Symbolic Interactionism Theory Term Paper Example | Topics and Well Written Essays - 750 words

Symbolic Interactionism Theory - Term Paper Example Since, it encompasses people inhabiting certain global fragments who have attached numerous interpretations to their environment. Additionally, it argues that an individual’s perception is a reflection of fellow people’s appraisals whose basis lies in the already constructed interpretation (Jeon 254). The concept stresses the essence of words that human normally apply while describing conduct of fellow individuals and in relation to their inhabitancy. For instance, a rapist may shield himself by arguing that some women (hitchhikers) cannot claimto be a casualty of rape. Since, she asked for it while the motorist was not even aware of their presence until they waved the car to a halt to inquire for lift. Horton C. C. and George H. Mead were the pioneers of this conception, which emerged during the onset of 20Th century (Aldiabat & Carole-Lynne 1069). Primarily, this theory entails interpretation of aspects amid few opposite parties aimed at enhancing their interaction in a communal setting. Strengths The theory does not entail complex criterion that comprises rules governing varied symbol interpretations (Jeon 249). Since, one’s capability of communicating effectively and understand diverse symbols or objects in his social environment depends on  one's aptitude to mingle with others. This strengths the society because people emanating from a similar region normally hold on to identical interpretations about varied aspects that enhance their relations and makes them exceptional (Aldiabat & Carole-Lynne 1065). In addition, it is easy to transmit information because the recipient only interprets previously known objects’ meaning in the mind, which the communicator refers. Symbolic Interactionism in some incidences may not require talking, where a person through gestures is capable passing the message as necessitated. Weaknesses The theory is a challenge especially in numerous incidences, where one cannot exactly fathom whether the inte rpreter is reacting to stereotype or is natural. Since environment in which one resides determines general interpretation of a send signal, which may be due to information held towards a certain symbol or people. This concept has no way of having a clear â€Å"control group† because socialization of an individual may have a significant impact from birth. Hence, implying that what one esteems and comprehends regarding a certain aspect will remain and no external impact of the societal fabric would create a diverse, significant consequence. Critics argue that the concept is an outline of theories. Hence, implying in its application and study lacks basis because due to other concepts inclusion, hence serve a central role in its structure. This makes the theory incapable of handling social structures and related aspects especially those that are macro. Symbolic Interactionism tends to be limited within a region where its interpretations abound while derailing the external relatio ns, hence seclusion of people. Theory Application One morning while in the 11Th grade and during a Math’s session, the teacher (Amos) after reviewing previous lesson’s content informed us that will have slight exercise to awaken the minds. In his hand, Amos had a work sheet that he kept on referring while instructing the class. The exercise meant to prepare us for the next topic, where each received a

Safety Statistics Aviation Essay Example | Topics and Well Written Essays - 250 words

Safety Statistics Aviation - Essay Example nts such as pilot errors related to weather and mechanical issues, sabotage, and mechanical failure are vital for consideration in classifying commercial aviation data. Based on this classification, statisticians can compare the prevalent causes of accidents within a given duration. Secondly, the number of fatal accidents also need adequate consideration when comparing aspects of commercial aviation accident data. Civil accidents involve civil aircrafts with 19 or more passengers (Rodrigues, Cusick & Wells, 2012). The data showing the number of these kinds of accidents within a standard duration can aid in comparison of the prevalence or the rate of occurrence of fatal accidents. Finally, the number of fatalities and the survival rates in aviation accidents are imperative in making effective comparison data. Rodrigues, Cusick and Wells (2012) note that these issues depict the criticality of an accident and help in comparing accidents across the world within specific durations. In conclusion, there are critical points necessary for consideration when analyzing and comparing commercial aviation accidents statistics. They include the causes of the accidents, the number of fatal accidents, number of fatalities and the survival

System Software And Application Software

System Software And Application Software This term is used to describe programs that enable the computer to work and coordinate the various parts of the computer system to make it run efficiently. It controls the operation of the computer as it tells the hardware what to do and how and when to do it. It is the base for applications software as they cannot work without system software Operating systems are an example of it. The operating system is the program that actually makes the computer works. Application software This term is used for programs that enable the user to do a specific task such as creating a document, producing invoices and using database. It is used once the operating system has been loaded. It can be educational programs, entertainment programs and etc. Operating System It is the software that actually makes the computer work. An example of it is Microsoft Windows, Macintosh Operating system (Mac OS), Linux and Unix. These are some functions of the operating system: Boot up the computer. Control the hardware such as printer, scanner, monitor, keyboard and mouse. Controlling features such as formatting disks, saving files and retrieving them form the hard disk. Provide the base for the applications software to be launched. Allows the applications software to use the hardware. applications Software As discussed before, applications software are programs that help the user to do a specific task and here are some types of application software: Word processing programs: They are used to create documents such as letter, reports, memos and etc. An example is Microsoft Word. Spreadsheet programs: They are used to analyze and summarize numerical data. They are in accounting environments to prepare balance sheets and financial reports. . An example is Microsoft Excel. Database programs: they are used to organize and manage large quantities of data. . An example is Microsoft Access. Presentation graphics programs: They are used to organize numeric data and text in a suitable format to be displayed to a group of people. . An example is Microsoft PowerPoint. Photo editing programs: They are used to edit images such as changing the size of images and adjust the colors of images. . An example is adobe Photoshop. Desktop publishing programs: They are used to prepare high quality printed material e.g. flyers, magazines, posters and books. . An example is Microsoft Publisher. Internet Web Browsers: They are used to locate and display information at Web sites. An example is MS Internet Explorer. User Interface Users interact with software in many. Some users write the commands that they need to do, other presses certain keys from the keyboard to do a certain task and some prefer use the mouse. Command Syntax: Early user interface required users to type exactly instructions with specific rules to do a certain task. The users didnt like this way because they have to be very careful in writing the commands and of course they have to remember it. Shortcut Keystrokes: They enable the users to use the commands through pressing certain keys from the keyboard. This way may be hard to be remembered. Graphical User Interface (GUI): It refers to the graphics screens that make it easier for users to interact with programs through using icons, mouse, drop down menus and windows. Activity (3-1) Objectives: Distinguish between applications software and system software. Identifying the different types of user interface. 1. Choose the correct answer Linux is an example of †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Application software. System software. Memory. Storage device. Which of the following is a friendly user interface? Command syntax. Shortcut keystrokes. GUI. Memory. Which of the following is an example of application software? Microsoft Windows. Linux. Unix. Microsoft Word. Which of the following coordinates the various parts of the computer system to make it run efficiently? System software. Application software. Word processing software. None of the above. GUI is an abbreviation of †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Graphical User Interface. Graphical User Input. Graphical Unit Interface. Graphical Unit Input. 