How Retail Operations Management Objectives Can Best Be Achieved

Retailing is now one of the world’s largest industries and it is in a permanent state of change. This change has been accelerating over the past decade, (Zentes et al. , 2011: Pg. 1). This sector is not only more competitive than in the past but the consumer is also increasingly more demanding and more complex, (Gordon et al. , 2006: Pg. 22). Retailers have to predict the desires of fickle customers, buy and allocate complex sets of merchandise, set the right prices, and offer the right promotions for each individual item.However, there are often wide gaps between supply and demand, which leave retailers holding too much of what customers don’t want, and too little of what they do’, (Friend and Walker, 2001: Pg. 133). This is a huge challenge which faces the retailer of today. Fisher et al. , (2000: Pg. 115) maintains that retailing’s formula for perfection is offering the right product in the right place at the right time for the right price. This is no e asy feat for the retailer and with merchandising decisions becoming more complex, the penalties for errors too are even steeper, (Friend and Walker, 2001: Pg. 33). This is why Gordon et al. ,(2006: Pg. 24) notes that in today’s cutthroat market, there is no place for a ‘head in the sand’ attitude. The importance of the areas of ‘retailing’s formula for perfection’ as stated by Fisher et al. , (2000) will now be examined theoretically and subsequently researched in the context of a successful, independent fashion boutique, Emporium Kalu. Right Product ‘Retailers capture their customers’ interest by the nature of their product range’, (Varley, 2006: Pg. 8).Fashion markets have become increasingly complex with consumers fragmenting into small groups who have very different needs and demand very different products. Varley, (2006: Pg. 8), maintains that product helps to position a retailer against it’s competitors within a given market, but problem many companies today face is that they sell very similar products and services to those of their competitors, (Ingenhoff et al. , 2010:83). Therefore, tremendous pressure is put on retailers to offer the customer something different, (Dvorak et al. , 1996: Pg. 121). In making roduct decisions for individual stores, buyers and retail managers have long relied on instinct, (Friend and Walker, 2001: Pg. 133) but in today’s marketplace many more factors need to be considered. What is at the core of the ‘right’ product is the retailer’s target market, they need to be given a good reason to choose one retailer over another, (Varley, 2006: Pg. 8). Four major trends which affect the consumer’s choice of product have been emerging in recent times.Since the consumer is at the core of what the ‘right’ product is, the retailer must pay attention to these trends and how they relate to their target customer. . The Savvy Co nsumer Whether you are a value fashion retailer or a high end department store, it is necessary to acknowledge that today, the consumer is more tuned in to the latest trends and styles in the fashion industry. Consumers have become more savvy about fashion as they can now access information about various fashion events around the world almost immediately through internet media like blogging, video sharing and podcasts. An increased number of weekly glossies, e. g. Grazia, also fuels this consumer demand for the latest look at a faster pace (Barnes, 2006:260).The consumer now knows what ‘should’ be in-store and retailers will suffer if they cannot provide this to their customers when they expect it. 2. Celebrity power Many Irish consumers find their fashion influenced a great deal by celebrities, with this being the most likely facet of their lives to be influenced by celebrity culture, (Mintel, Clothing Retailing-Ireland, 2011). Star style has never been more accessible . As a result of this constant exposure to celebrity lifestyle, 8% of Irish consumers claim that celebrities influence their purchases, (Mintel, Clothing Retailing-Ireland, 2011).This report continues to detail how this high level of interest in celebrities and their lifestyles is beneficial to the clothing retailing market and can be used as a tool to attract consumers by adding value to a clothing retailer’s product range, and help to drive sales. This can be seen when brands of clothing celebrities wear or clothing lines where a retailer collaborates with celebrities and well known fashion designers become popular. â€Å"In a celebrity-obsessed world, it’s no surprise that we all want to copy what famous faces are wearing†, (www. gsn. com, 2010). Celebrities, according to Olympio, (2007) represent a â€Å"glamour that most of us have idolized and wanted for our own†. This concept can be said to be the reason why people emulate styles they have seen on celebrities, for example, Joan Collins, who in the soap opera ‘Dynasty’, made shoulder pads a signature trend of the 1980’s. This can also be seen today where Sarah Jessica Parker, in ‘Sex and the City’ helped make Manolo Blahnik, the shoe designer, a household name, (www. wgsn. com, 2010).Retailers who choose to sell brands that are publicly linked or associated to a celebrity will stand to be of benefit if their target consumer aspires to be like said celebrity. 3. The Concept of Fast Fashion Gordon et al. , (2006: Pg. 22), remarks that retailers have to deal with constantly shorter product lifecycles. Fast fashion is a business strategy which aims to get new fashion product into stores in the shortest time possible and reduce the processes involved in the buying cycle consequently satisfying consumer demand, (Barnes et al. , 2006: 259, Bruce et al. , 2006: 330).This notion of consumer demand driving the fast fashion industry demonstrates the need to have the ability to act accordingly and respond quickly to these demands. Today, successful fast fashion companies have been moving away from the traditional fashion buying cycle of seasonal forecasting from historical sales one year in advance, (Bruce et al. , 2006:330), to creating smaller collections more frequently, (Barnes et al. , 2006: 261). Barnes et al. , (2006: 261), believe this is as a result of fashion trends being moulded by â€Å"what is happening on the street, in clubs, lifestyle hotspots and not 12months in advance of a selling season†.Long buying cycles have become inappropriate for the demands of modern fashion consumers. Bruce et al. , (2006: 329), maintain this is because fashion consumers â€Å"expect and thrive on constant change and so new products have to be available on a frequent basis†. It is no longer sufficient for retailers to have the same collection in-store all season; product ranges need to be constantly refreshed in order to be à ¢â‚¬Ëœright’. â€Å"Quick response is a concept that has become synonymous with the textile and apparel supply chain†, (Barnes et al. , 2006: 263).This approach to supply chain management is regarded as information driven, minimal pre-season ordering is engaged in and more frequent, in-season small orders are placed to take advantage of improved speed and flexibility, (Christopher et al. , 2004 as cited by Barnes et al. , 2006: 263). This quick response method allows companies to respond almost instantly to catwalk trends that would appeal to their target audience, therefore providing them with the ‘right’ product. The success of this high volume/low cost business model is down to constant and regular updates of fashion collections.For these types of retailer, (value) this has historically been the ‘right’ product as it satisfies the need for ‘newness’ by the consumer at a low cost, something which is central to what their target market seeks. 4. Quality Vs. Quantity: Durability has been found to be a key concern for Irish consumers as four in five R. o. I. consumers claim to make their clothes last, (Mintel, Clothing Retailing-Ireland, 2011). With the occurrence of the recession, consumers are more inclined to want to get the best value for money out of all the products that they buy.In terms of the clothing industry, they are increasingly likely to claim that they make their clothing last a long time. According to Mintel (2011), 81% of R. o. I. consumers agree with this statement as they note between 2007 and 2010 there was an 11 percentage-point increase in agreement with this statement among R. o. I consumers. This highlights that Irish consumers, are increasingly moving away from disposable fashion (i. e. clothing that they may only wear a few times), and towards buying clothing that they expect to last a long time, illustrating a higher demand for quality.Consumers who are now searching for high qualit y investment pieces that will last are driving sales within the premium womenswear market. â€Å"Nearly a quarter (23%) of women are opting to invest in fewer items of superior quality clothing that will last, a substantial increase of 10 percentage points since 2010†, (Mintel, Is the Era For Fast, Disposable Fashion Coming to an End? , 2011). While consumers may be seen to be cutting back in the recession but they are still willing to pay for high quality clothing, (Mintel, Clothing Retailing-Ireland, 2011).With this trend growing, it is necessary for the retailer to evaluate whether their target market is interested or seeking this quality in order to provide the ‘right’ product to them. The type of product on offer in Emporium Kalu has been described as having ‘fashion aesthetic that is unlike anything you will find anywhere else in Ireland’, (Harris, 2011). The Emporium Kalu customer is a ‘business woman, a student, a mother, a grandmother, anyone who wants to be feminine, elegant and unique. She appreciates beautiful design, stunning quality fabrics and subtle detail.She likes to wear timeless, great fitting pieces but puts them together in an individual and personal way’, (Louise Flanagan, co-owner of Emporium Kalu, 2011). The owners of the boutique, who are in business nearly fifteen years now, really know their customer. They have fantastic know-how on what customers want, (Harris, 2011). They pride themselves on offering their consumer exclusivity and uniqueness in their labels, (Louise Flanagan, 2011). They deliver on this by offering high quality brands