assumption that the bureaucrat has monopoly in providing government services that the MNE needs in order to operate in the host county,( Dahlstrom and Johnson, 2004): 4.4.1Equation 1 Corruption if: à Ã¢â‚¬ ¡ à ¢Ã¢â‚¬ °Ã‚ ¥ c ( i) No corruption if: à Ã¢â‚¬ ¡ Where à Ã¢â‚¬ ¡ is an agents expected payoff from corruption and c is the expected cost. For corruption to take place à Ã¢â‚¬ ¡ à ¢Ã¢â‚¬ °Ã‚ ¥ c for all involved agents. 4.4.2 Equation 2 Equation two below presents payoff functions for the two types of agents. Payoff for MNE à Ã¢â‚¬ ¡mne = ÃŽÂ ²Ãƒ Ã¢â‚¬   ( ii) Payoff for bureaucrat à Ã¢â‚¬ ¡off = ÃŽÂ · Where ÃŽÂ ² is the probability that the bureaucrat indeed delivers the government service, à Ã¢â‚¬   signifies the value of that government service for the MNE and ÃŽÂ · signifies the size of the bribe. The payoff of corruption is simply the monetary value an agent can earn by realising the action. For an MNE the payoff of engaging in corruption could for example be the future cash flow connected to a building contract granted by the bureaucrat. For a bureaucrat the payoff of corruption is simply the size of the bribe (Dahlstrom and Johnson,2004). The probability variable ÃŽÂ ² has been discussed by (Shleifer and Vishny ,1993) among others and can be used to distinguish bribes from taxes. As discussed earlier, (Shleifer and Vishny, 1993) distinguish between centralised corruption where a single agent (bureaucrat) collects the bribe. Decentralised corruption implies that several individual bureaucrats can demand bribes. Therefore, even when having paid a bribe there is still a possibility that the MNE does not get access to the government service that it wants. This would force the MNE to pay yet another bribe to get the demanded service. Under a decentralised system of corruption it is more likely that additional bureaucrats would put up demands for bribes. This is one example of how corruption introduces an element of uncertainty for the MNE. For an economy where centralised corruption dominates we would expect ÃŽÂ ² to be close to one while decentralised corruption would imply a smaller value of ÃŽÂ ² (Dahlstrom and Johnson,2004). They went further citing that the cost of corruption for the bribed is normally the punishment that can be imposed on him if he is found guilty, while for the briber it is the expected cost of punishment as well as the size of the bribe that composes the cost. The culture in the host-country can be assumed to influence the willingness of the agents to engage in corrupt practices. In economies where corruption is frowned upon there should, ceteris paribus, exist less corruption than in an economy that accepts corruption. The general cost function shown in equation 3 below tries to take all of the above into account. 4.4.3 Equation 3 The general cost function cj= ((ÃŽÂ ´+ÃŽÂ ±)) p)+ ÃŽÂ · (iii) Where c j is the cost of the j:th bribe with j going from 1 to n, p signifies the perceived risk of being caught, the expected punishment is denoted ÃŽÂ ´, while ÃŽÂ ± represents the social cost of being revealed as engaging in corrupt behaviour and ÃŽÂ · is the monetary value of the bribe. For the bribed ÃŽÂ ·=0 while ÃŽÂ ·>0 for the briber. The social cost of corruption ÃŽÂ ± goes from to infinity where a low value signifies that corrupt behaviour is widely accepted and a high value signify a culture with a strong aversion against corruption. Similar cost components of corruption for the individuals can be found in (Sen,2002,). The risk of being caught is dependent on the effectiveness of the police as well as the legal system. (La Porta et al, 1999) argues that countries having common law are better protected against corruption since the legal system has stronger property rights. But the enforcement of the laws is of equal importance. Triesman, finds that is perhaps not only the use of common law that decreases the amount of corruption but also whether or not a country has been under British rule, thus having had a strong influence on the legal culture not only the legal system. By taking the first derivative of equation 3 with respect to ÃŽÂ ´ we get the sensitivity of punishment. As can be seen the punishment depicted in law is highly dependent on surveillance and enforcement to have a deterrent effect on corruption in a country. Many developing countries have all the laws and regulations demanded from the international society regarding corruption but suffer from a severe lack of enforcement of the l aws. Thus those laws have little effect besides working as cosmetics for an ugly economy in need of aid and trade relations with developed countries (Triesman,1999). 4.5 Social cost of corruption The social cost of corruption may be lower in countries with more hierarchal religions as Islam and Catholicism since it is less accepted to challenge those above you in the hierarchy than in religions such as Protestantism (Triesman, 1999). Furthermore, countries with hierarchical religions tend to have stronger family ties, than countries that practice Protestantism (Triesman, 1999) It can also be the case that in cultures where the distinction between the officials private and official power is less distinct bribery may have lower social costs. All these things tend to affect the social stigma attached to corruption thus increasing or decreasing the cost. According to (Dahlstrom and Johnson,2004) in order to develop the model we have to combine the cost and payoff functions described above in order to determine whether corruption takes place. We have rewritten equation 1 by incorporating equation 2 and 3 resulting in one set of equations for the MNE, Equation 4, and one set for the bureaucrat, Equation 5, below. 4.5.1Equation 4 MNE No corruption if: ÃŽÂ ²Ãƒ Ã¢â‚¬   ((ÃŽÂ ´+ ÃŽÂ ±) p) -ÃŽÂ · Corruption if: ÃŽÂ ²Ãƒ Ã¢â‚¬   ((ÃŽÂ ´+ ÃŽÂ ±) p) -ÃŽÂ ·Ãƒ ¢Ã¢â‚¬ °Ã‚ ¥0 (ii) Expected profit: à Ã¢â€š ¬MNE= ÃŽÂ ²Ãƒ Ã¢â‚¬   ((ÃŽÂ ´+ ÃŽÂ ±) p) -ÃŽÂ · (iii) 4.5.2Equation 5 Bureaucrat No corruption if: ÃŽÂ ·- ((ÃŽÂ ´+ ÃŽÂ ±) p) Corruption if: ÃŽÂ · ((ÃŽÂ ´+ ÃŽÂ ±) p) ÃŽÂ ·Ãƒ ¢Ã¢â‚¬ °Ã‚ ¥0 Expected profit: à Ã¢â€š ¬off = ÃŽÂ ·- ((ÃŽÂ ´+ ÃŽÂ ±) p) (iii) They went further, using 4.i and 5.i to solve for the expected profit of corruption for the MNE yields ÃŽÂ ²Ãƒ Ã¢â‚¬  =2 ÃŽÂ ·. This is only valid if we assume that all of the cost variables ÃŽÂ ´,ÃŽÂ ±, p are identical for both the MNE and the bureaucrat. This is a strong assumption since both the fines as well as the social cost probably are higher for the MNE than for the bureaucrat. If we assume that the value of the bribe, ÃŽÂ ·, is the reservation price for the bureaucrat due to the fact that the MNE has more bargaining power. 4.5.3Equation 6 Equation 6 below show the total monetary value of the bribes paid in an economy. This could be seen as the actual cost for the economy when we disregard the uncertainty of corruption. This uncertainty comes in two shapes, the one of getting caught and the one of fulfilling ones obligation. If the service would have been delivered as a tax service equation 6 would equal the tax cost the MNE would have paid. n Total monetary value of corruption (6) V= ÃŽÂ £v j 1 Where is the monetary value of the j:th bribe with j going from 1 to n, with n being the number of transactions where it may be possible to offer a bribe, vj = ÃŽÂ ·j if both 0 à ¢Ã¢â‚¬ °Ã‚ ¤ ÃŽÂ ² j -((ÃŽÂ ´ j + ÃŽÂ ± j)* p j) ÃŽÂ · j -(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j for all other cases vj=0 . In a developing economy n can be assumed to be higher under decentralised corruption than under centralised corruption since there are probably a greater number of different bureaucrats that demand bribes in the former case than in the latter. 4.5.4 Equation 7 Equation 7 below gives an account for the total cost of corruption that MNEs experience in a country. Here we include the cost of uncertainty unlike equation 6. n Total corruption cost for the MNE (7) CMNE = ÃŽÂ £ c j 1 Where cj is the expected cost of the j:th bribe with cj=(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j )+ ÃŽÂ ·j if both 0 à ¢Ã¢â‚¬ °Ã‚ ¤ÃƒÅ½Ã‚ ² j à Ã¢â‚¬  j ((ÃŽÂ ´ j+ ÃŽÂ ± j)* p j ) ÃŽÂ ·j and 0 à ¢Ã¢â‚¬ °Ã‚ ¤ ÃŽÂ ·j(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j . If 0 à ¢Ã¢â‚¬ °Ã‚ ¤ÃƒÅ½Ã‚ ² j à Ã¢â‚¬  j ((ÃŽÂ ´ j+ ÃŽÂ ± j)* p j ) ÃŽÂ ·j but 0 à ¢Ã¢â‚¬ °Ã‚ ¤ ÃŽÂ ·j(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j then cj=(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j ) but for all other cases cj=0 Cost of corruption for the MNE IF à Ã¢â‚¬ ¡off à ¢Ã¢â‚¬ °Ã‚ ¥ c off then official chooses corruption IF à Ã¢â‚¬ ¡ off then official chooses no corruption IF à Ã¢â‚¬ ¡ à ¢Ã¢â‚¬ °Ã‚ ¥ CMNE then MNE chooses corruption cj=(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j )+ ÃŽÂ ·j cj=(ÃŽÂ ´ j+ ÃŽÂ ± j)* p j IF à Ã¢â‚¬ ¡ MNE then MNE chooses no corruption 0 0 (Source: Dahlstrom and Johnson,2004) It is evident from the above equations 6 and 7 that, i.e. the actual cost of corruption for the MNE is greater than just the size of the bribe thus it would have been less costly for the MNE to invest in a country where the services would have been supplied as a tax service. Further corruption as opposed to a tax does not benefit the government but the individual bureaucrat. The tax income could, if used efficiently by the government, promote growth of direct investment through increasing the stock of human capital or improving market economy institutions. This tax income could also be used to combat corruption through the legal system or by raising the salaries of the government officials. But for taxes to be less damaging than corruption this does not have to be the case. The only necessary condition is that there is less uncertainty involved. Furthermore, companies seldom have the choice whether to pay tax or not so the corruption cost will be something that has to be paid in addition to taxes, ( Dahlstrom and Johnson,2004). 