2. Mention two functions of the operating system and the application software. Revision This chapter provides detailed information about software and these are the points that are explained in this chapter: What is the meaning of software? Types of software. The difference between system software and application software. The functions of the operating system and examples on it. The uses of some applications software. What user interface is and examples of it. Now you are ready to know about networks and internet. What a network is, types and advantages of it. Also what an internet is and how it can be useful to users. This will be explained in the next chapter. Chapter 4 Networks Objectives: After completing this chapter, you will be able to: Understand what is meant by a network. Know the advantages of using networks. Distinguish between types of network. Know what an internet is. Identify the advantages of the internet. Understand some of internet and browsing basics. Networks Network is a group of computers connected together via cables or telephone lines or wireless to enable users to share hardware, software and data. Network requires each computer to have a network card. Advantages of using networks Sharing files: You can share files between computers through using networks instead of using a flash memory to send a file from one computer to another. Sharing resources: Through networks, people working in a same place can share printers, scanners, fax machines. This is less costly for organizations with many computer users. Sharing programs: Through networks, People working in the same place can share the same program instead of purchasing individual program for each one. Communication: Users on a network can communicate with each other by e-mails even if there is no internet connection. Types of networks There are three types of network which are: Local Area Network (LAN). Wireless Area Network (WLAN). Wide Area Network (WAN). 1. Local Area Network (LAN) A LAN is a system where computers are connected together within a company or organization to enable people share files and resources such as printers. A LAN can be within the same building or within a group of buildings close to each other. 2. Wireless Local Area Network (WLAN) Computers are connected together through high frequency radio signals. They are used in many office buildings, coffee shops and even at homes. No wiring is required between the computers and the peripherals (peripheral device is any device that can attach to the computer such as speakers, printers and scanners). 3. Wide Area Network (WAN) Computers are connected together over a wide area such as between towns or countries. Communication between computers can be done through telephone lines, fiber optics and radio links or satellites. The internet is an example of it. Client / server computers A client computer is the computer that needs data from another computer known as a server. The server is a powerful computer than client computer in terms of data storage and processing speed. Activity (4-1) Objectives: Understanding what a network is. Identifying the advantages of using networks. 1. Complete the following sentences Network is †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Through networks people can share †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦, †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ and †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The three types of networks are †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦, †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ and †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The computer that requests data from the server is called †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ LAN is an abbreviation of †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ while WAN is an abbreviation of †¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3. Which type of network is the internet? Internet The internet is a global network of interconnected networks around the world. The best thing about the Internet is the amount of information that you can access from it. The internet is not the same as World Wide Web (WWW) as the internet is the network but the World Wide Web is a vast collection of linked documents held on computers all over the world and can be accessed using a web browser. Web browser is software that is used to retrieve and display contents on the World Wide Web, including text, image, video and other types of files. The Internet Explorer and Firefox are an example of it. advantages of the internet Using the internet has many advantages and here are some of them: Researching tool: Find any information the user need through using search engines. Search engines are the web pages that search for information on the internet (e.g. Google, Yahoo). Marketing tool. Method of communication with others through chatting programs and e-mails. E-mails mean sending and receiving messages through the internet and the messages can include text, images, video files and sound files. Entertainment tool (e.g. playing games, listening to music and watching films and video clips). Information is available 24 hours per day and 7 days per week. Services: Many services are available through the internet like shopping, hotel reservations and paying pills. E-commerce: Doing business, selling and buying products and services through the internet. E-learning: Using the internet for education. Downloading software from the internet. Download and upload Download means to transfer data from a server to a local computer while upload means to transfer data from a local computer to a server. Examples: Download programs, songs and games from the internet to the computer. Design a website then upload it from the computer to the internet to be used by others. Transfer rate Data is transmitted in collections of bits or characters. The transmission speed of data is measured by the Baud rate which means how many bits can be transferred each second. Bps: It means bits per second. 8 bits = 1 character. Kbps: It means kilobits per second (i.e. 1000 bits per second). A 56.6Kbps modem technically transmits 56,600 bits per second of data. The modem is a device that allows computers to transmit data over telephone lines. mbps It means megabits per second (i.e. 1,000,000 bits per second). Internet connection services Computers are connected to internet in many ways. Here are the types of connections: Dialup connection: It uses telephone lines to connect to the internet. A modem is used to dial a telephone number and connect to an Internet service Provider (ISP). This type of connection is inexpensive compared to other connections. The phone line is busy when the user uses the internet, meaning the user cannot make or receive calls when he is online. Data transfer over dial-up is slower compared to other connections. Internet Service Providers (ISPs) are companies that allow the users to connect to the internet. Broadband connection: It allows faster transfer of information. This type of connection is available through a phone line (ADSL), cables, satellite, mobile phone and wireless networks. Asynchronous Digital Subscriber Line (ADSL) broadband: It uses a modem and the telephone line system to connect a computer to Internet. The ADSL modem is different from a dial-up modem. Through ADSL, a user can make calls and use the internet at the same time. ADSL connection is faster and expensive than dial-up connection. Wireless broadband: It uses radio transmitters and receivers to connect computers. Many public areas and organizations provide this connection which is known as Wi-Fi. Nowadays this connection is used at home and supported by many phones. Cable broadband: It uses a modem and the cabling infrastructure used for cable TV to link a computer to Internet. The cable modem uses the same cabling infrastructure and connection to your home as cable TV. The cable modem connects to the computer by a local area network (LAN) card. Cable connection is faster than dial-up connection and the cost of it is similar to an ADSL connection. Satellite broadband: It is an Internet connection that requires the installation of a special satellite dish. Activity (4-2) Objectives: Understanding the difference between internet and World Wide Web. Identifying the advantages of the internet. Knowing some internet terminologies. Differentiating between dial up connection and broad band connection. Ùâ‚ ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬Ãƒâ„¢Ã¢â€š ¬ 1. Complete the following sentences A vast collection of linked documents held on computers all over the world is known as †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The global network all over the world is known as †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Google is an example of †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The transmission speed of data over network is measured by †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Examples of a web browser are †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. and †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3. State the advantages of the internet. 4. Which one if faster, the ADSL connection or the dial up connection? 5. Which type of the broadband connection uses radio transmitters and receivers to connect computer? Revision This chapter provides detailed information about networks and these are the points that are explained in this chapter: The meaning of networks and the advantages of using them. Types of networks. The meaning of client/server computers. The difference between Internet and World Wide Web. Advantages of the internet. Downloading and uploading. Data transfer rate. Internet connection services. Now you are ready to know about Information and Communication Technology and the different internet services for customers. This will be explained in the next chapter.