such as Giles, Galliano, Maria Grachvogel, Alice by Temperley, M Missoni, Vivienne Westwood Red Label, and D&G.Kate O’Dwyer, (co-owner of Emporium Kalu) has stated that ‘even if we have a label that might be stocked somewhere else, we buy it differently. We buy it with the Emporium Kalu attitude. So it is always different to what you will fin d elsewhere’, (as cited in Harris, 2011). They are constantly searching for the ‘next big label’ so keeping a close eye celebrity fashion is a must. It is through this product differentiation and clear focus on their customer that Emporium Kalu have succeeded in buying the ‘right’ product for their store.Right Place/Location ‘A common cause of business failure among retailers is the selection of the wrong store location’, (Mazze, Pg. 17). Zentes et al. , (2011: Pg. 203), agrees and adds that a good location can lead to strong competitive advantages as location is ‘unique’ and thus cannot be imitated by competitors. It is necessary however for the location of a store to be appropriate to the retail business because in order to reach the right kind of customer it is important for a store to be in a street that reflects its image, (Varley, 2006: Pg. 173).The success of a retail store depends on many factors such as the storeâ⠂¬â„¢s location in relation to the region and the state, its situation within the community, its location on the street or in the shopping centre and the characteristics of the community and trading area, (Mazze, Pg. 17). The retailer also needs to take into account, the customer’s perception of the shopping task. Mazze explains this consideration in that a customer who wishes to obtain speciality goods like gourmet foods is not greatly concerned with how far he must go or the length of time it takes to get them.This implies that store location can be directly linked to the merchandise available within. This theory put forward by Mazze can be seen in practice by Emporium Kalu. The store is located in Naas, Co. Kildare, Ireland. This is not a large, heavily populated city with substantial daily footfall. It is a relatively small commuter suburb where many people reside but work in capital city Dublin. The store itself is positioned on the corner of a pedestrianised lane which meets the main street of Naas.This location ‘offers the kind of environment that attracts a more discerning shopper ‘, (Varley, 2006: Pg. 173). While Emporium Kalu’s location may not be preeminent, it offers the product ranges and service that consumers are willing to travel for. The owners leverage it’s merchandise and style expertise in a way that makes up for what it may lack in store location, so much so that it has been honoured with being ranked as one of the fifty best boutiques in the British Isles, (www. telegraph. co. uk). Right Quantity at the Right TimeVarley, (2006: Pg. 110), holds that getting the ‘right’ quantities of merchandise delivered into the retail organisation at the right time is necessary to satisfy both basic customer needs and retail management goals. The implications of getting product levels wrong are great; too much stock will threaten the profitability of a range and increase holding costs and too little stock wil l cause a loss of customers and sales, both direct and complementary. These errors can occur as a result of late deliveries, late orders or choosing the incorrect size mix.Choosing the perfect size configuration for a company store program requires careful calculation, (Cook Kimbrough, 2008: Pg. 36). A retailer must decide how much of a particular product line is needed for their store, (Varley, 2006: Pg. 110). Similar to the other ‘right’s, this decision is highly dependent on a fashion retailers target audience. Cook Kimbrough, (2008: Pg. 36), is of the opinion that a good rule of thumb is to think of the bell curve when choosing your sizes for your range. Sizes in the middle tend to sell about twice as much as the sizes at the extreme.As can be seen, the ‘right’ quantity includes many different factors and cannot be considered independently. Emporium Kalu operates with an exclusive image. They pride themselves on offering product that is ‘different to what you will find somewhere else’, (O’Dwyer as cited in Harris, 2011). They achieve this exclusivity factor through both the labels they offer and through their size configuration. They are not the business of mass selling product. ‘We want the consumer to feel special when she wears her clothing and she can be confident that she will not see other people wearing the same outfit.That is why we buy our ranges relatively wide as opposed to deep’, (Louise Flanagan, 2011). Therefore, the co-owners do not purchase large quantities of each style in-store which creates the ‘exclusive’ feeling. This strategy has proven to be extremely successful for this boutique and is the ‘right’ quantity for their customer and their retail organisation. Right Price Setting prices in today’s intensely competitive and dynamic retail environment is a complex task and developing a detailed understanding of consumer behaviour and buying patterns lies at the heart of any successful pricing strategy, (Gordon et al. 2006: Pg. 22). Retailers can use price in conjunctions with product quality, customer service quality and selling environment to make a very clear statement about the image they wish to communicate and about where they belong in the market, (Varley, 2006: Pg. 13). Therefore, pricing is directly linked to a retailers specific target market and the level of product quality they offer. This is clearly seen in the three main retailing pricing structures that Zentes et al. , (2011: Pg. 256) puts forward; 1. Value/ budget Price: Focuses on low cost and high volume selling of product. 2. Medium Price: Focuses on 3.Premium Price: Focuses on attracting customers who are less concerned with price and more interested product quality and prestige. In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. Empo rium Kalu is positions themselves in the premium price segment. They attract the type of consumer described in this segment by Zentes et al’s, (2011: Pg. 256). Kate O’Dwyer verifies this and states that ‘we're about beautiful pieces because there are people who appreciate the special and unique’, (cited in Harris, 2011).Whilst on buying trips, price is not at the forefront of the minds of the co-owners, it is more about whether the collection and quality is a good fit for the store and their customer, ‘if we love a piece, we have to have it’, (Flanagan, 2011). This pricing structure prevails for Emporium Kalu as they attract customers who are in pursuit of product prestige and service over lower cost. Right Personnel What has not been included in the ‘retailing’s formula for perfection’, and should be considered as a new addition, is having the right personnel to carry out the final step in the retailing process, that is, s elling product to the consumer.The rational for this inclusion is for without converting store visits into sales, the bottom line cannot be achieved and the other ‘rights’ are meaningless. Kotler et al. , (2005:446), too acknowledges personnel importance and states that it is a key way for a brand to stand out in the mind of the consumer is through providing top quality service as service is important to customers. Having the right personnel in your store can be an invaluable tool in creating and retaining customer loyalty. Individual help by floor staff, personal shoppers or stylists will enhance the customers experience and perception of the brand.For â€Å"it is here at the customer interface that business is either won or lost†, (Jackson et al. , 2009:84). This idea of the right personnel is central to the store offering in Emporium Kalu. The owners Louise Flanagan and Kate O’Dwyer, right from the beginning were focused on not only providing the custom er with exceptional quality products and brands but also exceptional service, (Louise Flanagan, 2011). This outstanding customer service is delivered through unrivalled, individual styling and advice, personal tailoring on garments, an in-store deposit facility and one to one after hours service if required.Co-owner Louise prides the store on having staff who provide first class, attentive assistance for all customers who walk through their doors, (2011). The consumer and their requirements are valued and are given the upmost consideration. This she believes, in part, is the way forward for independent retailers today. Offering the customer more than just a product but an enjoyable experience and advice they can trust so they feel confident in their clothes too. ConclusionIn order for a fashion retailer to achieve its retail operations objectives a number of considerations need to be taken into account and the customer is central to each. When choosing the ‘right’ produ ct, the target customer needs to be at the core of all decisions. Trends in their choices, spending power and what influences them are fundamental in selecting different collections. The product has to have the ability to satisfy the consumer, (Varley, 2006: Pg. 76). Jackson et al. , (2009: 83), maintains that uniqueness in product, a high level of quality and providing unique product benefits are a â€Å"critical differentiator in fashion†.When choosing a retailer’s location, in order for it to be ‘right’, the customer’s perception of the shopping task and the characteristics of the community and trading area need to be considered. If chosen appropriately, location can be a source of competitive advantage. Getting the quantities of merchandise ‘right’ for a retail organisation is highly dependent on a fashion retailers target audience and they what they require. It is a decision that cannot be made independently and is affected by timi ng and sizing issues.In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. This will create loyalty among customers if a retailer can deliver on their pricing structure. The proposed additional ‘right’ of retailing, the right personnel could prove to be key in gaining a competitive advantage in the marketplace today. Offering the customer benfits other than the product like an enhanced in-store experience will aid the fashion retailer to endure the current difficult market conditions.