4. 6 Effect of the host country corruption from the analysis The resulting effect of host-country corruption is that the actual cost of conducting business activities in the country is higher than what could be expected based on observable costs such as wages or transport costs. Based on this reasoning, corruption gives rise to extra costs that the MNE has to operate in the host-economy. If MNE presence does reduce corruption while corruption has a negative effect on FDI there might exist virtuous or vicious circles. If there is little FDI in a country the corruption stays high which discourages the MNE to invest, thus decreasing the FDI. Here we have a vicious circle but the opposite is also possible. If an MNE invests in a country the corruption decreases this further improves the incentives for future investments. If one also assumes that both FDI and low corruption encourages growth the country who finds itself in a virtuous circle will have a much higher probability of development than one that finds itself in a vicious circle. We now proceed to try to develop an expression that describes the effect of host country bureaucratic corruption on FDI inflows. We start by introducing a profit function for the MNE: à Ã¢â€š ¬(à Ã‚ ,w,ņ¹)= max { à Ã‚ y c(w,y, CMNE ) where p indicates the world market price of the output y of the MNE, w is the cost of production factors and CMNE represents the MNE cost of corruption as earlier Use of the expression py implies that demand for the good in the host country is too small to have an effect on the price that the MNE receives for its output. This assumption is most suitable for an export-platform type of FDI as described in (Ekholm et al, 2003) where the MNE production in the host-country is exported to third country markets. This type of FDI is most likely to appear in developing economies where small domestic markets exclude market-seeking motivated FDI but with low labour costs. This implies that the profit function is most suitable for MNEs that operate in developing economies. It might be argued that the MNE only starts production in the host country if the expected profit from doing so is larger than some minimum level of profits: E(à Ã¢â€š ¬)=[ E(p)E(y) -c(E(w),E (y),E(CMNE ))] à ¢Ã¢â‚¬ °Ã‚ ¥ E(à Ã¢â€š ¬) where à Ã¢â€š ¬ is the minimum profit necessary for entry. Therefore, a rise in CMNE, the costs caused by corruption, should decrease the amount of FDI inflows that a host-country receives. It is also possible that MNEs that are already established in the host country decide to close down facilities if the costs of corruption become too high. (Cuervo-Cazurra , 2006) Although corruption has a negative impact on FDI because of the additional uncertainty and costs, such costs vary depending on the country of origin of the FDI. With respect to this topic, more FDI is gotten from OECD countries which are the rationale behind a corrupt country like Nigeria decreasing the quantity of its inward FDI because of the costs which the foreign MNC will have to incur to establish business in Nigeria. So therefore results show that the relationship between corruption and FDI is modified by the country of origin of the FDI.

Changing Output Voltage of DC †DC Converters

Changing Output Voltage of DC – DC Converters Ben Harper The Purpose of this investigation is to look at the effects of changing various components in a 3 volt to 9 volt DC – DC converter will have on the output voltage. The results collected will be compared to theoretical values in order to find out whether or not they match and if not why. Background DC – DC converters are very important components in many different circuits, they are used in laptops, cars, and cell phones, mainly devices that receive their power from batteries. There are often sub circuits within complex circuits and these sub circuits often require a specific voltage that is different from the voltage that is flowing through the circuit, this is where the DC – DC converter comes in, it is used to either step up or step down the voltage so that the sub circuit can function properly. One other use is to step up the voltage of a battery that is low on power, when batteries become low on power their output voltage can decrease making the circuit unable to function but with a step up DC – DC converter the lowered voltage can be stepped up and increased enough to allow the circuit to continue functioning for longer. This method is much more efficient than using multiple batteries. Ultimately DC – DC converters play various roles in circuit s but they are essential and effective. Research Resistors Resistors are small devices usually made of ceramic that control the amount of current flowing through a circuit. The resistance of resistors are measured in ohms (à ¢Ã¢â‚¬Å¾Ã‚ ¦) When the resistance of a resistor is high the current is low and when the resistance is low the current is high. Voltage, current and resistance is all connected to one another through Ohm’s law. Ohms law can be stated in words as the current in a resistive circuit is directly proportional to its applied voltage and inversely proportional to its resistance (Ffden-2.phys.uaf.edu, 2014). In the form of an equation it can be defined as: Resistors can be found in almost any circuit and play a very important role. Certain components within circuits cannot handle high levels of voltage and will overload and become unusable if too much voltage flows through them, properly placed resistors can stop this from happening. There are many other types of resistors such as variable resistors and foil resistors and potentiometers Capacitors Capacitors are very common components that can be found within most circuits and have multiple uses. These components have the ability to store an electrical charge and then discharge at certain intervals of time. They are used for multiple reasons, one of which is their ability to smooth a current. Having a smooth current can prevent false triggering of sensitive components such as relays. Capacitors are measured in capacitance and this is found using the formula: A capacitor contains only two conductors that are separated by a single insulating material called a dielectric. The dielectric can be one of many different things, plastic, paper, ceramic or air. The two plates can be made of aluminium or a thin film of metal. Electrolytic capacitors have positive and negative leads, this means that they are polarized, the capacitor must be placed the right way around or else the oxide insulator on one of the foils will erode and cause the component to become conductive causing it to conduct large amounts of current which results in the electrolytic fluid boiling, building up pressure and ultimately popping. Non-electrolytic capacitors tend to have a significantly lower capacitance and are normally used to smooth the current in a circuit. Electromagnetic induction coils Electromagnetic induction a process that takes place when a conductor is present in a varying magnetic field or when a conductor is moves through a non-changing magnetic field. These actions cause voltage to be produced across the conductor. This whole process induces an electrical current. The discovery of electromagnetic induction was made by Michael Faraday in 1981 and he is known for the equation named Faraday’s law of electromagnetic induction. The equation is as follows: Flux is a measurement of how much of a vector field passes perpendicularly through a given area (Hyperphysics.phy-astr.gsu.edu, 2014). A vector field is a vector quantity that can have different values, an example of a vector field is the water molecules in a river, in this example the vector quantity changes depending on its location. The vector field that present in electromagnetic induction is dependent on multiple things such as location and number of coils. In Faradays law of electromagnetic induction, flux which is represented by the Phi symbol is found using: The voltage (E.M.F.) created in a coil by a changing magnetic field is proportional to rate in which the magnetic flux changed and the number of winding in the coil (Basic Electronics Tutorials, 2014). TL499A IC The TL499A is an integrated circuit (IC) that was created for the purpose of providing adjustable regulated supply voltages, by adding a battery between 1.1 volts and 10 volts, an inductor, a filter capacitor and two resistors the IC can function as a step-up switching regulator. In this specific chip output voltages can vary between 2.9 volts and 30 volts, but this depends on multiple factors such as input voltage, current and resistance. This IC was designed to be a back-up step up switching regulator in the instance of an ac-line failure. The top view of the IC can be seen below in Figure 1. Inside of the IC there is a complex circuit that consists of multiple diodes, transistors, resistors and capacitors. Refer to Figure 2 below for a detailed circuit diagram Transistors Transistors are a form of switch, nearly all circuits will have at least one transistor. There are two main types of transistors, the most common is NPN but there is also PNP. When p-type and n-type materials are placed in contact with each other, the junction behaves very differently than either type of material alone. Specifically, current will flow readily in one direction (forward biased) but not in the other (reverse biased), creating the basic diode. This non-reversing behaviour arises from the nature of the charge transport process in the two types of materials. ((Hyperphysics.phy-astr.gsu.edu, 2014)). There are all different kinds of transistors that come in different shapes and sizes but they always have three legs. There is the base, the collector and the emitter. The base is responsible for the