Gertrude Stein Essay -- Biography Essays

Gertrude Stein Gertrude Stein is one of the most celebrated authors and patrons of the arts. She encouraged, influenced and aided many literary and artistic figures through her support, investment and writings. Stein was born on February 3, 1874 into upper middle class surroundings in Allegheny, Pennsylvania. When she was 3 years old the family moved to Vienna and then on to Paris before returning to America in late 1878. Gertrude and her brother Leo became very close although he was two years her senior. They found like interests and became devoted allies through much of their early lives. Stein was eight years old when she made her first attempt at writing. Reading became an obsession for her beginning with Shakespeare and books on natural history.[2] In school she was fascinated with the structuring of sentences. She once said, â€Å""I suppose other things may be more exciting to others...I like the feeling the everlasting feeling of sentences as they diagram themselves.[3]" In 1904 she moved in with her brother Leo at 27 Rue de Fleurus which would become the meeting place of many writers, artists, critics and people drawn by her reputation. Her brother and she also began collecting paintings by Renoir, Gaughain, Picasso (who later painted her portrait), Cezanne, Baraque, Matisse and others[4]. The â€Å"Salon,† as their home came to be called, had paintings literally covering every wall. They had dinner parties every Saturday night and the â€Å"Salon† became a sanctuary for artists and writers. It became so popular that Stein had to begin writing late at night after all the other guests had departed. Her literary and artistic judgments were revered, and her chance remarks could make or destroy reputations.[5] A... ...bdominal pains which would be diagnosed as colon cancer a few months later. She was rushed to the hospital on July 19, 1946 and made her will on the 23rd leaving the bulk of her estate to Alice. On the 27th before being wheeled into emergency surgery her last words were spoken to Alice. "What is the answer? ...without a reply, "In that case...what is the question[11]?" [1] Gertrude Stein-brief biography, http://www.english.upenn.edu/~afilreis/88/stein-bio.html 2 The World of Gertrude Stein, http://ellensplace.net/gstein5.html [3] Ibid [4] Ibid [5] Gertrude Stein-brief biography, http://www.english.upenn.edu/~afilreis/88/stein-bio.html [6] The World of Gertrude Stein, http://ellensplace.net/gstein5. [7] Ibid [8] Ibid [9] Ibid [10] Gertrude Stein-brief biography, http://www.english.upenn.edu/~afilreis/88/stein-bio.html [11] Ibid

Unit 204 Nvq Business and Admin

Unit 204 – Communicate in a business environment-Nvq level 2 in Business and Administration Why do you need to know the purpose of any communication you are sending and its Intended audience (1. 1, 1. 2) In what way does this affect the language you might use when producing written communication or information? (2. 3) The purpose of communication is for human us to be able to understand each other for different reasons. So if we develop our communicative skills we can use this skill as a tool to help me learn or explain something to someone or both.We also communicate to help one another, listen to each others' problems, and solve difficulties we face in life, find solutions to obstacles that may come into our lives. If we know the audience, we can more effectively communicate with and persuade that audience. My motivation is to get satisfaction from expressing my ideas and getting recognition from the audience. Colloquial, casual, and formal writing are three common styles th at carry their own particular sets of expectations. Style also depends on the purpose of the document and its audience. Colloquial language is an informal, conversational style of writing.Casual language involves everyday words and expressions in a familiar group context such as conversations with family or close friends. Formal language is communication that focuses on professional expression with attention to roles, protocol, and appearance. It is characterized by its vocabulary and syntax or the grammatical arrangement of words in a sentence. Describe different methods of communication and when you would use them? (1. 3,1. 4) Different methods of communication that I would use in a business environment are:  ® Written communication by exchange of letters, emails or faxes.I would use every day to communicate with customer, colleagues at work and with my supervisors  ® Verbal communication when I use the phone or I talk with someone face to face. I would use this when talking w ith customers by phone and when I talk with my work colleagues and managers face to face or by phone. Communication can be informal, like face to face communication that occurs in general in a daily situation, or formal and It follows proper order, and procedures, and can be recorded to store the outcomes. What are some of the key information sources you may need to refer to when preparing written communication and information? 2,1) The Key information sources I may need to refer to when preparing written communication and information and that can guard me against inaccuracies can be guidelines, policies, procedures, records, meeting notes, specifications, handbooks, directories, service plans, organisation charts and the organisation intranet and I could speak with colleagues or managers. If I am responding to a customer or to a manager I would read them through carefully to check I have addressed all the relevant points. When using email what are some of the key principles you sho uld follow? (2. ) The key principles I should follow when using email are:  ® Start the email with a proper greeting as Mr, Mrs. If is acceptable within the organisation we could ‘Hi’ or ‘Hello’.  ® We must explain the purpose of the message in a concise manner in the subject line.  ® Get to the point of the message as soon as possible.  ® Don’t write in capital letters.  ® Be careful of sending out email to a large number of people because some people don’t want their email address to be known by estrangers.  ® Don’t open an attachment or click in a link in an email from someone I don know as it could end up infecting the computer with a virus. It is not acceptable to use emoticons and abbreviations (like the ones used in mobile text messages). I could look very unprofessional.  ® Never use email to discuss confidential information and follow the Data Protection legislation.  ® Don’t use work email account to sen d personal emails. What should you do to ensure that your written communications are organised, structured and well presented to meet the needs of the intended audience? (2. 4) To ensure that my written communications are organised, structured and well presented to meet the need of the intended audience we should start by identifying who will read the message.We need to think about what they need to know and the vocabulary we need to use. We must think about the tone of the message as well. We should create an outline that will help to identify which steps to take in which order and use simple language. The structure of the document should be â€Å"reader friendly†. What are the main ways you can check the accuracy of any written communication you produce? (2. 