Ode to the West Wind versus Life Will

It Is amazing to see the slmllarltles between their poems â€Å"Ode to the West Wind† and â€Å"Life Will† despite the differences In times & cultures as well as the fact that Elshabby didn't know any other language than Arabic was thus Indirectly influenced by the romantic school through his assoclatlon with Apollo school. Both Shelly, in his â€Å"Ode to the West Wind† and Elshabby, in his â€Å"Life Will† follow the tradition of romantic poets in recognizing nature as a rebellious force capable of making a change in our life. Shelly both admires and fears the changes nature's rebellious forces can wreak.Elshabby, however, is consumed by the hope that people will take their cue from nature and become so fully rebellious against oppression till they eliminate all sorts of oppression. Shelley's â€Å"Ode to the West Wind† expresses the hope that its words will inspire and influence those who read or hear it. Perhaps more than anything else, Shelley wanted his message of reform and revolution spread, and the wind becomes the trope for spreading the word of change through the poet-prophet figure. The poem allegorizes the role of the poet as the voice of change and revolution.It discusses political change, revolution, and role of the poet. â€Å"Life Will† by Elshabby is one of the greatest revolutionary poems written in Arab's world. It still lives till now as it had recently inspired the Arab Spring Revolutions, just as it had inspired revolution against colonization throughout the Arab world in the previous century, when it was written at 1933. The poet uses his verses to evoke people to revolt against and get rid of their oppressor, as If he wants his nation to roar at and eliminate them till there Is nothing left to oppress the people.Sometimes, the poet feels as If his people are not as responsive to his outcry as he may wish, but he doesn't lose hope. He Is consumed by hope believing his nation will revolt at last b reaking the chains with a tremendous will that can't be efeated. Both poems are similar In their classical structure & romantic content. â€Å"Ode to the West Wind† consists of five stanzas written In terza rlma. Each stanza consists of four tercets (ABA, BCB, CDC, DED) and a rhyming couplet (EE). The structure & rhyme confirm to classical tradltlon & resembles Dante's â€Å"Dlvlne Comedy†.The poem follows the romantic tradltlon of glvlng nature and Its elements life. It begins with three stanzas describing the wind's effects upon earth, air, and ocean. The last two stanzas are Shelley direct monologue to the wind, asking for its ower, to lift him like a leaf, a cloud or a wave and make him its companion in its wanderings. He asks the wind to take his thoughts and spread them all over the Winter comes, can Spring be far behind? † â€Å"Life Will† consists of six stanzas with a mono rhyme; for each verse ends with an (R). Also, the verses are divided into t wo halves according to classic Arabic poetry tradition.The declamatory beginning of the poem is another feature of classic Arabic poetry. Then Elshabby introduces the elements of nature and their spirit as the speaker of the poem showing an indirect nfluence by Romanticism. â€Å"Almotaqareb† poetry â€Å"bahr† and the (R) mono rhyme lend a quick tempo to the poem absent from Shelly's Ode. The poem is full of certainty shown in the word â€Å"AN† which means â€Å"must† and stressed by the last verse: 131 As opposed tothe uncertainty at the end of Shelly's â€Å"Ode to the West Wind†: ‘If Winter comes, can Spring be far behind?Though both poems give life to nature ; its elements, each expresses this romantic belief in a different manner. â€Å"Ode to the West Wind† personifies the west wind both as a â€Å"Destroyer† and a â€Å"Preserver†. It is seen as a great power of nature that destroys in order to create, that kills the unhealthy and the decaying to make way for the new and the fresh. In â€Å"Life Will†, Elshabby introduces the wind as a link between inspiration and revolution. It is likened to the revolutionary wind insides him. He stresses that people's will to revolt is the real life that can change destiny and destroy the chains oppressing people.Shelly's Ode shows the effect of the Wild West Wind' on land, sky & sea. The first few lines contain sinister elements, such as ‘leaves dead'. These leaves haunt as ‘ghosts' fleeing from something that panics them. Other allusions to death are ‘chariotest' and ‘corpse within its grave'. He contrasts the west wind to the ‘azure sister of the spring a reference to the east wind – whose ‘living hues and odours' evoke a strong contrast to the colours of death. The sky's ‘clouds' are ‘like earth's decaying leaves'.They also are numerous in number like the dead leaves. Through this reference the landscape is recalled again. The ‘clouds' are ‘Shook from the tangled boughs of Heaven and Ocean'. The ‘clouds' can also be seen s ‘Angels of rain', like messengers bringing change. Here, the west wind is two things at once: first he is ‘dirge/Of the dying year'; singing a funeral song about the year coming to an end and second he is â€Å"a prophet of tumult whose prediction is decisive†; a prophet who does not only bring ‘black rain, and fire, and hail', but who Will burst' it.The ‘locks of the approaching storm' are the messengers of this bursting: the ‘clouds'. Elshabby doesn't describe scenery so much as recount what the elements of life advised him. The land speaks to him. She tells him she likes mbitious revolutionary people and curses dead people who want the status quo kept. The poet calls the land â€Å"mother† invoking an intimate relationship between them. He then declares what each element of nature advi sed; the wind roared among valleys, mountains and trees that achieving ambitions means discarding caution and expending the effort to reach the final goal.He contrasts this with people who won't try to climb up the mountains and thus live forever beneath their dreams. He talks about autumn, drinking wine, sea and seeds stressing revival and the cycle f nature and describing spring and its beauty. The turning-point in Shelly's poem is the third stanza. Whereas Shelley had began by accepting the cycle of nature ; death which brings life back, he now turns to â€Å"wistful reminiscence as an alternative possibility of transcendence†.He gives an image of nature ‘so sweet that one feels alludes to his fear of the revolution that would bring about change even while he is wishing for this change. Whereas the first three stanzas began with ‘O wild West Wind' and ‘Thou†¦ ‘ and were clearly directed to the wind, there is a change in the ourth stanza. The fo cus is no more on the Wind', but on the speaker who says ‘If I ‘ Shelley wishes to identify himself with the wind, although he believes that were a he cannot do that: ‘Oh, lift me up as a wave, a leaf, a cloud'.Because he suddenly remembers his inability as a human to soar, he fall upon the thorns of life' and ‘bleed'. Elshabby also aligns himself with nature. First, he calls earth as ‘his mother'. Then he states that the wind and thunder of revolution live in his heart allowing him to listen to the music of rain as if showing him how nature moves and works all round him to encourage people to do the same; to move and work to revolt against oppression. He then asks darkness about hope, but it doesnt answer. It is the lyre that answers.It says that winter brings death but the seeds hide under ground waiting for spring to come alive. There is another dialogue between destiny and elements of nature. Destiny asks when will hope come and spring comes to answ er her with his revival of life. All through this stanza, darkness, winter and death stands for oppression while spring and seeds stand for hope of coming free. He ends the oem with a repetition of the first stanza stressing the idea that destiny must & will respond to those who has ambition for freedom & change.Shelly ends his poem with a question: ‘If Winter comes, can Spring be far behind?. This is of course a rhetorical question because spring does come after winter, but the â€Å"if† suggests that it might not come if the rebirth is not strong and extensive enough. Thus the question has a deeper meaning and does not only mean the change of seasons, but is a reference to death and rebirth as well. Shelly's Ode is about the role of the poet as the agent of olitical and moral change.In this, it resembles Elshabby's poem which invoked the people to revolt against oppression. Both describe nature and its elements as alive, but where Shelly is both admiring and in owe of nature, Elshabby is more direct in invoking the power of nature and revoking caution and fear. Also, where Shelly wishes to have the power of the wind, even though he believes it is impossible, Elshabby aligns himself completely with nature and encourage others to follow his example as the only way they can attain â€Å"life will† which can achieve their dreams nd hopes.Elshabby's poem also evokes more hope & certainty of achieving this hope, ambition & bravery as well as disregard & rejection of caution & fear while achieving it in contrast to Shelly admiration & fear of change. I might be biased in my view that Elshabby's â€Å"Life Will† is stronger and livelier than Shelly's â€Å"Ode to the West Wind†, but in that I might be pardoned as Elshabby's â€Å"Life Will† has been revived with the current Arab Spring giving us renewed hope for change and freedom and coming more alive in the process than Shelly's ode can ever hope to be.