activation of the transistor, the collector is the positive leg and the emitter is the negative leg. Diodes Diodes are very common components that can be found in many circuits, the function of a diode is to cause electricity to flow in one direction. A diode is an electrical device allowing current to move through it in one direction with far greater ease than in the other. The most common kind of diode in modern circuit design is the semiconductor diode, although other diode technologies exist. (Allaboutcircuits.com, 2014). There are few diodes placed within the DC – DC converter assembled for this investigation but there are multiple diodes found within the TL499A IC. Hypothesis By changing resistors R1 and R2 within the Jaycar DC – DC converter kit the output voltage will vary. An increase in the resistance between these two resistors in parallel will result in an increase in output voltage. Aim The aim of this experiment is to determine whether or not decreasing the voltage of two parallel resistors will increase the output voltage of the entire circuit. By decreasing the resistance the current will increase and therefore allow a higher output voltage from the IC. â€Å"output voltage can be varied from 2.9 V to 30 V by adjusting the input of current which can be changed using the two external resistors† (Datasheetlib.com, 1984). Experimental procedure Method In order to determine the effects that the external resistors, R1 and R2 have on the circuit, they must be replaced with resistors of varying values. Once the resistors have been replaced the circuit must be connected to a power pack and the output voltage must be recorded. This process must be repeated with different resistors until there is a satisfactory amount of data collected. Materials Soldering iron Heat proof mats Resistors Solder Sponge Results Results: Practical The second change made was to R2, it was determined after changing the resistor R1 that the current flowing through the circuit was the variable that directly affected the output voltage of the entire circuit. The lower the output current the higher the output voltage was. Input Voltage Resistance of R1 Resistance of R2 Output Voltage 3 22000 Ohms 27000 Ohms 4.26 Volts 3 15000 Ohms 180000 Ohms 4.94 Volts 3 33000 Ohms 39000 Ohms 5.83 Volts 3 27000 Ohms 180000 Ohms 7.38 Volts 3 33000 Ohms 220000 Ohms 8.95 Volts 3 47000 Ohms 270000 Ohms 11.92 Volts 3 56000 Ohms 560000 Ohms 14.81 Volts Results: Theoretical Input Voltage Resistance of R1 Resistance of R2 R1, R2 Parallel Output Voltage 3 22000 Ohms 27000 Ohms 12122.45 4.51 3 15000 Ohms 180000 Ohms 13846.15 4.97 3 33000 Ohms 39000 Ohms 17875 6.05 3 27000 Ohms 180000 Ohms 23478.26 7.55 3 33000 Ohms 220000 Ohms 28695.65 8.95 3 47000 Ohms 270000 Ohms 38726.59 11.99 3 56000 Ohms 560000 Ohms 50909.09 14.91 The graph above represents the change in resistance as the output voltage increase. Sources of Error There are many different possible sources of error within the procedure that is undertaken during this experiment. The power packs at Albany Creek State High school do not all give out the correct amount of voltage; most multimeters are faulty and can give false readings, and with the resistors being constantly soldered and unsoldered in order to replace them there may be a drop in accuracy due to the board melting a small amount or a soldering joint not being done properly. Any other sources of error would be related to physical factors such as temperature and would have minimal and negligible effect on the final results. Discussion In any situation where more voltage than what is available is needed when DC current is being used, a step up converter is the solution. The circuit that was put together for this experiment can deliver between 4.5 and 20 volts output depending on the input voltage and the configuration of the resistors. Figure 1 contains a diagram of the TL499A power supply IC. Within the IC there is a series and a switching regulator. The switching regulator is responsible for the operation of the step up pulse width modulated DC – DC converter. A single variable frequency oscillator operates a transistor that is a switch between one side of a boost inductor and ground. In Appendix A it can be seen that the end of the inductor is connected to the positive battery output while the other is connected to pin six of the IC, pin six is the collector of the switching transistor. When the transistor turns on current flowing through L1 rapidly increased while it holds energy within the magnetic fiel d of the inductor. The inductor works by producing voltage when a conductor is moving through a magnetic field and when this field collapses it causes all of the electricity that was being stored in the magnetic field to discharge. When the transistor is powered down it turns off and the magnetic field breaks down producing an immediate increase in voltage. This allows the blocking diode to conduct, therefore transporting the voltage from the inductor to the capacitor that serves as an output filter before it carries on to pin 8 of the TL499a. The second transistor creates a section â€Å"of a cycle by cycle current limiting circuit† (Ti.com, 2014). This current turns off the switching transistor when the current through it reaches a predetermined level (Ti.com, 2014). The circuit uses a fixed time arrangement to preserve a controlled output voltage in changing load environments, the changing frequency can be as small as a couple kHz but with the highest load and lowest possi ble input voltage, it rises to over 20 kHz. DC voltage applied to pin 1 flows into the output at pin 8 through the transistor. â€Å"The base of Q3 is driven by an error amplifier, which compares a 1.26 volt reference voltage on its non-inverting input with the voltage at pin 2†. (Datasheetlib.com, 1984) The output voltage is determined by the equation: By choosing appropriate values for R1 and R2, the output voltage of the entire circuit can be set for any voltage between 4.5 volts and 20. From the data collected it is clear that they the resistance does increase with resistance of R1 and R2. The data does not completely match the theoretical values and the difference between them varies significantly, this is most likely due to the fact that different power packs were used for some of the of the measurements, it could also be an effect of repeatedly soldering and unsoldering the join where the resisters were placed. The clear increase in voltage with the increase in resistance makes it obvious that the results are supportive of the hypothesis and create a clear pattern that shows the increase of voltage that is relative to the resistance. The results do not go past an output voltage of fifteen therefore the limits have not been tested, it has been stated â€Å"the TL499A has a minimum output of 2.9 and a maximum output of 30 volt s† (Datasheetlib.com, 1984). One possible way of improving the results and increasing the accuracy would be to find an accurate power pack to use on the circuit, another viable option would be to use the same power pack and multimeter for every measurement that is made therefore the results would not be accurate but they would be precise. In order to get accurate results the power pack and multi meter must be tested and it must be made sure that the power pack has the correct output voltage and the multimeter reads the voltage output correctly. Another investigation that this experiment could lead to could be the effect of varying the input voltage to an induction coil. Conclusion In conclusion the results collected from the DC – DC converter ultimately support the hypothesis presented earlier in the report that by changing resistors R1 and R2 within the Jaycar DC – DC converter kit the output voltage will vary. An increase in the resistance between these two resistors in parallel will result in an increase in output voltage. The results corroborate with multiple other theories and laws. This DC – DC converter can be altered by simply changing the resistance of resistors R1 and R2 and this is supported by a suitable amount of both primary and secondary data. Bibliography Allaboutcircuits.com, (2014). Introduction : Diodes And Rectifiers. [online] Available at: http://www.allaboutcircuits.com/vol_3/chpt_3/1.html. Basic Electronics Tutorials. 2014. Electromagnetic Induction and Faradays Law. [online] Available at: http://www.electronics-tutorials.ws/electromagnetism/electromagnetic-induction.html [Accessed: 26 May 2014]. CDS linear, (2014). Linear technology. [online] Available at: http://cds.linear.com/docs/en/datasheet/1111fd.pdf [Accessed 10 Jun. 2014]. Datasheetlib.com, (1984). TL499A Datasheet | DatasheetLib.com. [online] Available at: http://www.datasheetlib.com/datasheet/68927/tl499a_ti-texas-instruments.html [Accessed 10 Jun. 2014]. Ffden-2.phys.uaf.edu. 2014. Ohms law. [online] Available at: http://ffden-2.phys.uaf.edu/211.fall2000.web.projects/Jeremie Smith/page4.htm [Accessed: 26 May 2014]. Hyperphysics.phy-astr.gsu.edu. 2014. Magnetic Flux. [online] Available at: http://hyperphysics.phy-astr.gsu.edu/hbase/magnetic/fluxmg.html [Accessed: 26 May 2014]. Jones, A. (2014). How Electromagnetic Induction Creates Current. [online] Available at: http://physics.about.com/od/physicsetoh/g/induction.htm [Accessed 10 Jun. 2014]. Ndt-ed.org, (2014). Electromagnetic Induction. [online] Available at: http://www.ndt-ed.org/EducationResources/HighSchool/Electricity/electroinduction.htm [Accessed 10 Jun. 2014]. People.sinclair.edu, (n.d.). EET 155 Unit 2: Capacitors and Inductors in DC Circuits. [online] Available at: http://people.sinclair.edu/nickreeder/eet155/mod02.htm [Accessed 10 Jun. 2014]. Ti.com, (2014). TL499A | Step-Up (Boost) Converter | Converter (Integrated Switch) | Description parametrics. [online] Available at: http://www.ti.com/product/tl499a.