5) Any written content or communication has to be free of spelling and grammatical errors. It also has to be in the right and professional format. We need to check the points written down: Whatever we write has to be ac curate, otherwise it will have disastrous effects and can even ruin the reputation of the organisation, and the organisation can itself get into trouble.  ® We need to do a spell check and grammar check. Spell-check is an option available to easily correct typo errors. Sometimes it will not be 100% accurate, because if you had typed a word instead of another, then spell check will not be able to trace it. So it is always best to even read through the document twice before finalising.  ® We could use a template.Every organisation has a different style for documents they produce. As an organisation, documents have to be produce in a standard and professional format.  ® We could have our document read by another reader. Sometimes when we read or own work error can be hard to detect What is meant by plain English and why is it used? (2. 7) Plain English sometimes referred to more broadly as plain language is a generic term for communication styles that emphasise clarity and the av oidance of technical language – particularly in relation to official government communication, including laws.The intention is to write in a manner that is easily understood by everyone and is appropriate to their reading skills and knowledge, clear and direct, free of cliche and unnecessary jargon. Plain English is simple, straightforward, easily understood English, in other words the opposite of the English used by lawyers which uses long words, out-of-date words, technical words and Latin words. Why is it important to ensure that spelling, grammar and punctuation are accurate? (2. 6) The main purpose in the correct use of grammar, punctuation and spelling is ensuring the receiver of the information reads it accurately.Addition to this when given a task to do, your employer expects you to do it perfectly. When a document has inaccuracies, readers tend to distrust everything, including the statistics, opinions, and facts. This would be relayed back to my employer who would t hemselves lose confidence in our ability. For progression in my company I need to ensure I carry out all tasks to a certain standard. Why is it necessary to proof read and check written work? (2. 8) Any work that is written has to be proofread and checked because the content that we write is important.The way a paper or any information looks affects the way others judge it. We all put in so much effort to develop a document and put in all the ideas and skills we have to create a document. So it has to be error free, else it will create a bad impression to the reader, which affects the name of the organisation. So it is always best to create the correct document and make a good impression. As they say, â€Å"The first impression is the best impression†. I should proofread virtually any written piece, from emails to minutes.Just proofreading will have a great effect on the quality of my material, and I am sure that way, I will earn more compliments from people. How do you disti nguish between work which is important and that which is urgent? (2. 9) Important communications those that can provide significant value to the organisation This could be reports to managers, partners, emails and letters to staff about developments or changes within the organisation. Urgent communications are those which have deadlines. Urgent task are not necessarily complicated but are usually linked to the organisation targets for response times.What are the procedures you need to follow for saving and filing written communications in your organisation? (2. 10) The procedures I need to follow for saving filling written communications in my organisation are when I file records, I organise files or records with similar information together. Important documents that need accessing by other departments or member of staff are saved in the shared drive. Any confidential information are kept in personal folders or encrypted with a password. Records may be kept as paper files, or electr onically in shared drives, databases, or document management systems.When speaking with people face to face and over the telephone, what can you do to ensure you are presenting information and ideas clearly and are contributing effectively to discussions? (3. 1, 3. 2) To ensure I am presenting information and ideas clearly when speaking with people face to face or over the phone I should think about what I am going to say before start talking so when I present information and ideas they will be much more concise. Knowing the subject matter by reading about it, doing some research or asking colleagues or managers will help as well.It is a good idea to write it down so we can organise our thoughts and then express them clearly. We can ask questions to get some feed back and make the other person participate in the conversation. How do you show people you are actively listening to them? (3. 3) To show people that I am actively listening face to face or over the phone I need to use appr opriate phrases like I see, I understand, mmmm and ask questions to check my understanding. In face to face communication I can see as well facial expressions of the person I am talking to and they can see mine.Not being sincere or not showing interest in the other person when talking to them can be notice from our facial expressions and our gestures We should make eye contact with the person we are talking to and show that we are actively listening by nodding our head or saying ‘yes’ or ‘I see’. When talking to people face to face or over the telephone, what are the key reasons you would summarise your conversations with them? (3. 4) When talking to people face to face or over the phone they reasons I should summarise my conversation with them is to reflect back what I have heard and because is not helpful to make assumptions.It always better to check if we are not sure of something and ask the other person to give us further information. Summarising can i mprove the quality and accuracy of our conversation. What are the main ways you can get feedback on whether communications with others have been effective and how can that feedback be used to develop your communication skills? (4. 1,4. 2) The main ways I can get feedback on whether communications with others have been effective are asking questions and making sure they understood fully. We should ask colleagues and mangers to give us feed back on how we are communicating with others.During face to face conversations you can watch the facial expressions, gestures, and posture of the person you're communicating with and from this determine their level of interest and agreement with your message. I should observe more experience colleagues and ask them what I do well and areas where I can improve. I could collect examples of well constructed email and letters and use them as a reference. I will have to set the example for the team and create an environment of trust that makes it okay t o share feedback. I should provide my team with a balance of positive feedback and feedback for improvement and receive them too.