Negative Human Resource Practice: Telecommunication in Bangladesh

Letter of Transmittal March 25, 2012 Tarana Aziza Khan Lecturer (BBA Department) Northern University Bangladesh Subject: Submission of a report – â€Å"Negative HR Practice in Telecommunication Sectors of Bangladesh†. Dear Madame, Here is an assignment on – â€Å"Negative HR Practice in Telecommunication Sectors of Bangladesh†. This assignment was assigned to us for the purpose of finding the negative practices in human resource of telecommunication sectors. This report concentrates on the telecommunication sector in Bangladesh’s Perspectives.We tried to gather a collection of information to make our report specific. Through, the procedure of preparing the report we developed a clear understanding of total scenario of the negative practices in HR, of telecommunication sectors in Bangladesh. We tried our level best to make this report as reflective as possible. We appreciate to provide any information or classification if necessary. This assignment w as a great learning experience in present organizational environment. Each aspect is considered and studied as required and as per direction of our course instructor.We would like to thank for assigning us such a responsibility and helping us on different aspects of the assignment. Yours Sincerely, Ariful AlamBBA26090370004Section: 8A| Kamrul HasanBBA26090370025Section: 8A| | | Ariful MalekBBA26090370023Section: 8A| | | Anisha FahrinBBA26090370009Section: 8A| Shipra BhattacharjeeBBA26090370008Section: 8A| Table of contents Sl. No. | Contents| Page no. | 1. | Acknowledgement| 04| 2. | Abstract| 05| 3. | Introduction| 06| 4. | About Grameenphone| 07| 5. | About Banglalink| 08| 6. Graphical and statistical analysis (question by question)| 09-28| 7. | Review of the HR situation and recommendation| 29-30| 8. | Comments| 31| 9. | Conclusion| 32| 10. | Appendix| 33| Acknowledgement The submission of this report of â€Å"Negative HR Practice in Telecommunication Sector of Bangladesh† is a great opportunity for us. The success of this assignment depends on the contributions of number of people especially who have shared their thoughtful guidance, contribution, suggestions and experience to improve this report.This assignment has created a great deal of interest in us. We must thank a few people who help and encouraged us to grow our interest. First of all we would like to thank our honorable course instructor Tarana Aziza Khan for her proper guidance and care. Without her guidance and suggestions we couldn’t have completed this assignment properly. She has instructed us how to prepare a report correctly. Also thanks to Grameenphone and Banglalink Telecom for being patient enough to co-operate with us and completing out the surveys successfully.We obviously would like to give a special thanks to the Almighty for giving us such patience and power for completing this assignment smoothly. Lastly we can say that, we have enjoyed in preparing this assignment an d presented it for kind judgment. Abstract Purpose of this assignment is to analysis the HR situation in telecommunication companies of Bangladesh, from the Survey done with Grameenphone Ltd. , and Banglalink Telecom Ltd. We made human resource questionnaires and got Grameenphone and Banglalink employees to fill them up, and analyzed the statistic with graphs and textually.Because it’s impossible for us to survey all 3500 employees (summing up total employees of Banglalink and Grameenphone), we surveyed 33 employees from both the companies combined. Introduction Our project paper is all about â€Å"Negative Human Resource Practice in Telecommunication Sectors of Bangladesh†. For a long period, Grameenphone and Banglalink are ruling the Bangladeshi telecommunication market. Because, there was a great deal of opportunity is gradually increasing. For all the competitions upcoming there is a great negative impact on this sector.Thus, there are a lot of challenges and oppor tunities today for managers to use HR management. In our project paper we have analyzed the survey reports and statistics, and reviewed them comparatively with the negative HR practices. All the data are collected from the companies, meeting the employees face to face or over personal linkage and the primary data are collected from the interviewed survey. Our sample size is 33 individuals (both male, female entry/mid level worker and managers). We designed our questioner in a contemporary way.Almost 90% primary data has collected from the face to face interview with the respondent. Only a 10% data has been collected through the internet. Before Grameenphone’s inception, the phone was for a selected urbanized few. The cell phone was a luxury: a flouting accessory for the select elite. The mass could not contemplate mobile telephony as being part of their lives. Grameenphone started its journey with the Village Phone program: a pioneering initiative to empower rural women of Ba ngladesh. The name Grameenphone translates to â€Å"Rural phone†.Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone has come a long way. Grameenphone pioneered the then breakthrough initiative of mobile to mobile telephony and became the first and only operator to cover 98% of the country’s people with network Since its inception Grameenphone has built the largest cellular network in the country with over 13,000 base stations in more than 7000 locations. Presently, nearly 99 percent of the country's population is within the coverage area of the Grameenphone network.Grameenphone has always been a pioneer in introducing new products and services in the local market. GP was the first company to introduce GSM technology in Bangladesh when it launched its services in March 1997. Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It established the first 24-hour Call Center, introduced value- added services such as VMS, SMS, fax and data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE, personal ring back tone and many other products and services.The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speed Internet and data services from anywhere within the coverage area. There are currently nearly 2. 6 million EDGE/GPRS users in the Grameenphone network. Today, Grameenphone is the leading telecommunications service provider in Bangladesh with more than 36 million subscribers as of December 2011. Orascom Telecom Bangladesh Limited (â€Å"Banglalink†) is fully owned by Orascom Telecom Holding S. A.E, Egypt, (â€Å"OTH†); the ultimate parent company of the group is Vimpelcom, the 6th largest mobile phone operator in the world. Banglalink was acquired by OTH in 2004, and after a complete overhaul and the deployment of a new GSM Network, its telecommunication services were re-launched unde r the brand name Banglalink. When Banglalink began operations in Bangladesh in February 2005, its impact was felt immediately: overnight mobile telephony became an affordable option for customers across a wide range of market segments.Banglalink’s success was based on a simple mission: â€Å"bringing mobile telephony to the masses† which was the cornerstone of its strategy. Banglalink changed the mobile phone status from luxury to a necessity and brought mobile telephone to the general people of Bangladesh and made a place in their hearts. The mobile phone has become the symbol for the positive change in Bangladesh. This positive change that is quite correctly attributed to Banglalink has become the corporate positioning of Banglalink and is translated in their slogan â€Å"making a difference† or â€Å"din bodol†. Making a difference† not only in the telecom industry, but also through its products and services, to the lives of its customers. This c orporate stance of â€Å"making a difference† has been reflected in everything Banglalink does. Banglalink attained 1 million subscribers by December 2005 and 3 million subscribers in October 2006. In less than two years which is by December 2007, Banglalink overtook Aktel to become the second largest operator in Bangladesh with more than 7. 1 million customers. Banglalink currently has 20. 05million subscribers as of April 2011, representing a market share of 27. 3%. Growth over the last years have been fuelled with innovative products and services targeting different market segments, aggressive improvement of network quality and dedicated customer care, creating an extensive distribution network across the country, and establishing a strong brand that emotionally connected customers with Banglalink. Graphical Analysis Options| Tally| Count| Stressed| IIII III| 8| Relaxed| IIII IIII III| 13| Okay| IIII IIII II| 12| Analytical Synopsis: In the question of how the employees ar e feeling, you can see most of them selected either they are relaxed or okay. 0% + 36% = 76% having the positive respond, we can infer that the work in telecommunication sector isn’t that much stressful, while about 24% of the employees are stressed on a daily basis. Options| Tally| Count| Work| IIII IIII| 10| Personal| IIII IIII| 9| Others| IIII IIII IIII| 14| Analytical Synopsis: In the question of how the employees’ stress level rises, you can see them selecting every option almost equally. However, the stress level rising from their professional life is only 30% from the sample of employees surveyed.Which leads the other 43% + 27% = 70% having the positive respond about their work, we can again infer that the work in telecommunication sector isn’t stressful to the majority. Options| Tally| Count| There is| IIII IIII IIII IIII IIII IIII III| 33| There isn’t| | 0| Somewhat| | 0| Analytical Synopsis: In the question of if there is enough employees for ev ery work in their respective organizations, we can see that there is flawless victory in telecommunication sector for the recruitment count, having recruited enough employee for all the works they would need to be done.A hundred percent of the people that we surveyed have said they are being totally supported by their organizations by distributing their works properly among employees. Options| Tally| Count| Excellent| IIII IIII II| 12| Average| IIII IIII IIII I| 16| Flawed| III| 3| There isn’t any| II| 2| Analytical Synopsis: In the respondents’ feedbacks, majority (49%) of them having selected the communication among all the employees are average; and the 36% of them has rated the communication as excellent, while rest of the minority have rated the communication system of the organization in a negative way.Thus, we can infer from the majority having rated the communication system positively, it’s spot on. The minority probably have lack of interpersonal commun ication skills, causing them not to be able to interact or fit in with others. Options| Tally| Count| Yes| IIII IIII IIII IIII IIII III| 28| No| IIII| 5| Analytical Synopsis: In the question of how the organizations are supporting the employees with the technological support, we can see that there is dominant victory in telecommunication sector for the tech support, being based on full on digital works.About 85 percent of the people that we surveyed have said they are being totally supported technologically by their organizations. The other 15% are likely to be generally frustrated, and blaming it on the organization. Options| Tally| Count| Really high| IIII IIII I| 11| Fair| IIII IIII IIII| 14| No pressure| IIII III| 8| Analytical Synopsis: In the question of