tom :: essays research papers

The Prince What is Machiavelli's view of human nature? While reading The Prince, I have come to a conclusion that Machiavelli demonstrates a view of governing a state that is so different from that of humanists of his time thought. The humanists of Machiavelli's time believed that an individual had a lot to offer to the well being of the state and should be able to help in whatever way necessary. Humanists also believed that an individual grew to maturity through participation in the state and understanding in what was taking place in the state. Machiavelli strongly promoted a secular society and felt morality was not necessary but in fact stood in the way of an effectively governed principality. Machiavelli believes the ruling Prince should be the sole authority determining every aspect of the state and put in effect a policy which would serve his best interests. These interests dealt with gaining and expanding his political power. In other words, he felt the best and appropriate w ay to live was how the prince wanted us to live. Just to point this out (so I get the whole 2.5 this time) Machiavelli did not feel that a Prince should mistreat the citizens. Machiavelli goes on to talk about honor and how one can gain such an element (hanging out with me and Derek will help out, but then again, we weren't around during that time). He suggests that a prince must be readily willing to deceive the citizens, afterall, he is the head honcho. Machiavelli also brings up the point that a prince must also deceive those who attempt to make him feel good (Maybe because they were trying to take advantage of him). As I stated previously, he promotes a secular form of politics. His views were to the benefit of the prince, in helping him maintain power rather than to serve to the well being of the citizens.

Memory - Our Version of History :: Exploratory Essays Research Papers

Memory - Our Version of History How the memory works in the human mind continues to fascinate those who look. It has the ability to take in everything that our senses can give to it, store all of that information, and then recall both recent and past recollections upon our request. Patricia Hampl discovers in her own personal recollection "an unsettling disbelief about the reliability of memory, a hunch that memory is not, after all, just memory" (131). Psychiatrists, psychologists, and writers continue to study the mystery in the relationship between the mind and the memory: the objective past, the invention of our own version of history, and the symbolism in personal memories with respect to self-reflection. Hampl reflects to discover she invents in her memoir of the piano lesson. Returning thirty years later to a special place in his memory, Stephen Jay Gould "had conflated the most prominent symbol of my old neighborhood, the tennis stadium, with an important personal place" (116). I can see how this happens when a person sometimes adds a little color or excitement in retelling a story to keep the attention of the audience in everyday life. But these accomplished authors are writing memoirs, not fiction, and their memories are still partial untruths. Could my written memories contain untruths as their written memories do? The only way I may find the answer is to write about the first memory I remember as a child. It is a long time ago and I remember that I am three years old. Daddy is holding me near his shoulder and I have my arms around his neck. We are in Sacred Heart Church by ourselves. Daddy just keeps looking straight ahead. His glasses are resting on his nose that protrudes so far from his face. I think about his nose because we always play "noseys" before I go to bed at night. His tinted glasses are hiding his eyes that always smile at me. I want to see his smiling eyes but right now I can see the top of his head better. Daddy does not have much hair on the top of his head. It reminds me of when he says, "The beard on my face makes up for the lack of hair on my head." I laugh to myself and remember telling him to move his beard to the top of his head but to leave his mustache where it is.

Bae Hbr

Harvard Business School 9-396-311 Rev. November 6, 1996 BAE Automated Systems (A): Denver International Airport Baggage-Handling System No airport anywhere in the world is as technologically advanced as the Denver International Airport. 1 It’s dramatic. If your bag [got] on the track, your bag [was] in pieces. 2 In November 1989 ground was broken to build the Denver International Airport (DIA). Located 25 miles from downtown Denver, Colorado, it was the first major airport to be built in the United States since the opening of the Dallas-Fort Worth Airport in 1974.In 1992, two years into construction, the project’s top managers recommended inclusion of an airport-wide integrated baggage-handling system that could dramatically improve the efficiency of luggage delivery. Originally contracted by United Airlines to cover its operations, the system was to be expanded to serve the entire airport. It was expected that the integrated system would improve ground time efficiency, reduce close-out time for hub operations, and decrease time-consuming manual baggage sorting and handling.There were, however, a number of risks inherent in the endeavor: the scale of the large project size; the enormous complexity of the expanded system; the newness of the technology; the large number of resident entities to be served by the same system; the high degree of technical and project definition uncertainty; and the short time span for completion. Due to its significant experience implementing baggage-handling technology on a smaller scale, BAE Automated Systems Inc. , an engineering consulting and manufacturing company based in Carollton, Texas, was awarded the contract.Construction problems kept the new airport from opening on the originally scheduled opening date in October 1993. Subsequently, problems with the implementation of the baggage system forced delays in the opening of the airport another three times in seven months. In May 1994, under growing pressure from shareholders, the business community, Denver residents, Federal 1Fred Isaac, Federal Aviation Administration regional administrator, quoted in â€Å"Denver Still Working Out Kinks as Its First Birthday Arrives,† USA Today (February 28, 1996), p. 4b. Fred Renville, United Airlines employee quoted in â€Å"Denver Still Working Out Kinks as Its First Birthday Arrives,† USA Today (February 28, 1996), p. 4b. Assistant Professor Ramiro Montealegre and Research Associate H. James Nelson of the University of Colorado at Boulder, Research Associate Carin Isabel Knoop, and Professor Lynda M. Applegate prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Some names have been disguised. Copyright  © 1996 by the President and Fellows of Harvard College.To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Bosto n, MA 02163. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling SystemAviation Administration (FAA) commissioners, and the tenant airlines and concessionaires, Denver mayor Wellington Webb announced that he was hiring the German firm Logplan to help assess the state of the automated baggage system. In July, Logplan issued an 11-page report to the City of Denver that characterized BAE’s system as â€Å"highly advanced† and â€Å"theoretically† capable of living up to its promised â€Å"capacities, services and performances,† but acknowledged mechanical and electrical problems that  "make it most improbable to achieve a stable and reliable operation. Logplan suggested that it would take approximately five months to get the complete BAE system working reliably. It also suggested that a backup system of tugs, carts, and conveyor belts could be constructed in less than five months. In August 1994, Mayor Webb approved the construction of a backup baggage system. At the same time, he notified BAE of a $12,000-a-day penalty for not finishing the baggage system by DIA’s original October 29, 1993 completion date. Webb also demanded that BAE pay for the $50 million conventional tug-and-cart baggage system.Gene Di Fonso, President of BAE, knew that his company could demonstrate that flaws in the overall design of the airport and an unsystematic approach to project changes had affected implementation of the integrated baggage system. He wondered whether he should just cancel the contract and cut his losses, or attempt to negotiate with the city for the support requ ired to finish the system as specified, despite the severe deterioration in communication and rising hostility. Could the problems with the automated system be overcome with the dedication of additional resources?Given that the system represented a significant departure from conventional technology, would reducing its size and complexity facilitate resolution of the problems that plagued it? And, if the city could be persuaded to accept a simplified system, would the tenant airlines, particularly those with hubbing operations that had been promised more advanced functionality and better performance, be likely to sue? Building the Most Efficient Airport in the World Until about 1970, Denver’s Stapleton Airport had managed to accommodate an ever-growing number of airplanes and passengers.Its operational capacity was severely limited by runway layout; Stapleton had two parallel north-south runways and two additional parallel east-west runways that accommodated only commuter air carriers. Denver’s economy grew and expanded greatly in the early 1980s, consequent to booms in the oil, real estate, and tourism industries. An aging and saturated Stapleton Airport was increasingly seen as a liability that limited the attractiveness of the region to the many businesses that were flocking to it. Delays had become chronic.Neither the north-south nor east-west parallel runways had sufficient lateral separation to accommodate simultaneous parallel arrival streams during poor weather conditions when instrument flight rules were in effect. This lack of runway separation and the layout of Stapleton’s taxiways tended to cause delays during high-traffic periods, even when weather conditions were good. Denver’s geographic location and the growing size of its population and commerce made it an attractive location for airline hubbing operations. At one point, Stapleton had housed four airline hubs, more than any other airport in the United States.In poor weather and during periods of hightraffic volume, however, its limitations disrupted connection schedules that were important to maintaining these operations. A local storm could easily congest air traffic across the entire United States. 3 3According to James Barnes [1993], â€Å"By 1994, Stapleton was one of the top five most constrained airports in the US. There were over 50,000 hours of delay in 1988 and by 1997 the FAA had projected that Stapleton would experience over 100,000 hours of delay per year. † 2 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 The City and County of Denver had determined in the mid-1970s that Stapleton International Airport was in need of expansion or replacement. In July 1979, a study to assess the airport's needs was commissioned by the City of Denver to the Denver Regional Council of Governments. Upon completion of the study in 198 3, a report was issued saying that, due to its size and geographic location, and strong commitments by United and Continental Airlines, Denver would remain a significant hub for at least one major U. S. arrier. The study recommended expansion of Stapleton’s capacity. Political Situation4 The City of Denver’s 1983 mayoral race precipitated initiatives to improve the airfield infrastructure. Three candidates were vying for mayor: Monte Pascoe, Dale Tooley, and Frederico Pena. Pascoe, a prominent Denver attorney and former State Democratic Party co-chair, seized upon the airport issue, forcing other candidates to adopt stronger positions on airport expansion than they might have otherwise. 