Leadership In The Military

There is surely no more talent nor more hope for the future than right here in this room. I envy you and I wish I could trade places with you, but at the same time, looking at all of you I am supremely confident that here among you sit the future great captains of our military and that we can all be very confident about tomorrow. And I am convinced that if he were alive today, Gen. Marshall would be right here, for there is nothing that that great soldier loved more than to talk about service and to talk about leadership.As he himself once said on a similar occasion, looking across a room full of future leaders, â€Å"You're young,† he said, â€Å"and you're vigorous, and your service will be the foundation for peace and prosperity throughout the world. † Certainly as I look at you the same is true this morning. Truly you here in this room are our future. And it is most fitting for us to come together right here in these very halls where George Marshall once walked to h onor him and to reflect on his great contributions and to share some thoughts on leadership.If you were to think back over this century, you would realize very quickly that our Army has produced some truly remarkable military leaders. I am confident that if I were to ask all of you to take pen to paper and to write down the names of the great Army leaders of this century, you would be at it for a very long time, and when you were done, the lists that you produced would be very long. Just to name the most famous, there was, of course, Black Jack Pershing, Omar Bradley, George Patton, Dwight Eisenhower, Douglas MacArthur, Lightning Joe Collins and most recently two of my former bosses, Norman Schwarzkopf and Colin Powell.Each of these officers was remarkably gifted. But if you study them closely, you realize that each was very different, that the fame they acquired had very different roots. Omar Bradley — simple, unadorned, humble, but of them all he was the soldier's soldier à ¢â‚¬â€ loved by his subordinates and considered by Eisenhower to be the boldest and most dogged of his Army group commanders. Or there was Eisenhower himself, a leader of incalculable depth, intricacy and complexity.Some say his outward appearance and reputation were those of an officer who compromised easily, and who others thought was only thinly grounded in the knowledge of war fighting, but one with a keen sense for what it took to maintain cohesion within our W[orld] W[ar] II coalition. But if you were to look closer, you would discover that these were the traits Eisenhower wanted others to believe, for he was surrounded by huge egos, both among the talented commanders in his theater and among the nations that comprised our alliance.Quite contrary to these assertions, he held deep convictions, and he never ceded or compromised any point that he felt important. Our campaign to seize Europe from the Nazis was the very campaign he visualized at the start of the war back in 1942, a plan for which at first there was only lukewarm support among American leaders and nearly total opposition from our British allies.Yet when it was done, it was Eisenhower's approach we executed, and it was militarily brilliant. And any study of our great generals must include that incredible warrior, George Patton, a tenacious and hard-bitten fighter who felt the pulse and flow of the battlefield in his veins, who had an innate knack for inspiring soldiers to fight beyond all limits of their endurance, but also a soldier with a renowned appetite for fame and approval.And we could talk about so many others, for our Army has produced such a rich abundance of talented leaders. But there is one giant who stands above them all. That officer was, of course, George Catlett Marshall. More than any soldier of this century, I'm convinced Marshall epitomized the qualities that we want in our leaders. He had MacArthur's brilliance and courtliness. He had Patton's tenacity and drive. He had Br adley's personal magnetism, the  ability to inspire confidence and deep affection from any who came into his presence.But more than that, Marshall had the organizational skills that in a few short years converted an Army of only several hundred thousand, with only a handful of modern weapons and no modern battlefield experience, into an Army of over 8 million — the best equipped, the best fighting army in the world, an army that defeated the two most powerful empires of its time.More than that, he had a rare intuition, a nearly flawless inner sense for other men's strengths that allowed him to see the spark of leadership in others, and when he saw that spark, to place such men into key assignments and then to fully support their efforts. He did that time and again, hundreds of times, with remarkable accuracy. And as we learned after the war, he was as well perhaps the greatest statesman and visionary of his age.All of us should remember that the occupations of Germany and J apan were commanded by military officers, but we should also remember that the architect of these occupations was Marshall. But even beyond this, in 1948, with a few words uttered in a speech at Harvard, Marshall put in motion the plan that would rebuild Western Europe, that would recover its people from enormous poverty, that would reweave the entire tapestry of nations from the conflict-addicted patterns of the past to what we see today: a Western Europe poised on the edge of becoming a cohesive union of nations.What an accomplishment! It is staggering to think of what this one officer accomplished in his career of service to his nation. But most humbling is to realize that to his death Marshall remained an entirely selfless man, a man who returned to service even from a well-deserved and long-sought retirement because a president requested him to do so, a man who never, ever exploited his reputation for any personal gain. If we were to ask a sculptor to produce a bust of a great leader and  described to that sculptor all of the traits and qualities that that bust should reflect, I have absolutely no doubt that that bust would look exactly like Gen. George C. Marshall.And so for those of us like you and I, who make soldiering our way of life, it is always instructive to take the time to reflect on Gen. Marshall's career, for by so doing we are reminded of much that we should try to emulate. But you are here for a different reason. You are here because I think you worry about these next steps for you, which will lead to a gold bar of a second lieutenant.I doubt very much that you are searching for answers about how to mobilize for war, how to free an enslaved Europe or how to rebuild a destroyed nation, although some day your country may ask just that from you. If you are like I was when I waited to pin on my lieutenant's bars, your thoughts are more about the challenges of a platoon leader than those of a general. The other week while a guest on Larry King 's show, Larry asked me when I first thought of becoming a general and the chairman of the Joint Chiefs. The answer was very simple.I told him that when I was a private my ambition was to become a good one so someday I could become a good corporal. And when 36 years ago, in 1959, the year that Gen. Marshall died, I was commissioned a second lieutenant and shipped off to Fairbanks, Alaska, and became a platoon leader in the mortar battery of the 1st Battle Group of the 9th Infantry, my thoughts were certainly not on becoming a general or colonel or major or even a captain!My thoughts were on becoming a good platoon leader, about being up to the challenge of leading my soldiers, about not making a fool of myself in front of Sgt.1st Class Grice, the platoon sergeant of that first platoon of mine. And I was right to concentrate on the job at hand, for the job of a lieutenant is a tough one — in many ways, perhaps, the toughest one — but it is without a doubt also the most important, and if you take to it, also the most rewarding. I was very fortunate, because I had Sergeant Grice to guide me and to teach me. And teach and guide me he did, without ever making me feel inadequate and without ever permitting me to be ill-prepared, because he was the best!And if there is one thing I wish for each and every one of you, it is a Sergeant Grice to teach you about soldiers, about leaders, and the responsibilities and joys of soldiering together. Not everyone is as blessed as I was; not everyone finds his Sergeant Grice, and