how the organizations are pressuring them to reach their monthly target or goal, majority of them have responded with the answer â€Å"Fair†, which means they are satisfied with the amount of pressure given by their res pective organization.However, having a close win over the second highest selection â€Å"Really high† rate of pressure could either be good or a bad thing. It might be good because the organizations are working to make their employee more, generating more productivity out of them. On the opposite end, another close call for â€Å"No pressure† at all is also a win-lose situation. Win, because the employees will be relaxed, and less fatigued, but at the same time, the hard working employees will get de-motivated as their better works aren’t being appraised as good as they deserve.Options| Tally| Count| Yes| IIII| 5| No| IIII IIII IIII I| 16| Unsure| IIII IIII II| 12| Analytical Synopsis: This question basically determines how much the employees know about authority’s way of thinking about the human resource policy. About 36 percent of the employees are not confident about authority’s mindset about human resource, whereas the rest 64 percent have conf idently answered the question with direct yes and no, having the majority in â€Å"yes†, we’ll take it that authority is quite confident about their HR policy being flawless.Options| Tally| Count| Fair| IIII IIII III| 13| Average| IIII IIII IIII II| 17| Flawed| III| 3| Analytical Synopsis: The majority of the employees (52 percent) have responded to it saying that they think the HR Policy is average, and another 39 percent have responded saying it is fair, both on positive account. So they’re most likely happy with the policy the way it is. The rest of the employees think the HR policy is flawed, but for their minority, it’s not a big deal. Options| Tally| Count| No, there isn’t| IIII IIII II| 12| There is| IIII I| 6|Unsure| IIII IIII IIII| 15| Analytical Synopsis: As about 46 percent of the surveyed employees have said there was no biasness in the selection process, 18 percent has confidently said that is biasness in the selection process, and res t 36 percent are unsure of it. There’s a chance for biasness if there’s more people in the critical zone (who think there’s biasness and people who are unsure), than people that are saying there isn’t any biasness. Options| Tally| Count| There is| IIII IIII IIII III| 18| There isn’t| IIII| 5| Somewhat| IIII IIII| 10|Analytical Synopsis: Majority of the surveyed people have let it be known that there’s equity among employees, as far as necessary at least. Although, 15 percent of the employees would beg to differ saying there isn’t any equity among employees. Considering minority level on the negative respondents, it’s probable that the minority could be wrong in some extent. Options| Tally| Count| Excellent| IIII IIII IIII| 14| Average| IIII IIII III| 13| Flawed| I| 1| There isn’t any| IIII| 5| Analytical Synopsis: Training is an important process for development of an employee.So we decided to ask them their opinion abou t the effectiveness of the training process that they had gone through. Majority have responded positively saying the training is Excellent (43%), or Average (39%), and about 15 percent haven’t gone through training yet, and the rest about 3 percent, they think that the training system might be flawed. Options| Tally| Count| Majorly| IIII IIII IIII| 15| Somewhat| IIII IIII| 9| Indifferent| IIII IIII| 9| Analytical Synopsis: This question basically determines how many employees are satisfied with their performance appraisal method.About half the employees of the organizations are happy with their performance appraisal method, and the other half feels the need of better improvising. Options| Tally| Count| Fair| IIII IIII IIII IIII | 20| Biased| IIII II| 7| Flawed| III| 3| Unsure| III| 3| Analytical Synopsis: Just as the selection method question, in this question we have tried to get their opinion about how good their promotion strategy is. 61 percent of them have answered posi tively, 9 percent were unsure, another 9 percent think the method is flawed and needs change, and about 21 percent thinks there’s definitely some biasness corrupting the process.So we can infer, there might actually be some biasness in the promotion strategy, which may not be too widespread though. Options| Tally| Count| Over the top| IIII II| 7| Pretty much| IIII IIII IIII| 14| Indifferent| IIII III| 8| It’s not| IIII| 4| Analytical Synopsis: This question determines the employees’ satisfaction level with their compensation, benefits and their switching tendency. According to the statistics data and results we can infer that around 43 percent of people are happy with their compensations and benefits and another 21 percent are more than happy with their compensations as they hink they’re getting treated better than any company would treat them. Out of the rest, there’s another 24 percent who feel the need to be treated better and are kind of in a c onfused state, where the last 12 percent wouldn’t miss a chance to switch to some other organization because they are really unhappy with their compensations. Options| Tally| Count| No| IIII III| 8| Reasonable| IIII IIII I| 11| Extreme| IIII I| 6| Unsure| IIII III | 8| Analytical Synopsis: The majority (34%) of respondents have said the favoritism tendency among same level employees is in a reasonable extent, while 24% have said there was no favoritism tendency.Also, another 24% is unsure about the idea of favoritism in their respective organizations, whereas 18 percent of surveyed people have said there to be an extreme level of favoritism tendency, which could just be some hoax. Options| Tally| Count| Great| IIII IIII I| 11| Average| IIII IIII III| 13| Indifferent| III| 3| Not much| IIII I| 6| Analytical Synopsis: Most of the surveyed respondents (33+40=73%) have replied in positive way saying there’s great / average opportunity to learn or grow in their organization s, whereas the other 27 percent would like to disagree saying there may not be as much opportunity out there for them.It could be that those employees are just bored at work because of having to do the same kind of work over and over again. Options| Tally| Count| Over the top| IIII | 5| Pretty much| IIII IIII IIII IIII II| 22| Indifferent| IIII | 5| It doesn’t| I| 1| Analytical Synopsis: Majority (67+15=82%) having responded in a positive way, arranges this scenario that the job is completely secured up to their expectation, even 15% among them thinks that it’s even better than their expectation. Another 15 percent of people think that their job security could be better, and are not really much impressed with their job security.Rest 3 percent responded plain negatively. Options| Tally| Count| Over the top| IIII IIII IIII I| 16| Pretty much| IIII IIII IIII| 15| It’s not| II| 2| Analytical Synopsis: From the statistic, we can tell the HR Departments of Telecommuni cation sector doesn’t hold back employees from having the chance to relax and let the stress wear off as, 49+45 = 94 percent of statistical population have responded positively, while 6 percent of the employees are probably for some reason left out, maybe for some biasness or whatsoever. Options| Tally| Count| Always| IIII IIII IIII II| 17| Sometimes| IIII IIII| 10|Rarely| IIII I| 6| Not at all| | 0| Analytical Synopsis: Since there’s 0 percent rate of â€Å"not at all† being reached out to when necessary, there is definitely a lot of support from the authority to their subordinates there, and there’s only 18% of employees have said the authority hears them out, it could possibly be for the reason of too much stuff on going for them, having to plan and implement bigger things. Majority being 52 percent, always having good communication with the authority and 30 percent only reaches them when they have issues in their hands. Options| Tally| Count|People th at added extra comments| IIII IIII I| 11| People that didn’t add extra comments| IIII IIII IIII IIII II| 22| Analytical Synopsis: As one third of the statistical population made comments, mostly positive and a few about problems and suggestions, we might infer that the one third of the population are intellectual, and the majority two third of the statistical population not saying anything to the comment, could either mean that they’re most the time dedicated to their work, or the organization’s HR Policy isn’t giving them enough freedom to speak out, for which reason they are too timid to speak out.Review of the report and recommendations From the above graphical and statistical analysis, we can get a rough picture of the human resource practices in those telecommunication related organizations. The dimensional analysis puts up the following picture up in my mind. Employees are more relaxed than stressed every day, and the source of the stress is hardly work life, which is a success for HR department. Even with that, HR department may take a lot of stress reducing procedures to help ease the stress level and keep the employees keen on their work.The organizations also have good recruitment system, gathering enough skilled recruits to cover all the work as per organizational needs. There might be a little biasness in the selection process and promotion strategy, but it isn’t as bad as in other sectors, as it’s not affecting other employees’ mindset, also because even the worst recruit is skilled there. There’s also enough technical support because the organization wants their employees not to face any kind of frustration not being supported by any way.Authority is very confident about the HR policy being decent, while most of the employees are even aware of it. There’s good employee-to-employee, employee-to-authority, authority-to-employee communication, and most of them have strong interpersonal r elationship, and even the acquaintances are friendly there, having affect on the motivation level, uprising it by a sky high level. There’s pretty much a good level on equity among the employees, there could be exception in some cases but still the rate would be very low.The organization sometimes might push the employee too much to achieve their monthly targets, but most the time the pressure level is reasonable for saying. The training process is quite good and effective but a few employees aren’t taken on any training program, whereas the employees are somewhat happy with their performance appraisal method. The compensation received is pretty much more than good for the employees, even with this highly priced lifestyle in Dhaka.Favoritism tendency is also in reasonable extent, which is not a big problem as all of them are getting the same chance to learn and grow from working in the organization. The employees are very happy with their job security also. Human Resou rce Department might be too tight on them sometimes when they’re speaking out, for that they fear to speak out about the organization most the times. I think the HR department and the organization could use some improvement to make the employee satisfaction level even higher to make the most out of them. Recruits shouldn’t be selected at all in bias conditions. * Promotion strategy needs improvising. * Hear out the employees more often. * Arrange more training for employees to make sure none’s left out. * Increase the compensation of underrated employees. * Less pressure on employees, as pressure might cause stress, which isn’t good. * Appraise performance in more ways. * Take more steps to reduce stress. * Let not the employees fear you, causing them to sit shut still. * Allow employees to speak out. I would rate the telecommunication sector as followings:HR Policy| | Recruitment Policy| | Selection Process| | Communication| | Chance to grow and lear n| | Compensation and benefit| | Job Security| | Freedom| | Support| | Overall| | Comment From the data, we can say that most of the employees are pretty much satisfied with their HR policies and they are happy to work with the organization in both Grameenphone and Banglalink. Yes, they would need some improvement, but who doesn’t? There’s always room for improvement no matter how good you are.In other words, the telecommunication sector has one of the best human resource management system comparative to other sectors of Bangladesh. Conclusion In the end, we can say that negative practice in HR in telecommunication is in very low rate, keeping their employees satisfied with adequate compensation and facilities that they expect. If this situation keeps up, we expect the best for the telecommunication business in the future. Appendix * Grameenphone Ltd. * Banglalink Telecom Ltd. * The Internet * Personal References