5 Pena and Tooley, however, drew the highest numbers of votes in the general election, and were forced into a runoff.At the persistent urging of the Colorado Forum (a collection of 50 of the state’s top business executives), Pena and Tooley signed a joint statement committing the mselves to airport expansion. Pena won the runoff. Committed by a public promise that could have been enforced, if necessary, by the most highly motivated members of the region’s business leadership, Pena immediately restated his intent to expand Stapleton. The City of Denver and neighboring Adams County began to develop plans for long-term airport development in 1984. In 1985, a new site northeast of Denver was chosen.Consummation of the airport siting issue, however, was left to Adams County voters, which had to vote to permit the City of Denver to annex property therein. The city hired a consulting firm to help organize its resources and its efforts to work through the legal process. The data that was gathered through the master planning and environmental assessment later proved useful for public education. An â€Å"Annexation Agreement† between Adams County and the City of Denver was reached on April 21, 1988. Adams Country voters approved a plan to let Denver anne x 43. 3 square miles for the construction of an airport.In a special election on May 16, 1989, voters of Denver endorsed a â€Å"New Airport† by a margin of 62. 7% to 37. 3%. According to Edmond, â€Å"Those two referendums passed largely on the merits of the economic benefits: jobs and sales tax revenues. † Economic Considerations A number of trends and events in the mid-1980s alarmed bank economists and other of the region's business leaders in the mid-1980s. The collapse of oil shale ventures between 1982 and 1986 saw mining employment fall from 42,000 to 26,000 jobs, while service support jobs fell from 25,300 jobs to 13,700. Construction jobs fell from 50,700 to 36,600 jobs, and the value of private construction plummeted from $24 billion to $9. 5 billion. 7 A lackluster economy led many government officials in counties and municipalities as well as in Denver to embark upon an unprecedented policy of massive public construction to save the region from what was reg arded in 1987 as an economic free-fall. A $180 million-plus municipal bond was issued for public improvements, including a new downtown library, neighborhood and major roadway improvements, and a host of overdue infrastructure investments.During the same period, 4Extracted from: Moore, S. T. : â€Å"Between Growth Machine and Garbage Can: Determining Whether to Expand the Denver Airport, 1982-1988,† Annual Meeting of the Southern Political Science Association, Atlanta, Georgia, November 4, 1994. 5Ibid. 6 7 Colorado Business Outlook Forum, University of Colorado School of Business, 1990. Small Area Employment Estimates; Construction Review, U. S. Department of Commerce, 1990 3 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System he Pena administration moved decisively to confront an increasingly aggressive Chamber of Commerce leadership that was promoting airport reloca tion. The determination of the â€Å"pro-New-Airport† clan was growing. The project was being marketed as a technologically advanced, state-of-the-art structure to draw businesses, import federal capital, and fund the creation of new jobs with bonded debts to overcome the short-term decline in the economy. The airport was to become a grandiose project to revive the Colorado economy and a master showcase for the Public Works Department. The entire business community,† recalled a member of the Mayor's administrative team: The Chamber of Commerce, members of the city council, the mayor, and state legislators, participated in informational discussions with other cities that had recently built airports. [This enabled] everybody to understand the magnitude of the project. So we studied the other two airports that had been built in the United States in the last 50 years and said, â€Å"Tell us everything that you went through and all the places you think there will be problem s. † We were not going into it blindly.Forecasts of aviation activity at Stapleton by the Airport Consultant team, the FAA, and others, however, did not anticipate events such as a new phase of post-deregulation consolidation, the acquisition in 1986 of Frontier Airlines by Texas Air (the owner of Continental), significant increases in air fares for flights in and out of Stapleton, and the bankruptcy of Continental. Consequently, the level of aviation activity in Denver was overestimated. Instead of rising, Stapleton’s share of total U. S. domestic passenger enplanements fell 4% per year from 1986 through 1989. 8 The Master PlanThe City of Denver's approach to preparing a master plan for the airport was typical. â€Å"One hires the best consultants on airfield layout, noise impacts, terminal layout, on-site roadways, off-site roadways, cost estimating, financial analysis, and forecasting,† observed DIA administrator Gail Edmond. â€Å"They brainstorm and generat e as many alternate layouts as possible. † Alternatives were discussed and eliminated at periodic joint working sessions, and a technical subcommittee was organized to gather input from the eventual airport users, airlines, pilots, and the FAA. â€Å"Everybody knows how to begin an airport master plan,† Edmond added.Following a bid, the consulting contract was awarded to the joint venture of Greiner, Inc. and Morrison-Knudsen Engineers for their combined expertise in the fields of transportation and construction. The consulting team, working under the direction of the DIA Director of Aviation, focused first on four elements: site selection; the master plan; the environmental assessment; and developing support by educating the public on economic benefit. The final master plan presented to the city by the team in the fall of 1987 called for the construction of the world’s most efficient airport.It was to be created from the ground up with no predetermined limitatio ns. The plan was to allow the airport to grow and expand without compromising efficiency. Twice the size of Manhattan at 53 square miles, the nation's largest airport was to be designed for steady traffic flow in all weather conditions. It was to comprise a terminal with east and west buildings joined by an atrium structure, three concourses, an automated underground people mover, and five parallel 12,000-foot-long runways on which as many as 1,750 planes could take off and land daily.Its flow-through traffic patterns would allow planes to land, taxi to concourse gates, and take 8 Furthermore, when selling the project to voters, planners at one point forecast up to 36 weekly flights to Europe by 1993. The number recorded in 1993, however, was four. The number of passengers departing form Denver was to rise from 16 million in 1985 to some 26 million by 1995. The 1994 figure, however, was about the same as the number of passengers in 1985, or half of Stapleton’s capacity. 4 Pur chased by Ashley Matcheck ([email  protected] om) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 off again all in one direction. The ultimate buildout, projected for the year 2020, was to include up to 12 full service runways, more than 200 gates, and a capacity of 110 million passengers annually. Estimated cost (excluding land acquisition and pre-1990 planning costs) was $2 billion. By the end of 1991, the estimated cost had increased to $2. 66 billion. Plans called for the project's completion by the fall of 1993.In September 1989, Federal officials signed a $60 million grant agreement for the new airport, which was to be financed in multiple ways—by issuing revenue bonds and securing federal grants— supplemented by a sizable investment by the city [county of Denver 1991]. Estimated federal grants for the new airport originally totaled $501 million. Portions of these were forthcoming from the FAA, for feder al fiscal year 1990 in the amount of $90 million and for federal fiscal year 1991 in the amount of $25 million. The remainder of the $501 million letter of intent was to be received on an annual basis through fiscal year 1997.The revenue bonds assumed the â€Å"Date of Beneficial Occupancy† (DBO) to be January 1, 1994, with bond repayments to begin on that date. At that time, the city determined that DIA would meet the DBO no later than October 31, 1993. A member of the Mayor’s administrative team described the approach. What we did was plan the DBO date and then we planned an extra six months just in case there was a lag in the opening, which, in essence, allowed us to create stability in the market. The other thing we did was that we conservatively financed and filled every reserve account to the maximum.So we borrowed as much money as we could at the lower interest rate and were able to average the debt cost down, not up, as we thought it would be. A Build-Design Pr oject By the time construction began at DIA in November 1989, a transfer of authority was taking place in the City of Denver. Wellington Webb was elected the new mayor. According to one of his assistants, the Pena administration had announced that the airport would be operational in October 1993. â€Å"This was a build-design project, which means that we were building the airport [while] we were designing it,† he explained. Because of the delays early on in the project, we had to accelerate construction immediately. There was a lot of pressure and too many players. This was an airport built by committee. We had regular meetings to straighten things out, but it didn’t always work. † Although the Webb administration inherited the airport project without a commitment on the part of the major carriers, the support and input of concerned airlines were absolutely key, not only financially but also in terms of input on overall airport layout, scope, and capacity, and su pporting systems such as fueling and baggage handling.Denver launched the DIA program without specific commitments from either of Stapleton airport's two major tenant airlines, United and Continental, which together accounted for more than 70% of existing passenger traffic. Continental committed to the new airport in February 1990, United in December 1991. Fundamental changes were made to the airport layout plan and facilities (some already under construction) to accommodate the operational needs of these carriers. The Webb administration followed the predecessor administration’s emphasis on assuring that the project’s greatest beneficiaries would be local businesses.The desire was to involve as many individual firms as practicable and to use Denver area talent. It was reasoned that local talent was easily accessible to the program management team (PMT), knew Denver building codes and practices, and had available the necessary professional labor pool to accomplish the design in accordance with the demanding schedule. In addition, existing law stated that 30% minority-owned firms and 6% women-owned firms had to participate in a public works program. The result was a contracting philosophy that maximized opportunities for regional businesses and the local workforce to compete for the work.At least five of 60 contracts awarded for the design of DIA went to Denverarea firms. These 60 design contracts generated 110 construction contracts. Eighty-eight professional service contracts also had to be coordinated. Many local firms had