many don't not because he isn't there, but because unknowingly and foolishly they push him away. Don't do that. Look for your Sergeant Grice; NCOs have so very much to teach us. Well, what did I learn from Sergeant Grice?Certainly more than I have time to tell you here, and also because many helpful hints have probably by now faded from my memory. But what I learned then and what has been reinforced in the 36 years since is that good leader ship, whether in the world of a lieutenant or in the world of a general, is based essentially on three pillars. These three pillars he taught me are character, love and care for soldiers, and professional competence. Oh, Sergeant Grice didn't exactly use these terms, but what he believed and what he taught me fit very neatly into these three pillars.He used to say that if the platoon ever sensed that I wasn't up front with them, if they ever believed I did something so I would look good at their expense, I would very quickly lose them. How right he was. Often he would say, â€Å"Look down. Worry about what your soldiers think. Don't worry about looking up, about what the captain thinks of you. † He never said it, that's not the kind of relationship that he and I had, but I knew that if I ever said something to the platoon or to him that wasn't the absolute truth, he would never trust me again and I would be finished as a platoon leader.I would be finished as a leader. Someone once said that men of genius are admired, men of wealth are envied men of power are feared but only men of character are trusted. Without trust you cannot lead. I have never seen a good unit where the leaders weren't trusted. It's just that simple. And it isn't enough that you say the right things. What counts in a platoon is not so much what you say, but what they see you do. Gen. Powell, speaking here a few years ago, put it this way: â€Å"If you want them to work hard and endure hardship,† he observed, â€Å"you must work even harder and endure even greater hardship.†Ã¢â‚¬Å"They must see you sacrifice for them,† he said. They must see you do the hard things, they must see you giving credit to the platoon for something good you did, and they must see you take the blame for something they hadn't gotten just right. But Sergeant Grice also understood that hand in hand with character, with this inner strength that soldiers will want to see, they will also want to know and see that you really care for them, that you will sacrifice for them, that you simply enjoy being with them. Words won't get you through there, either.If you don't feel it in your heart, if you don't love your soldiers in your heart, they will know it. How often Sergeant Grice would prod me to spend the extra time to get to know the members of the platoon better, to know who needed extra training and coaching so he could fire expert on the rifle range the next time around; to talk to Pvt. Taylor, who just received a â€Å"Dear John† letter; to visit Cpl. Vencler and his wife, who had a sick child. Every day you will have soldiers who will need your care, your concern and your help.They expect and, I tell  you, they have the right to expect, 150 percent of your time and best effort. And how well I remember those evenings in the field when Sergeant Grice and I would stand in the cold, with a cup of coffee in our hands trying to warm our frozen fingers, watching the p latoon go through the chow line. Grice taught me that simple but long-standing tradition that officers go to the very end of the chow line, that the officer is the last one to eat, that the officer will take his or her first bite only after the last soldier has had a chance to eat.This tradition, as you so well know, is founded in the understanding that leaders place the welfare of their people above their own, that the officer is responsible for the welfare of the troops; that if mismanagement results in a shortage of food to feed the entire unit, that the officer will go without; that if the food gets cold while the unit is being served, that the officer will get the chilliest portion. It is a tradition that surprises many officers from other nations, but it goes to the core of the kind of leadership we provide our soldiers. But caring for our soldiers does not stop at the chow line.Nor, for that matter, does it stop with the soldiers themselves, for you know that our units are fa milies, and a soldier must have the trust that you will take care of his family, particularly when he's away from home. But caring for soldiers actually starts with making them the best possible soldiers they can be. Their satisfaction with themselves, their confidence in themselves and in the end, their lives will depend upon how well you do that part. And that perhaps is your greatest challenge as a lieutenant. It is hard work, and make no mistake about it, there are no shortcuts.But what a joy it is to watch or to talk to young men and women in uniform, who know that they are the best because a Sergeant Grice and his or her lieutenant cared to teach them and to work with them and to make them reach for the highest standards. Which brings me to the third pillar I spoke of, and that is your professional competence. As we look back on Marshall and on Patton and on MacArthur and all of the others, we realize that the skills and qualities and knowledge that made them great generals to ok decades of training, of experience and of evolution.For all of the differences between these leaders there is one thing that they had in common. Their careers were marked by a progression of difficult assignments and intense study. Always they were a snapshot of a masterpiece still in progress, still in motion. From the beginning of their careers to the end, each of them was continually applying new brushstrokes to their knowledge and to their skills. And Grice understood that very well, although he had different words for it.He knew that if our platoon was going to be good at occupying a position and firing our mortars, at hastily leaving our position should enemy artillery have found our location, at the countless things that would make us a finely honed war-fighting machine, then he had to show me, he had to teach me and to practice with me, so that when I walked that gun line the soldiers would know that I knew more than they; that if I asked them how to cut a mortar fuse, th ere was no doubt that I would know the answer, just as I would know if there was too much play in the sight mount on that mortar.And I had to feel confident that knew before they would feel confident with me. In every good leader I have met in my years of service there always was the evidence of these three qualities: character, love for soldiers and professional competence. And because they possessed these qualities, they managed to inspire their soldiers to have confidence in them. And you know, the truly great ones like George C. Marshall did not only inspire soldiers to have confidence in their leaders, but they also inspired their soldiers to have confidence in themselves.With that, let me close. As I told you in the beginning, I am deeply envious of each of you. Since the days when I first put on my uniform, I fell in love with soldiering and with soldiers, and it has been for me, by any measure, a great passion. If I could start all over today, I would not hesitate for a sing le second. I would go out and I would find old Sergeant Grice and we would be ready tomorrow morning! Good luck to you all. I envy you. Leadership in the Military There is surely no more talent nor more hope for the future than right here in this room. I envy you and I wish I could trade places with you, but at the same time, looking at all of you I am supremely confident that here among you sit the future great captains of our military and that we can all be very confident about tomorrow.And I am convinced that if he were alive today, Gen. Marshall would be right here, for there is nothing that that great soldier loved more than to talk about service and to talk about leadership.As he himself once said on a similar occasion, looking across a room full of future leaders, â€Å"You're young,† he said, â€Å"and you're vigorous, and your service will be the foundation for peace and prosperity throughout the world.