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Physical Exercise and GPA Essay Example for Free

Physical Exercise and GPA Essay Physical education connotes many different things to people. To some it is a subject area which focuses on physical training. Conventionally, this has meant promoting activities which lead to anatomical and physiological development (Sansone, 2000). The notion of PT and calls to improve the physical condition of our nations youth in order to provide a strong base for the military have also been consistent with this idea (Ennis, 2001). Others have had a more expansive view of physical education and portrayed the area as education through the physical, rather than of the physical (Pringle, 2000). Such a notion suggests that involvement in a variety of sports and games provides participants not only with opportunities to develop physical prowess, but to learn important social values while developing desirable personal traits. A third major thrust that has affected the meaning attributed to the concept is associated with its recreational function (Ruth, 2006). The basis of this theme is that people perform optimally when they have periodic diversions from their normal work world, and that involvement in physical activity can provide necessary relief and renewal. Closely affiliated with this idea is that physical recreation provides a wholesome and constructive use of ones free time (Lee2002). Despite such grandiose themes, Duda (2001) has argued that within the larger context of higher education classes focusing on the acquisition of skilled movements and play are viewed as nonintellectual, nonacademic, nonessential, and nonartistic (p. 433). As a result of such perceptions he believes that physical education is relegated to a peripheral role in the academy, and its practitioners pay a price for its marginal status in their daily lives. Furthermore, Duda suggests that a large part of physical education failing to gain acceptance in higher education is a consequence of the static criteria used to assess academic value in general. According to his analysis value of a curricular offering is typically based on such things as the intellectual challenge of material, the extent to which subject matter is categorized as academic rather than motoric, the usefulness of learning various skills, and the cultural significance of an area of study. His recommendation for redressing physical educations plight is to convince those using such criteria to assess worth in broader, and less dualistic ways. Hence the types of challenges presented in physical skill acquisition situations might be understood as important stimuli for developing human capacities that complement those capacities acquired from more conventional intellectual pursuits. While the idea of rethinking criteria that should be used for judging academic value may be laudable, how this might come about is difficult to conceive. An alternative and, yet, much simpler approach for improving the viability of physical education classes in higher education is to improve the quality of student outcomes. In essence, it may be that the inclusion of physical education in higher education is not contested on philosophical grounds, but on operational ones. As Duda (2001) conveys performance classes are elective, not required. Skill instructors are rarely hired as tenure track faculty. Credit toward graduation may not be given for such classes, and grading is often pass/fail. Passing marks are virtually assured with a good attendance record (p. 437). If such a profile is accurate, it is difficult to understand how student achievement can be significant or the entire enterprise viewed as essential to the general curriculum. Indeed, such a profile connotes that the physical education curriculum is soft, and that whether or not students acquire certain information and/or master specific skills is ambiguous. Considering physical educations past philosophical themes and its current trends of providing opportunities for students to: (a) recreate, (b) build and maintain health through exercise, (c) learn how to compete and cooperate, and (d) develop specific sport skills and levels of fitness, instructors often have difficulty in identifying and utilizing meaningful grading criteria. This has been attributed to both philosophical (Midgley, 2001) and managerial (Pringle, 2000) concerns. Indeed, as observed by Church (2001) many physical educators compute grades based on student behaviours which are unrelated to performance or knowledge objectives, such as dress, participation, and discipline. Interestingly, Ennis (2001) found that in colleges and universities virtually all grading in physical education is left to the discretion of the instructor, including selection of criteria and instruments to be used to assess student achievement. They also reported a trend toward less testing of all types. Consequently, it is not surprising that with so many ideas about what is to be accomplished, and so little control over how this should be done, it is difficult, if not impossible to determine the value of physical activity courses in the general curriculum. Indeed, it is one thing to provide sound philosophical arguments for why a particular discipline belongs in the curriculum, and quite another to operationalize the philosophy so that its essence is actualized. Recent studies suggest the importance of objective assessment not only as a device to promote the legitimacy of physical education in an academic setting, but as a tool to promote learning. For example, Pringle (2000) showed that student achievement in table tennis classes reflected the focus of evaluation. Students graded totally on physical skills performed most skilfully at the end of a class performed most skilfully, while those graded on attendance and participation had lower performance scores but the highest attendance rates. As well, Lee (2002), demonstrated how the proper use of evaluation and grading tools promotes on task behaviour and superior skill development in volleyball. Chen (2001), using a riflery task, also demonstrated that grading based on task competence was superior to grading based merely on participation when skill development was examined. Hidi (2000) further argues that the appropriate use of grading can promote positive attitudes towards a course, develop a students sense of confidence, and lead to substantial achievement. The reason why a rift exists between using grading as an integral part of the learning process, and using it only to fulfil administrative requirements seemingly is a complex problem that involves philosophical, technical, and practical issues (Duda, 2001). Yet, in a time when accountability is expected, and when cost cutting is widespread, empirical evidence for the integrity of a program is imperative. What and how we grade conveys a great deal about who we are, what we do, what we can accomplish, how we are viewed by others outside of our field, and whether physical education is considered as essential to the mission of education. Hence, the purpose of the present investigation was to acquire empirical descriptive data about grading of physical education in higher education. In light of our fields history of divergent philosophical views, ambitious, and often ambiguous goals, and its defensive position in higher education (Duda, 2001), an examination of what and how we grade would seemingly shed light on where we are as a discipline. Furthermore, such an investigation might help identify important issues that need to be addressed and resolved if we are to gain the degree of acceptance the field has so desperately sought over the years. Method Instrument To acquire information about college physical education programs a questionnaire was developed which, in addition to requesting information about an institutions profile (e. g. , public-private, size, approximate percentage of students enrolled in physical education, etc. , asked a series of questions about its physical education activity program. These included: (a) whether students received academic credit which counted in a students GPA, (b) the number and duration of class meetings, (c) how important various factors such as skill development, effort, and attendance were in computing a grade, (d) whether the department had a policy on grading, (e) the approximate percentage breakdown of grades awarded (e. g. , As, Bs, Cs, etc. ), and (f) whether the issue of grading had been considered by the department in the past five years. Prior to mailing the survey, questions were pilot tested on a group of five senior collegiate faculty members in a department of exercise and sport studies. These individuals each had taught undergraduate and graduate theory courses as well as a variety of undergraduate physical activity classes at a number of colleges and universities. They were quite knowledgeable about different types of service programs (e. g. , credit, required, no credit non-required) and how they typically operated. Furthermore, they were apprised of the questionnaires intent, and were asked to provide feedback on the clarity of questions as well as the instruments overall format. Based on feedback from this group, questions were reworded, added and deleted. In addition, the sequence of questions was revised for the purpose of providing a more coherent structure. The final version of the survey contained eight questions, some of which had subparts. As well, pilot testing demonstrated that a respondent could complete the questionnaire in approximately ten minutes. Coding of Data As surveys were returned data were coded into an Excel Spreadsheet by two trained assistants, and then analyzed using Exels statistical functions. It is noteworthy to report that during the data reduction process it became evident, as conveyed by a number of respondents, that quantitative data which were requested from a number of questions did not exist Consequently, many respondents either did not answer such items or acknowledged that they merely volunteered their own perceived best guess, or