to be hired and the program was 5 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System chopped up into many small projects. Involvement totaled 200 to 300 firms and reached 400 during the construction phase. Five different firms designed the runways, four the terminal.The city's emphasis on encouraging everyone to comp ete and yet be part of the project increased the potential for interface and coordination problems. Denver’s flat economy led the administration to keep construction money within the city. Although this benefited the city, it introduced an additional burden on administration. As many as 40-50 concurrent contracts involved many interrelated milestones and contiguous or overlapping operational areas. The estimated daily on-site work force population exceeded 2,500 workers for a 15 to 18-month period beginning in mid-1991 and peaked at between 9,000 and 10,000 in mid-1992.Adding to the human resource coordination problems was a forecasted 4,000 deliveries daily. Construction volume for six months in mid-1992 exceeded $100 million per month. The prolonged period of assessment and negotiation prior to final approval of the project, and the financial plan selected (which required that bond repayments begin on January 1, 1994), pressured the PMT to push the project ahead at all cost . Because the project had to assume the characteristics of a â€Å"fast-track† project early in the construction startup, the compressed design period precipitated a more dynamic construction effort han might be anticipated for a â€Å"competitively bid, fixed price† program. Reliance on a design/build method for the project was, according to one DIA official, â€Å"unusual because projects this complex normally happen during separate stages. For example, you need to finish up the site selection before you begin the master planning. † Moreover, communication channels between the city, project management team, and consultants were neither well defined or controlled. â€Å"If a contractor fell behind,† a resident engineer who reported to one of the area managers said, the resident engineer would alert the contractor and document this.The resident engineer would document what would have to be done and what additional resources were necessary to get back on s chedule and finish the contract on time. As a public agency it was enormous, the amount of documentation that we did. I don’t know how many trees we cut down just for this project. The resident engineer had about five to eight 12-drawer filing cabinets of documentation and this was nothing compared to what the area manager had. It was just incredible. There were at least four to six copies of everything. The scheduling manager described the evolution of the tracking system that was used.One of the biggest problems we had was keeping track of all the changes. So we developed a database system that was installed at each one of the resident engineer’s trailers and each contract administrator was then charged with keeping that system up to date and feeding us disks, which we would then merge together periodically to produce an integrated report. But every party had developed their own tracking system before the start of the project. That worked well for each group, but the re was no way to take each one of these divergent systems and combine it into one, comprehensive report.So when we introduced the change tracking system everybody said, â€Å"fine, that’s wonderful, and I’ll update it when I get to it and when I get time. † It took three years to implement the tracking system. Project Management In a fast-moving, ever-changing environment such as the development of a new airport, the management structure must be able to rapidly produce engineering alternatives and the supporting 6 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 ost and schedule data. 9 But because DIA was financed by many sources and was a public works program, project administrators had to balance administrative, political, and social imperatives. 10 The City of Denver staff and consultant team shared leadership of the project and coordinated the in itial facets of DIA design. â€Å"The initial thought,† reflected one staff member, â€Å"was that the city staff would do their thing and the consulting staff do theirs and later we would coordinate. It became evident within a very short time that we were doing duplicate duties, which was inefficient.Finally the city decided to coordinate resources. † The city selected a team of city employees and consultants and drafted a work scope document that clearly separated the city’s from the consultants’ responsibilities. The elements the city did not delegate to consultants included ultimate policy and facility decisions, approval of payments, negotiation and execution of contracts, facilitation of FAA approvals, affirmative action, settlement of contractor claims and disputes, selection of consultants, and utility agreements.The city delegated some elements such as value engineering, construction market analysis, claim management, on-site staff and organizati on, and state-of-the-art project control (computerized management of budget and schedule). Exhibit 1 depicts the DIA management structure. The program management team became the organization dedicated to overseeing planning and development for the new airport. Headed by the associate director of aviation, the team was partially staffed by city career service employees.To add experience and capability, the city augmented the PMT with personnel from the joint venture of Greiner Engineering and MorrisonKnudsen Engineers, the consulting team. Observed one program management team member, â€Å"This working partnership of the City of Denver and consulting joint venture team developed into a fully integrated single organization, capitalizing on the best to be offered by all participants, and optimizing the use of personnel resources. † DIA’s operational project structure comprised five different areas subdivided into smaller units.The working areas were: site development (ear thmoving, grading, and drainage); roadways and on-grade parking (service roads, on-airport roads, and off-airport roads connecting to highways); airfield paving; building design (people-mover/baggage-handler, tunnel, concourses, passenger bridge, terminal, and parking); and utility/special systems and other facilities (electrical transmission, oil, and gas line removal and relocation). An area manager controlled construction within each area.Area managers were responsible for the administration of all assigned contracts and, in coordination with other area managers, for management of the portion of the overall site in which their work took place. United Airlines’ Baggage System From the public’s perspective, the â€Å"friendliness† of any airport is measured by time. No matter how architecturally stimulating a new airport structure, the perception of business or leisure travelers is often registered in terms of efficiency in checking luggage at the departure are a or waiting to claim a bag in the arrival area.The larger the airport, the more critical the efficient handling of baggage. Remote concourses connected by underground tunnels present special problems for airport planners and operators because of the great distances passengers and baggage must travel. The purpose of an airport being to move passengers as efficiently as possible, moving bags as quickly is 9 The DIA project used the so-called â€Å"fast-tracking† method, which made it possible to compress some activities along the critical path and manage the construction project as a series of overlapping tasks. 0 These included considerations such as affirmative action, local participation, neighborhood concerns, civic pride, input from the disabled community, art, secondary employment benefits of contract packaging, concern for the environment, and political interest. 7 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A ): Denver International Airport Baggage-Handling System part and parcel of that responsibility. Rapid transport of frequent flyers accomplishes very little if bags are left behind.DIA's Concourse A, which was to house Continental Airlines, was situated some 400 meters, and United Airlines’ Concourse B nearly 1,000 meters, north of the main terminal. Concourse C, home to other carriers including American, Delta, Northwest, America West, and TWA, sat parallel to the other two concourses more than 1,600 meters north of the main terminal. The initial project design did not incorporate an airport-wide baggage system; the airport expected the individual airlines to build their own systems as in most other American airports. 1 United Airlines, which in June 1991 signed on to use DIA as its second-largest hub airport, proceeded to do just that. Needing an automated baggage handling system if it was to turn aircraft around in less than 30 minutes, United, in December 1991, commissione d BAE Automatic Systems, Inc. , a world leader in the design and implementation of material handling systems, to develop an automated baggage handling system for its B Concourse at DIA. The contract, which included engineering and early parts procurement only, was valued at $20 million; and the task was estimated to be completed in two and one-half years. We began working at DIA under a contract directly with United Airlines,† recalled Di Fonso. â€Å"Obviously, United Airlines has experience with airports. They concluded that the schedule had gotten totally out of control from the standpoint of baggage and they acted to serve their own needs, basically to protect themselves. We contracted with United and were already designing their portion of the system before the city went out for competitive bidding. † BAE was founded as a division of Docutel Corporation in 1968.Docutel, which had developed the Telecar (a track-mounted automated baggage system), constructed an autom ated baggage system for United Airlines at San Francisco airport in 1978. When Docutel ran into financial difficulties during this installation, United asked Boeing, a major supplier of its aircraft, to take over the company. Boeing agreed and the new company, a wholly-owned subsidiary dubbed Boeing Airport Equipment, completed the San Francisco installation. In 1982, Boeing sold the company to its senior management, which renamed it BAE Automated Systems.In August 1985, BAE became an operating unit of Clarkson Industries, a wholly-owned subsidiary of London-based BTR plc. BTR plc (formerly British Tire and Rubber), was a $10 billion conglomerate with global interests in building, paper and printing products, and agricultural and aircraft equipment. In 1994, BAE's 365 employees worked on projects across the United States and in Europe and Australia. In-house engineering, manufacturing, and field support capabilities enabled BAE to develop, design, manufacture, install, and support e very project it undertook from start to finish.BAE also provided consulting, engineering, and management services for airport projects and a variety of material handling applications. With sales of $100 million in 1994, up from approximately $40 million in 1991, BAE accounted for 90% of U. S. baggage sorting equipment sales. Between 1972 and 1994, the company had successfully designed, manufactured, and installed nearly 70 automated baggage handling systems (worth almost $500 million dollars) at major airports in the United States, in New York, Dallas-Fort Worth, Chicago, San Francisco, Atlanta, Miami, Newark, and Pittsburgh.It had also installed systems in Vancouver and London and was selected, in 1992, as a consultant to the $550 million main terminal for the New Seoul Metropolitan Airport in South Korea. BAE was a very self-contained, integrated company structured along two business lines: manufacturing and engineering. Its approximately 200,000 square foot manufacturing facility was capable of producing nearly all of the components required by BAE systems save motors, gearboxes, and bearings. The engineering department was structured according to major projects. Each project was assigned a project manager who reported directly to the company president. 