† Certainly as I look at you the same is true this morning.Truly you here in this room are our future. And it is most fitting for us to come together right here in these very halls where George Marshall once walked to hono r him and to reflect on his great contributions and to share some thoughts on leadership.If you were to think back over this century, you would realize very quickly that our Army has produced some truly remarkable military leaders.I am confident that if I were to ask all of you to take pen to paper and to write down the names of the great Army leaders of this century, you would be at it for a very long time, and when you were done, the lists that you produced would be very long.Just to name the most famous, there was, of course, Black Jack Pershing, Omar Bradley, George Patton, Dwight Eisenhower, Douglas MacArthur, Lightning Joe Collins and most recently two of my former bosses, Norman Schwarzkopf and Colin Powell.Each of these officers was remarkably gifted. But if you study them closely, you realize that each was very different, that the fame they acquired had  very different roots. Omar Bradley — simple, unadorned, humble, but of them all he was the soldier's soldier â⠂¬â€ loved by his subordinates and considered by Eisenhower to be the boldest and most dogged of his Army group commanders.Or there was Eisenhower himself, a leader of incalculable depth, intricacy and complexity. Some say his outward appearance and reputation were those of an officer who compromised easily, and who others thought was only thinly grounded in the knowledge of war fighting, but one with a keen sense for what it took to maintain cohesion within our W[orld] W[ar] II coalition.But if you were to look closer, you would discover that these were the traits Eisenhower wanted others to believe, for he was surrounded by huge egos, both among the talented commanders in his theater and among the nations that comprised our alliance. Quite contrary to these assertions, he held deep convictions, and he never ceded or compromised any point that he felt important.Our campaign to seize Europe from the Nazis was the very campaign he visualized at the start of the war back in 1942, a p lan for which at first there was only lukewarm support among American leaders and nearly total opposition from our British allies. Yet when it was done, it was Eisenhower's approach we executed, and it was militarily brilliant.And any study of our great generals must include that incredible warrior, George Patton, a tenacious and hard-bitten fighter who felt the pulse and flow of the battlefield in his veins, who had an innate knack for inspiring soldiers to fight beyond all limits of their endurance, but also a soldier with a renowned appetite for fame and approval.And we could talk about so many others, for our Army has produced such a rich abundance of talented leaders. But there is one giant who stands above them all. That officer was, of course, George Catlett Marshall. More than any soldier of this century, I'm convinced Marshall epitomized the qualities that we want in our leaders. He had MacArthur's brilliance and courtliness. He had Patton's tenacity and drive. He had Bradl ey's personal magnetism, the  ability to inspire confidence and deep affection from any who came into his presence.But more than that, Marshall had the organizational skills that in a few short years converted an Army of only several hundred thousand, with only a handful of modern weapons and no modern battlefield experience, into an Army of over 8 million — the best equipped, the best fighting army in the world, an army that defeated the two most powerful empires of its time.More than that, he had a rare intuition, a nearly flawless inner sense for other men's strengths that allowed him to see the spark of leadership in others, and when he saw that spark, to place such men into key assignments and then to fully support their efforts. He did that time and again, hundreds of times, with remarkable accuracy.And as we learned after the war, he was as well perhaps the greatest statesman and visionary of his age. All of us should remember that the occupations of Germany and Japa n were commanded by military officers, but we should also remember that the architect of these occupations was Marshall.But even beyond this, in 1948, with a few words uttered in a speech at Harvard, Marshall put in motion the plan that would rebuild Western Europe, that would recover its people from enormous poverty, that would reweave the entire tapestry of nations from the conflict-addicted patterns of the past to what we see today: a Western Europe poised on the edge of becoming a cohesive union of nations. What an accomplishment!It is staggering to think of what this one officer accomplished in his career of service to his nation. But most humbling is to realize that to his death Marshall remained an entirely selfless man, a man who returned to service even from a well-deserved and long-sought retirement because a president requested him to do so, a man who never, ever exploited his reputation for any personal gain.If we were to ask a sculptor to produce a bust of a great leade r and described to that sculptor all of the traits and qualities that that bust should reflect, I have absolutely no doubt that that bust would look exactly like Gen. George C. Marshall.And so for those of us like you and I, who make soldiering our way of life, it is always instructive to take the time to reflect on Gen. Marshall's career, for by so doing we are reminded of much that we should try to emulate.But you are here for a different reason. You are here because I think you worry about these next steps for you, which will lead to a gold bar of a second lieutenant. I doubt very much that you are searching for answers about how to mobilize for war, how to free an enslaved Europe or how to rebuild a destroyed nation, although some day your country may ask just that from you.If you are like I was when I waited to pin on my lieutenant's bars, your thoughts are more about the challenges of a platoon leader than those of a general.The other week while a guest on Larry King's show, L arry asked me when I first thought of becoming a general and the chairman of the Joint Chiefs. The answer was very simple. I told him that when I was a private my ambition was to become a good one so someday I could become a good corporal. And when 36 years ago, in 1959, the year that Gen. Marshall died, I was commissioned a second lieutenant and shipped off to Fairbanks, Alaska, and became a platoon leader in the mortar battery of the 1st Battle Group of the 9th Infantry, my thoughts were certainly not on becoming a general or colonel or major or even a captain!My thoughts were on becoming a good platoon leader, about being up to the challenge of leading my soldiers, about not making a fool of myself in front of Sgt. 1st Class Grice, the platoon sergeant of that first platoon of mine.And I was right to concentrate on the job at hand, for the job of a lieutenant is a tough one — in many ways, perhaps, the toughest one — but it is without a doubt also the most important , and if you take to it, also the most rewarding.I was very fortunate, because I had Sergeant Grice to guide me and to teach me. And teach and guide me he did, without ever making me feel inadequate and without ever permitting me to be ill-prepared, because he was the best!And if there is one thing I wish for each and every one of you, it is a Sergeant Grice to teach you about soldiers, about leaders, and the responsibilities and joys of soldiering together. Not everyone is as blessed as I was; not everyone finds his Sergeant Grice, and many don't not because he isn't there, but because unknowingly and foolishly they push him away. Don't do that. Look for your Sergeant Grice; NCOs have so very much to teach us.Well, what did I learn from Sergeant Grice? Certainly more than I have time to tell you here, and also because many helpful hints have probably by now faded from my memory.But what I learned then and what has been reinforced in the 36 years since is that good leadership, wheth er in the world of a lieutenant or in the world of a general, is based essentially on three pillars.These three pillars he taught me are character, love and care for soldiers, and professional competence.Oh, Sergeant Grice didn't exactly use these terms, but what he believed and what he taught me fit very neatly into these three pillars.He used to say that if the platoon ever sensed that I wasn't up front with them, if they ever believed I did something so I would look good at their expense, I would very quickly lose them. How right he was.Often he would say, â€Å"Look down. Worry about what your soldiers think. Don't worry about looking up, about what the captain thinks of you.