a numerical range within which they believed the actual value requested would occur. Hence, a decision was made to code and analyze all data acknowledging that, for the most part, they only reflect respondents best estimates, rather than hard numbers. Furthermore, where a range was given, the midpoint was used in further analyses. In passing, the observation that certain types of data were not acquired or readily available may in itself be an important finding since a departments viability may depend on such information. Items falling into this category included such things as: (a) the number of students taking physical education classes in a semester, (b) the typical grade distribution (e. g. , % As, % Bs, etc. ), (c) the factors utilized to compute course grades, and (d) whether an institutional limit existed for the number of physical education courses that could be taken by a student for academic credit. Results Sample Within a thirty day period of mailing surveys 556 (44%) responses were received. Table 1 shows a break down of respondents by institution type and size. Because of financial limitations, further attempts to obtain data from nonrespondents were not attempted. Of the 556 respondents, 78 (14%) indicated that they did not have, or no longer had a physical education activity program. This was somewhat of a surprising finding, especially so because many conveyed that their institutions program had been recently eliminated. Whether a trend toward program elimination actually existed is of significant import to our profession and deserves immediate attention. Schools which indicated that they did not offer physical education classes were removed from further analysis, leaving 478 institutions in the database. Is Academic Credit Given for Physical Education Activity Courses? An important question posed by this investigator was whether institutions grant academic credit which counts in a students GPA for taking physical education activity courses. Presumably, this would indicate whether classes were viewed as a meaningful part of the institutions general curriculum. It was found that 335 (72. %) of respondents reported that academic credit which is computed in a students GPA was awarded for physical education activity courses. Table 2 reveals that Public State Universities and Colleges were somewhat more likely to award academic credit than Private Universities and Colleges. Furthermore, while a few institutions had a unique formula for computing the amount of credit earned in a class, nearly all institutions granted one credit per course. A follow-up question probed how much of such credit may be counted in a students total academic program. Although there seemed to be a great deal of uncertainty regarding the answer to this question, many respondents indicated that their institution had not set a limit or did not have a policy (only 65% of respondents who count physical education credit in the GPA responded). Those that were clear on this issue indicated that a limit did exist, and that the median value across institutions and within school categories was four credits. A subsequent question probed what the course time commitment was for earning credit. Across institutional types classes typically met for the length of a semester (14-15weeks), and for two contact hours a week. How are Grades Computed? A number of questions regarding how grades were computed followed. An initial issue was whether or not the department had a policy on grading. The idea here was to get a sense of whether faculty members agreed on how such things as skill, knowledge, and class participation should be weighed in determining a students performance. In regard to this question, 80% of respondents indicated that their departments did not have a formal grading policy. Nonetheless, many individuals conveyed that students were administered tests of skill and knowledge, but that course instructors ultimately determined assessment tools, how various components were weighed, and the course grade computed. Because most departments did not have a formal grading policy, the next set of questions should be interpreted as only giving a general sense of how grades are computed from a respondents general perceptions. This question probed whether grades were competency based (i. e. students are assessed on the absolute level of performance attained), or norm based (i. e. , students are graded in relation to other students in the class). Results showed that most respondents (60. 6%) thought that grading at their institution was competency based, although a fair number reported that they thought their grading system was more norm based (23. 3%). The remaining 16. 1% either were unsure or did not respond to this item. Another question related to this issue was wh ether the amount learned was considered to be as important as the level of performance attained. Interestingly, 72% of respondents believed that instructors at their institutions weighed the amount learned as being equivalent to the proficiency attained, while 21% did not see these of equal importance. The remaining 7% were missing or undecided. In light of the previous data indicating a bias toward competency based grading, the response to this question is surprising since the amount learned would only be of importance if it correlated highly with proficiency attained. This may or may not be the case, but needs further investigation. Another way of probing the importance of factors employed in computing a grade was to ask respondents about how important they believed a subset of factors were in arriving at a grade. They rated the factors of (a) effort, (b) attendance, (c) attitude, (d) amount learned and (e) level of performance on a five-point scale anchored by the terms very important(5). Overall, attendance (1. 3) and amount learned (1. 4) had the lowest median values (i. e. , highest perceived weighting). The level of performance attained (1. ), and effort expended (1. 8) followed closely, while attitude (2. 3) appeared lowest in importance. It should be noted that all of these criteria tended to fall between the very important and uncertain end of the continuum. With the exception of performance attainment, it is not clear why the other factors identified were viewed as important in grading, if grading is competency based. For that matter, these criteria would also be somewhat problematic for a norm referenc ed standard which focuses on relative competency attainments. Respondents were also asked to estimate the percentage distribution of grades in physical education at their institution. Overall, as were perceived to be the most prevalent grade and were awarded to 51% of students. Bs were the next most prevalent grade awarded to 31% of students with Cs following at 14%. Ds and Fs were infrequently given with a combined percentage of 7%. Has the Issue of Grading been Considered in the Past Five Years? A final question asked whether the issue of grading had been considered by a department in the past five years. Although 51% had not discussed this issue, 47% had done so. The questionnaire requested respondents who answered this question in the affirmative to comment on what issues were discussed by their departments. Clearly, the topic of whether to change from a letter grade system to a pass-fail system was the most widely discussed issue. Related to this was the subject of grade inflation and the idea that moving to a pass-fail system may reduce pressure from various constituencies (e. g. , administrators, faculty, regents) to reduce the number of high grades awarded. There were also numerous comments about criteria to be used in grading, consistency in grading across sections of a course, and among different courses. Several respondents also commented on the conflict between trying to encourage lifelong participation m activities and the negative connotations of having to grade based on an individuals proficiency. From the nature and number of comments collated, it was evident that departments have grappled with this issue, but remain in a quandary about an ideal solution.

Pipeline Hydraulics Design Basis Engineering Essay

Pipeline Hydraulics Design Basis Engineering Essay It includes the pipe and flow characteristics of the transported fluid under specified operating conditions as established in the design basis. Velocity The pipeline has to be laid for the distance of 770km between Portland and Montreal, the fluid in the pipe is Light Crude Oil. Velocity of flow in a pipeline is the average velocity based on the pipe diameter and liquid flow rate. Its selection is first step in the designing procedure of our project. The flow velocity can have both advantages and drawbacks. High velocities can cause turbulence, and the striking of the fluid on the walls of the pipe which will cause damage to the pipes and eventually erode away the pipe, while low velocity on the other hand can cause the deposition of particulates in the line and cleanliness of the fluid will be compromised. Therefore, to avoid these problemsliquid lines are normally sized to maintain a velocity sufficient to keep the solid particles from depositing and also to prevent the erosion of the pipe. Under these considerations the recommended velocity is in the range of 3ft/s to 8ft/s. From this selected range of velocity we have to select a single velocity. The velocity we have selected for our line is 5ft/s. This is the intermediate velocity from the recommended range and all the further calculations will be done on this velocity. Velocity Selection The range as mentioned above is taken as 3ft/s to 5ft/s. The next step is to select a single velocity from this range. We have selected 5ft/s for our line. The reason for this velocity selection is the trade-off between pipe diameter and number of pump stations. According to continuity equation if we increase the velocity, the corresponding diameter will reduce but the pressure loss will increase due to which a higher number of pump stations are required. Similarly if we decrease the velocity, the number of pump stations will reduce but the diameter will increase for a given flow rate. Since the pipeline is laid over a long distance, the pipeline cost holds the major share of the capital investment therefore increasing the diameter will adversely affect the economics of pipeline. This trade-off is visible in the calculations shown in appendix A. The other reason for choosing this velocity is that if the flow rate fluctuates in the future for any reason the diameter selected from this intermediate velocity will be able to accommodate those variations without affecting our system. Diameter Calculation Calculation of the diameter is the core of the hydraulic designing.The diameter selected should be able to support the stresses on the pipe, the capacity of the fluid and minimize the pressure losses. Under given flow rate and assumed velocities, we can calculate the pipe diameter using continuity equation: V=Q/A V: Flow velocity Q: Volume flow rate A: Cross sectional area The flow rate is given as 109,000bbl/day or 7.1ft^3/s. The diameters are calculated at 3, 4, 5ft/s velocities and the respective diameters are 20.83, 18.04 and 16.14. Selection of Diameter As mentioned above 5ft/s is selected as the recommended velocity and the corresponding internal diameter (ID) is 16.14in. Nominal Pipe Size For the