1 Rifkin, G. : â€Å"What Really Happened at Denver’s Airport,† Forbes, SAP Supplement, August 29, 1994. 8 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 Implementing an Integrated Baggage-Handling System BAE had already commenced work on United's baggage system when the PMT recognized the potential benefits of an airport-wide integrated baggage system. Moreover, as one DIA senior manager explained, â€Å"airlines other than United simply were not coming forward with plans to develop their own baggage systems. Airport planners and consultants began to draw up specifications and th e city sent out a request for bids. Of 16 companies contacted, both in the United States and abroad, only three responded. A consulting firm recommended against the submitted designs, on the grounds that the configurations would not meet the airport’s needs. BAE was among the companies that had decided not to bid for the job. BAE had installed the Telecar system at a number of other airports and the basic technologies of the Telecar, laser barcode readers, and conveyor belt systems were not new. What was new was the size and complexity of the system. A grand airport like DIA needs a complex baggage system,† explained Di Fonso, Therefore the type of technology to be used for such a system is the kind of decision that must be made very early in a project. If there is a surprise like no bidders there is still time to react. At DIA, this never happened. Working with United Airlines, we had concluded that destination-coded vehicles moving at high speed was the technology nee ded. But quite honestly, although we had that technology developed, its implementation in a complex project like this would have required significantly greater time than the city had left available.A United project manager concurred: â€Å"BAE told them from the beginning that they were going to need at least one more year to get the system up and running, but no one wanted to hear that. † The City of Denver was getting the same story from the technical advisers to the Franz Josef Strauss Airport in Munich. The Munich Airport had an automated baggage system, but one far less complex than DIA’s. Nevertheless, Munich’s technical advisors had spent two years testing the system and the system had been running 24 hours a day for six months before the airport opened. Formulating IntentionsAs BAE was already working on United’s automated baggage handling system and enjoyed a world-wide reputation as a superior baggage system builder, Denver approached the compan y. BAE was asked to study how the United concept could be expanded into an integrated airport system that could serve the other carriers in the various concourses. BAE presented the City of Denver with a proposal to develop the â€Å"most complex automated baggage system ever built,† according to Di Fonso. It was to be effective in delivering bags to and from passengers, and efficient in terms of operating reliability, maintainability, and future flexibility.The system was to be capable of directing bags (including suitcases of all sizes, skis, and golf clubs) from the main terminal through a tunnel into a remote concourse and directly to a gate. Such efficient delivery would save precious ground time, reduce close-out time for hub operations, and cut time-consuming manual baggage sorting and handling. Although an automated system was more expensive initially than simple tugs and baggage carts, it was expected that it would reduce the manpower which was required to distribute bags to the correct locations.Bags unloaded from an aircraft arriving at a particular concourse would barely be touched by human hands. Moved through the airport at speeds up to 20 mph, they would be waiting when passengers arrived at the terminal. To prove the capability of its mechanical aspects, and demonstrate the proposed system to the airlines and politicians, BAE built a prototype automated baggage handling system in a 50,000 square foot warehouse near its manufacturing plant in Carrollton, Texas. The prototype system convinced Chief Airport Engineer Walter Slinger that the automated system would work. [The City of Denver] approached us based on one core concept,† recalled Di Fonso. â€Å"They wanted to have a fully integrated, airport-wide baggage system. The city 9 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System had two major concerns. First, they had no acceptable proposal. Second, United was probably going to go ahead and build what it needed and the rest of the airport would have been equipped with something else. Di Fonso continued, When we arrived on the scene, we were faced with fully defined project specs, which obviously in the long run proved to be a major planning error. The city had fallen into a trap, which historically architects and engineers tend to fall into as they severely underplay the importance and significance of some of the requirements of a baggage system, that is, arranging things for the space into which it must fit, accommodating the weight it may impose on the building structure, the power it requires to run, and the ventilation and air conditioning that may be necessary to dissipate the heat it generates.In April 1992, BAE was awarded the $175. 6 million contract to build the entire airport system. According to Di Fonso, company executives and city officials hammered out a deal in three intense working sessions. â€Å"We placed a number of conditions on accepting the job,† he observed. The design was not to be changed beyond a given date and there would be a number of freeze dates for mechanical design, software design, permanent power requirements and the like. The contract made it obvious that both signatory parties were very concerned about the ability to complete.The provisions dealt mostly with all-around access, timely completion of certain areas, provision of permanent power, provision of computer rooms. All these elements were delineated as milestones. Denver officials accepted these requirements and, in addition, committed to unrestricted access for BAE equipment. Because of the tight deadlines, BAE would have priority in any area where it needed to install the system. Di Fonso elaborated, When we entered into the contract, Continental Airlines was still under bankruptcy law protection.The city was very concerned that they would be unable to pay for their concourse . They only contracted for about 40% of the equipment that is now in concourse A, which was the concourse that Continental had leased. Beyond that, concourse C had no signatory airlines as leaseholders at the time. The city, therefore, wanted the simplest, most elementary baggage system possible for concourse C. The outputs and inputs were very, very crude, intentionally crude to keep the costs down because the city had no assurance of revenue stream at that point in time.The city did not get the airlines together or ask them what they wanted or needed to operate. The approach was more along the lines of â€Å"we will build the apartment building and then you come in and rent a set of rooms. † Project Organization and Management No major organizational changes to accommodate the new baggage system were deemed necessary, although some managerial adjustments were made on the DIA project. Design of the United baggage system was frozen on May 15, 1992, when the PMT assumed manage rial responsibility for the integrated baggage system.The direct relationship with BAE was delegated to Working Area 4, which also had responsibility for building design efforts such as the people-mover, airside concourse building, passenger bridge main landside building complex and parking garage, and various other smaller structures. The area manager, although he had no experience in airport construction, baggage system technologies, or the introduction of new technologies, possessed vast experience in construction project control management. BAE had to change its working structure to conform to DIA's project management structure. Di Fonso explained, 10Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 There was a senior manager for each of the concourses and a manager for the main terminal. The bag system, however, traversed all of them. If I had to argue a case for righ t of way I would have to go to all the managers because I was traversing all four empires. In addition, because changes were happening fast at each of these sites, there was no time to have an information system to see what is concourse A deciding and what is concourse B deciding.We had to be personally involved to understand what was going on. There was no one to tie it all together and overlap all these effects because the basic organization was to manage it as discrete areas. It was pandemonium. We would keep saying that over and over again. Who is in charge? For the first two years of the project, Di Fonso was the project manager. The project was divided into three general areas of expertise: mechanical engineering, industrial control, and software design.Mechanical engineering was responsible for all mechanical components and their installation, industrial control for industrial control design, logic controller programming, and motor control panels, and software design for writ ing real-time process control software to manage the system. At the time the contract with BAE was signed, construction had already begun on the terminal and concourses. Substantial changes had to be made to the overall design of the terminal and some construction already completed had to be taken out and reinstalled to accommodate the expanded system.Installation of the expanded system was initially estimated to require more than $100 million in construction work. Walls had to be removed and a new floor installed in the terminal building to support the new system. Moreover, major changes in project governance were taking place during the baggage system negotiations. In May 1992, shortly after the baggage system negotiations commenced, the head of the DIA project resigned. The death in October 1992 of Chief Airport Engineer Slinger, who had been a strong proponent of the baggage system and closely involved in negotiations with BAE, also exerted a significant impact on the project.Hi s cooperation had been essential because of the amount of heavy machinery and track that had to be moved and installed and the amount of construction work required to accommodate the system. His replacement, Gail Edmond, was selected because she had worked closely with him and knew all the players. Her managerial style, however, was quite different from Slinger’s. A Public Works manager recalled his first reaction to the change: â€Å"[The airport] is not going to be open on time. † A United Airlines project manager summarized Edmond’s challenge thus: Slinger was a real problem solver.He was controversial because of his attitude, but he was never afraid to address problems. He had a lot of autonomy and could get things done. Gail was in a completely different position. Basically, she had a good understanding of how the project was organized and who the key players were, but didn’t know much about the actual construction. Also, the city council didnâ€℠¢t give her anywhere near the autonomy and the authority that Slinger had and she had to get approval from the council on just about all decisions. They really tied her hands and everyone knew it.Di Fonso echoed the project manager's assessment: Walter [Slinger] understood that one of the things we had to have was unrestricted access. I think he clearly understood the problem the city was facing and he understood the short timeframe under which we were operating. He was the one that accepted all of the contractual conditions, all the milestones of the original contract. He really had no opportunity to influence the outcome of this project, however, because he died within months after the contract was signed. I think Gail 11 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 96-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System did an excellent job [but] she was overwhelmed. 