†He never said it, that's not the kind of relationship that he and I had, but I knew that if I ever said something to the platoon or to him that wasn't the absolute truth, he would never trust me again and I would be finished as a platoon leader. I would be finished as a leader.Someone once said that men of genius are admired, men of wealth are envied men of power are feared but only men of character are trusted. Without trust you cannot lead. I have never seen a good unit where the leaders weren't trusted. It's just that simple.And it isn't enough that you say the right things. What counts in a platoon is not so much what you say, but what they see you do.Gen. Powell, speaking here a few years ago, put it this way: â€Å"If you want them to work hard and endure hardship,† he observed, â€Å"you must work even harder and endure even greater hardship.† â€Å"They must see you sacrifice for them,† he said. They must see you do the hard things, they must see you giving credit to the platoon for something good you did, and they must see you take the blame for something they hadn't gotten just right.But Sergeant Grice also understood that hand in hand with character, with this inner strength that soldiers will want to see, they will also want to know and see that you really care for them, that you will sacrifice for them, that you simply enjoy being with them. Words won't get you through there, either. If you don't feel it in your heart, if you don't love your soldiers in your heart, they will know it.How often Sergeant Grice would prod me to spend the extra time to get to know the members of the platoon better, to know who needed extra training and coaching so he could fire expert on the rifle range the next time around; to talk to Pvt. Taylor, who just received a â€Å"Dear John† letter; to visit Cpl. Vencler and his wife, who had a sick child. Every day you will have soldiers who will need your care, your concern and your help. They expect and, I tell you, they have the right to expect, 150 percent of your time and best effort.And how well I remember those evenings in the field when Sergeant Grice and I would stand in the cold, with a cup of coffee in our hands trying to warm our frozen fingers, watching the platoon go through the chow line. Grice taught me that simple but long-standing tradition that officers go to the very end of the chow line, that the officer is the last one to eat, that the officer will take his or her first bite only after the last soldier has had a chance to eat.This tradition, as you so well know, is founded in the understanding that leaders place the welfare of their people above their own, that the officer is responsible for the welfare of the troops; that if mismanagement results in a shortage of food to feed the entire unit, that the officer will go without; that if the food gets cold while the unit is being served, that the officer will get the chilliest portion. It is a tradition that surprises many officers from other nations, but it goes to the core of the kind of leadership we provide our soldiers.But caring for our soldiers does not stop at the chow line. Nor, for that matter, does it stop with the soldiers themselves, for you know that our units are families, and a soldier must have the trust that you will take care of his family, particularly when he's away from home.But caring for soldiers actually starts with making them the best possible soldiers they can be. Their satisfaction with themselves, their confidence in themselves and in the end, their lives will depend upon how well you do that part. And that perhaps is your greatest challenge as a lieutenant. It is hard work, and make no mistake about it, there are no shortcuts.But what a joy it is to watch or to talk to young men and women in uniform, who know that they are the best because a Sergeant Grice and his or her lieutenant cared to teach them and to work with them and to make them reach for the highest standards.Which brings me to the third pillar I spoke of, and that is your professional competence. As we look back on Marshall and on Patton and on MacArthur and all of the others, we realize that the skills and qualities and knowledge that made them great generals took decades of training, of experience and of evolution. For all of the differences between these leaders there is one thing that they had in common. Their careers were marked by a progression of difficult assignments and intense study. Always they were a snapshot of a masterpiece still in progress, still in motion.From the beginning of their careers to the end, each of them was continually applying new brushstrokes to their knowledge and to their skills.And Grice understood that very well, although he had different words for it. He knew that if our platoon was going to be good at occupying a position and firing our mortars, at hastily leaving our position should enemy artillery have found our location, at the countless things that would make us a finely honed war-fighting machine, then he had to show me, he had to teach me and to practice with me, so that when I walked that gun line the soldiers would know that I knew more than they; that if I asked them how to cut a mortar fuse, there was no doubt that I would know the answer, just as I would know if there was too much play in the sight mount on that mortar. And I had to feel confident that knew before they would feel confident with me.In every good leader I have met in my years of service there always was the evidence of these three qualities: character, love for soldiers and professional competence. And because they possessed these qualities, they managed to inspire their soldiers to have confidence in them.And you know, the truly great ones like George C. Marshall did not only inspire soldiers to have confidence in their leaders, but they also inspired their soldiers to have confidence in themselves.With that, let me close. As I told you in the beginning, I am deeply envious of each of you. Since the days when I first put on my uniform, I fell in love with soldiering and with soldiers, and it has been for me, by any measure, a great passion.If I could start all over today, I would not hesitate for a single second. I would go out and I would find old Sergeant Grice and we would be ready tomorrow morning!Good luck to you all. I envy you.

Fingerprint Biometrics essays

Fingerprint Biometrics essays For access control, biometrics is seen by many as an attractive alternative to the old password-based system. Using a password is insecure, as they can easily be forgotten or stolen. They have nothing to do with identity. Biometrics, on the other hand, uses the physical or behavioral uniqueness of an individual for identification and can therefore not be stolen. There are many forms of biometric system available - each using a different characteristic of the individual for recognition. These characteristics would include retina scanning, face geometry or even voice prints. This essay will explore the use of fingerprints as a biometric security measure. Fingerprints are the most widely used biometric (biometrics.co.za/tech_Economist.htm). They have the advantage of being cheaper and simpler than most other biometrics. Modern fingerprint readers are very small and its also simple to implement since a fingerprint-reader can sit on a mouse or keyboard, or simply connect like one. A fingerprint is made up of ridges that take the shape of loops, arches, and whorls. Instead of scanning each ridge, fingerprint-based biometrics look for minutiae (small lines on the surface of the skin). An algorithm extracts minutiae points from an image and then creates a template. Fingerprints are also extremely reliable in the sense that each individual has a unique print. Probability theory suggests that the chance of two fingers having exactly the same arrangement is more than a billion to one. (www.mckinnonsc.vic.edu.au/la/it/ipmnotes/biometrics/biobasics.htm) There are 2 basic types of fingerprint scanning: silicon and optical, but there is a third emerging technology worth mentioning. Ultra-Scan has developed a way of using ultrasound to detect the ridges and furrows on the finger. Chile is using this technology in its healthcare system to identify patients. (mckinnonsc.vic.edu.au/la/it/ipmnotes/biometrics/biobasics.htm...