internal diameter subsequently we have to calculate the nominal pipe size. To calculate the nominal diameter we refer to the Pipe Data provided for the Carbon Steel. From the table shown in appendix B, it is found out that consequent nominal pipe size will be 18in. Characteristics of Flow Different flow properties are calculated to determine the regime of flow, losses in the pipes. The nature of the flow can be laminar or turbulent.There are two types of the losses. Major losses include the losses due to friction in straight pipes and minor losses due to bends, valves, tees. To calculate these we will be dealing with Reynolds number (for nature of flow), Moody diagram (for friction factor) and head loss calculations. Losses As the fluid flows through the pipe there is friction at the pipe wall and fluid interface in the straight portions of the pipe due to interference between the fluid and the walls of the pipe. This friction results in results in the loss of energy in the lineat the expense of liquid pressure and the losses are known as the major losses. Pipe systems consist of components in addition to straight pipes. These include bends, valves, tees etc and add further to the losses in the line. These losses are termed as minor losses.Experimental data is used to calculate these losses as the theoretical prediction is complex. Major Losses The pressure drop due to friction in a pipeline depends on the flow rate, pipe diameter, pipe roughness, liquid specific gravity, and viscosity. In addition, the frictional pressure drop depends on the Reynolds number (and hence the flow regime). Therefore, the fluid in the pipeline will undergo pressure losses as it runs in the line and reduce the operating pressure. This loss needs to be recovered and to maintain the pressure pumps are installed at specific locations according to the requirement (pumps are discussed in Chapter ahead). These pressure losses are calculated by using the Darcy-Weisbach formula à ¢Ã‹â€ Ã¢â‚¬  P = f(L/D)(V^2/2)à Ã‚  Where, f=Darcy friction factor, dimensionless, usually a number between 0.008 and 0.10 L=Pipe length, ft D=Pipe internal diameter, ft The pressure loss for velocity of 5ft/s comes out to be 9625.15psi. All the relevant calculations are shown in appendix A. Minor Losses Real pipeline systems mostly consist of more than straight pipes. The additional components (valves, tees and bends) add to the overall loss of the system. These are termed as minor losses. In case of very long pipes, these losses are usually insignificant incomparison to the  fluid friction in the length considered. But in case  of short pipes,these minor losses may actually be major losses such as in  suction pipe of a pumpwith strainer and foot valves.These losses represent additional energy dissipation in the flow, usually caused by secondary flows induced by curvature or recirculation. Minor loss in diverging flow is much larger than that  in converging flow. Minor lossesgenerally increase with an increase in the geometric distortion of the flow. Thoughminor losses are usually confined to a very  short length of path, the effects may  notdisappear for a considerable distance downstream. It  is insignificant in case of  laminar flow. The pressure drop through valves and fittings is generallyexpressed in terms of the liquid kinetic energy V2/2g multiplied by a head loss coefficient K. Comparing this with the Darcy-Weisbach equation for head loss in a pipe, we can see the following analogy. For a straight pipe, the head loss h is V2/2g multiplied by the factor (fL/D). Thus, the head loss coefficient for a straight pipe is fL/D. Therefore, the pressure drop in a valve or fitting is calculated as follows: h=K(V^2)/2g Where, h=Head loss due to valve or fitting, ft K=Head loss coefficient for the valve or fitting, dimensionless V=Velocity of liquid through valve or fitting, ft/s g=Acceleration due to gravity, 32.2 ft/s2 in English units The head loss coefficient K is, for a given flow geometry, considered practically constant at high Reynolds number. K increases with pipe roughness and with lower Reynolds numbers. In general the value of K is determined mainly by the flow geometry or by the shape of the pressureloss device. Minor loss is generally expressed in one of  the two ways In terms of minor loss factor K. In terms length, equivalent to a  certain length of straight pipe, usuallyexpressed in terms of number of pipe diameter. The minor losses for our system are calculated and result in a very low value and can easily be neglected. Reynolds Number Flow in a liquid pipeline may be smooth, laminar flow, also known as viscous or streamline flow. In this type of flow the liquid flows in layers or laminations without causing eddies or turbulence. But as the velocity increases the flow changes from laminar to turbulent with eddies and turbulences. The important parameter used in classifying the type of flow in the pipe is called Reynolds Number. Reynolds number gives us the ratio of inertial forces to viscous forces and is used to determine the nature of flow using the recommended velocity and the internal diameter. Reynolds number is given by Re = à Ã‚ VD/ µ Flow through pipes is classified into three main flow regimes and depending upon the Reynolds number, flow through pipes will fall in one of the following three flow regimes. 1. Laminar flow: R 2. Critical flow: R>2000 and R 3. Turbulent flow: R>4000 Friction Factor Friction Factor is a dimensionless number required to calculate the pressure losses in the pipe. Tests have shown that f is dependent upon Reynolds number and relative roughness of the pipe. Relative roughness is ratio of absolute pipe wall roughness ÃŽÂ µ to the pipe diameter D. For laminar flow, with Reynolds number R f=64/R For laminar flow the friction factor depends only on the Reynolds number and is independent of the internal condition of the pipe. Thus, regardless of whether the pipe is smooth or rough, the friction factor for laminar flow is a number that varies inversely with the Reynolds number. For turbulent flow, when the Reynolds number R>4000, the friction factor f depends not only on R but also on the internal roughness of the pipe. As the pipe roughness increases, so does the friction factor. Therefore, smooth pipes have a smaller friction factor compared with rough pipes. More importantly, friction factor depends on the relative roughness (ÃŽÂ µ/D) rather than the absolute pipe roughness ÃŽÂ µ. In the turbulent region it can be calculated using either the Colebrook-White equation or the Moody Diagram. Colebrook-White Equation The Colebrook equation is an implicit equation that combines experimental results of studies of turbulent flow in smooth and rough pipe The Colebrook equation is given as: 1/à ¢Ã‹â€ Ã… ¡f = -2log((ÃŽÂ µ/3.7D)+(2.51/Reà ¢Ã‹â€ Ã… ¡f)) But the turbulent flow region (R>4000) consists of three separate regions: Turbulent flow in smooth pipes Turbulent flow in fully rough pipes Transition flow between smooth and rough pipes For turbulent flow in smooth pipes, pipe roughness has a negligible effect on the friction factor. Therefore, the friction factor in this region depends only on the Reynolds number as follows: 1/à ¢Ã‹â€ Ã… ¡f = -2log(2.51/Reà ¢Ã‹â€ Ã… ¡f) For turbulent flow in fully rough pipes, the friction factor f appears to be less dependent on the Reynolds number as the latter increases in magnitude. It depends only on the pipe roughness and diameter. It can be calculated from the following equation: 1/à ¢Ã‹â€ Ã… ¡f = -2log((ÃŽÂ µ/3.7D) For the transition region between turbulent flow in smooth pipes and turbulent flow in fully rough pipes, the friction factor f is calculated using the Colebrook-White equation given above: 1/à ¢Ã‹â€ Ã… ¡f = -2log((ÃŽÂ µ/3.7D)+(2.51/Reà ¢Ã‹â€ Ã… ¡f)) Moody Diagram The Colebrook equation is an implicit equation and requires trial and error method to calculate f.To provide the ease for calculating f scientists and researchers developed a graphical method known as Moody diagram.The Moody chart or Moody diagramis a graph that relates the friction factor, Reynolds number and relative roughness for fully developed flow in a circular pipe.In the diagram friction factor is plotted verses Reynolds number. The curves are plotted using the experimental data. The Moody diagram represents the complete friction factor map for laminar and all turbulent regions of pipe flows. To use the Moody diagram for determining the friction factor f we first calculate the Reynolds number R for the flow. Next, we find the location on the horizontal axis of Reynolds number for the value of R and draw a vertical line that intersects with the appropriate relative roughness (e/D) curve. From this point of intersection on the (e/D) curve, we read the value of the friction factor f on the vertical axis on the left. Other Pressure Drop Relations Hazen-Williams Equation The Hazen-Williams equation is commonly used in the design of waterdistribution lines and in the calculation of frictional pressure drop inrefined petroleum products such as gasoline and diesel. This methodinvolves the use of the Hazen-Williams C-factor instead of pipe roughnessor liquid viscosity. The pressure drop calculation using the Hazen-Williams equation takes into account flow rate, pipe diameter, and specificgravity as follows: h=4.73L(Q/C)1.852/D4.87 Where, h=Head loss due to friction, ft L=Pipe length, ft D=Pipe internal diameter, ft Q=Flow rate, ft3/s C=Hazen-Williams coefficient or C-factor, dimensionless In customary pipeline units, the Hazen-Williams equation can berewritten as follows in English units: Q=0.1482(C)(D)2.63 (Pm/Sg)0.54 Where, Q=Flow rate, bbl/day D=Pipe internal diameter, in. Pm=Frictional pressure drop, psi/mile Sg=Liquid specific gravity Another form of Hazen-Williams equation, when the flow rate is in gal/ min and head loss is measured in feet of liquid per thousand feet of pipe is as follows: GPM=6.7547ÃÆ'-10-3(C)(D)2.63(HL)0.54 Where, GPM=Flow rate, gal/min HL=Friction loss, ft of liquid per 1000 ft of pipe In SI units, the Hazen-Williams equation is as follows: Q=9.0379ÃÆ'-10-8(C)(D)2.63(Pkm/Sg)0.54 Where, Q=Flow rate, m3/hr D=Pipe internal diameter, mm Pkm=Frictional pressure drop, kPa/km Sg=Liquid specific gravity Shell-MIT Equation The Shell-MIT equation, sometimes called the MIT equation, is used in the calculation of pressure drop in heavy crude oil and heated liquid pipelines. Using this method, a modified Reynolds number Rm iscalculated first from the Reynolds number as follows: R=92.24(Q)/(DÃŽÂ ½) Rm=R/(7742) Where, R=Reynolds number, dimensionless Rm=Modified Reynolds number, dimensionless Q=Flow rate, bbl/day D=Pipe internal diameter, in. ÃŽÂ ½=Kinematic viscosity, cSt Than depending on the flow (laminar or turbulent), the friction factor is calculated from one of the following equations: f=0.00207/Rm (laminar flow) f=0.0018+0.00662(1/Rm)0.355 (turbulent flow) Finally, the pressure drop due to friction is calculated using theequation Pm=0.241(f SgQ2)/D5 Where, Pm=Frictional pressure drop, psi/mile f=Friction factor, dimensionless Sg=Liquid specific gravity Q=Flow rate, bbl/day D=Pipe internal diameter, in. In SI units the MIT equation is expressed as follows: Pm=6.2191ÃÆ'-1010(f SgQ2)/D5 Where, Pm=Frictional pressure drop, kPa/km f=Friction factor, dimensionless Sg=Liquid specific gravity Q=Flow rate, m3/hr D=Pipe internal diameter, mm