12 She just had too much. The layers below focused inw ard, worrying about their own little corners of the world. â€Å"Not only did we not get the unrestricted access that was agreed upon,† Di Fonso emphasized, â€Å"we didn’t even have reasonable access. † Ten days after Slinger’s death, a BAE millwright found a truck from Hensel Phelps, the contractor building Concourse C, blocking her work site. She asked someone to move the truck or leave the keys so it could be moved.According to a BAE superintendent, â€Å"she was told that ‘This is not a BAE job and we can park anywhere we please: is that clear? ’† Elsewhere, BAE electricians had to leave work areas where concrete grinders were creating clouds of dust. Fumes from chemical sealants forced other BAE workers to flee. Di Fonso pleaded with the city for help. â€Å"We ask that the city take prompt action to assure BAE the ability to continue its work in an uninterrupted manner,† he wrote. â€Å"Without the city’s help, th e delays to BAE’s work will quickly become unrecoverable. 13 To further complicate matters, the airlines began requesting changes to the system’s design even though the mechanical and software designs were supposed to be frozen. â€Å"Six months prior to opening the airport,† Di Fonso recalled, â€Å"we were still moving equipment around, changing controls, changing software design. † In August 1992, for example, United altered plans for a transfer system for bags changing planes, requesting that BAE eliminate an entire loop of track from Concourse B. Rather than two complete loops of track, United would have only one.This change saved approximately $20 million, but required a system redesign. Additional ski-claim devices and odd-size baggage elevators added in four of the six sections of the terminal added $1. 61 million to the cost of the system. One month later, Continental requested that automated baggage sorting systems be added to its west basement at an additional cost of $4. 67 million. The ski claim area length was first changed from 94 feet to 127 feet, then in January 1993, shortened to 112 feet. The first change added $295,800, the second subtracted $125,000, from the cost.The same month, maintenance tracks were added to permit the Telecars to be serviced without having to lift them off the main tracks at an additional cost of $912,000. One year later, United requested alterations to its odd-size baggage inputs—cost of the change: $432,000. Another problem was the city’s inability to supply â€Å"clean† electricity to the baggage system. The motors and circuitry used in the system were extremely sensitive to power surges and fluctuations. When electrical feedback tripped circuit breakers on hundreds of motors, an engineer was called in to design filters to correct the problem.Although ordered at that time, the filters still had not arrived several months later. A city worker had canceled a contract w ithout realizing that the filters were part of it. The filters finally arrived in March 1994. A third, albeit disputed, complication related to Denver’s requirement, and city law, that a certain percentage of jobs be contracted to minority-owned companies. The City of Denver had denied BAE’s original contract because it did not comply with hiring requirements, where upon BAE engaged some outside contractors in lieu of BAE employees. Di Fonso estimated that this increased costs by approximately $6 million, a claim ejected by the Mayor's Office of Contract Compliance. Then, in September 1993, BAE’s contract negotiations with the City of Denver over maintenance of the system resulted in a two-day strike of 300 millwrights that was joined by some 200 electricians. BAE negotiated with Denver for maintenance workers to earn $12 per hour on certain jobs that the union contended should be worth $20 per hour. As a result, BAE lost the maintenance contract. 12 In addition to her role as Chief Airport Engineer, Edmond kept her previous responsibilities as Chief of Construction and Acting Director of Aviation. 3 Rocky Mountain News, January 29, 1995 12 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 BAE Automated Systems (A): Denver International Airport Baggage-Handling System 396-311 Project Relations Much of the effort for implementing the baggage system was directed within one of the four working areas. â€Å"The relationship with the management team was very poor,† recalled Di Fonso. The management team had no prior baggage handling competence or experience. This was treated as a major public works project.The management team treated the baggage system as similar to pouring concrete or putting in air-conditioning ducts. When we would make our complaints about delays and access and so forth, other contractors would argue their position. The standard answer was, â€Å"Go work it out among yourselves. † . . . With contractors basically on their own, this led almost to anarchy. Everyone was doing his or her own thing. Another perspective was offered by a project manager from Stone & Webster, a consultant to the PMT, reflecting on the work done by BAE: â€Å"This contractor simply did not respond to the obvious incredible workload they were faced with.Their inexperienced project management vastly underestimated their task. Their work ethic was deplorable. †14 PMT management insisted that access and mechanical issues weren’t the problem. â€Å"They were running cars in Concourse B all summer (1993),† Edmund observed. â€Å"The problem was that the programming was not done and BAE had full control of the programming. †15 Lawsuits and a Backup Baggage System In February 1993, Mayor Webb delayed the scheduled October 1993 airport opening to December 19, 1993. Later, this December date was changed to March 9, 1994. Everybody got into the panic mode of trying to get t o this magical date that nobody was ready for,† a senior vicepresident for BAE recalled. In September 1993, the opening was again postponed—this time until May 15, 1994. In late April 1994, the City of Denver invited reporters to observe the first test of the baggage system, without notifying BAE. Seven thousand bags were to be moved to Continental’s Concourse A and United’s Concourse B. So many problems were discovered that testing had to be halted. Reporters saw piles of disgorged clothes and other personal items lying beneath the Telecar’s tracks.Most of the problems related to errors in the system’s computer software, but mechanical problems also played a part. The software that controlled the delivery of empty cars to the terminal building, for example, often sent the cars back to the waiting pool. Another problem was â€Å"jam logic† software, which was designed to shut down a section of track behind a jammed car, but instead shu t down an entire loop of track. Optical sensors designed to detect and monitor cars were dirty causing the system to believe that a section of track was empty when, in fact, it had held a stopped car.Collisions between cars dumped baggage on tracks and on the floor; jammed cars jumped the track and bent the rails; faulty switches caused the Telecars to dump luggage onto the tracks or against the walls of the tunnels. After the test, Mayor Webb delayed the airport’s opening yet again, this time indefinitely. â€Å"Clearly, the automated baggage system now underway at DIA is not yet at a level that meets the requirements of the city, the airlines, or the traveling public,† the mayor stated. The city set the costs of the delay at $330,000 per month.Recognizing that his reputation was staked on his ability to have a baggage system performing to a point at which the new airport could be opened, Mayor Webb engaged, in May 1994, the German firm Logplan to assess the state of the automated baggage system. In July, Logplan isolated a loop of track that contained every feature of the automated baggage 14 15 Forbes, ASAP Supplement, August 29, 1994. Forbes, ASAP Supplement, August 29, 1994. 13 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 BAE Automated Systems (A): Denver International Airport Baggage-Handling System ystem and intended to run it for an extended period to test the reliability of the Telecars. Jams on the conveyor belts and collisions between cars caused the test to be halted. The system did not run long enough to determine if there was a basic design flaw or to analyze where the problems were. Logplan recommended construction of a backup baggage system, and suggested using Rapistan Demag, a firm it had worked with in the past. Construction of a backup system was announced in August 1994. The system itself cost $10. million, but electrical upgrades and major building modifications raised the projected cost to $50 million. In the meantime, the City of Denver, as well as many major airlines, hired legal firms to assist with negotiations and future litigation. â€Å"We will have enough legal action for the rest of this century,† a city administrator mused. The City of Denver had to communicate with such parties as the United States Federal grand jury, Securities Exchange Commission, and the General Accounting Office. The federal grand jury was conducting a general investigation concerning DIA.The SEC was investigating the sale of $3. 2 billion in bonds to finance DIA’s construction, and GAO the use of Congressional funds. Di Fonso, reviewing Mayor Webb’s letter and requests that BAE pay a $12,000-a-day penalty for missing DIA’s original October 29, 1993 completion date, as well as assuming the costs of building the $50 million conventional tug-and-cart baggage system, summed up the situation thus: â€Å"We have gotten to the point with the city that literally we are not talking to each other. Consultants recommended a backup baggage system, and the minute that the decision was made, the city had to defend it.We are left out in limbo. † 14 Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012 396-311 -15- Exhibit 1 Organization Chart Acting Associate Director of Aviation Denver International Airport City Attorneys Contract Compliance DIA Coordinator Tenant Facilities Administrative Assistant Marketing/Public Information Manager Planner Program Manager Computer Systems Administration Deputy Program Manager Airline Specialty Systems Environmental Engineer Contracts Risk Management Financial Manager of Design Contract Administration Administrative AssistantManager of Project Controls Architectural Supervisor Engineering Supervisor Document Control Contracts Staff Clerical Staff MIS Schedule Cost Estimating Project Managers & Support Staff Manager of Construction Project Controls Support Staff Safety Manager Senior Project Engineer QA/QC Manager Employee Relations Area 1&2 Manager Area 3 Manager Area 4A Manager Area 4B Manager Area 5 Manager Construction Support Staff Source: City and County of Denver, Colorado, Airport System Review Bonds, Series 1991D, October 1991. Purchased by Ashley Matcheck ([email  protected] com) on April 11, 2012