Computer Development from 1970-1990 Free Essays

string(308) " records of goods on hand, the quantities of the items to be ordered by the company, and the records of the items that the company had currently run out of in stock; and marketing and sales, which determined from sales statistics the best combination of products to sell or a maximum profit for the company\." Alienation. Computerization. Employment. We will write a custom essay sample on Computer Development from 1970-1990 or any similar topic only for you Order Now Mass-production. These are some of the words associated with the introduction of computers into the work environment, mainly beginning on a large scale basis in 1970 and continuing on to the present day and beyond. Between the 1970†³s and 1990†³s, the work environment was impacted significantly. This initial development of computers for use in industry and business played an important role in the development of businesses. New jobs have been created to deal with computers. Mundane, repetitive jobs have been taken over by computers. The computer has even been introduced to the management level of businesses to assist in decision making. All around the office, computers have become commonplace (Spencer 107). But what were these industries like before computers came to their assistance? Obviously, commerce functioned prior to the introduction of computers. However, employees were required to perform many tasks that automation eventually made easier. These tasks have predominantly consisted of clerical operations, such as check processing, payroll, inventory control, bookkeeping, etc. However, automation lso included other tasks at the industrial and management level such as business planning, marketing reports and sales reports. Most of these tasks were performed using pencil and paper, or in some cases, the typewriter, and every record or other document was stored by means of some filing method such as filing cabinets or book shelves. Other tasks, such as those involving the manipulation of machinery were done by hand. If a machine had to be assembled, it was assembled using â€Å"mostly-human† assembly lines. Machines were not around to assist in handling substances; substance manipulation and ata reception from chemicals was also dealt with by hand (Stern and Stern 238). In essence, many tasks that were dealt with by hand were either repetitive, dangerous, or both. As one might speculate, problems then arose from the methods of handling these tasks. Every task was subject to some type of human error, whether it was a mistake in adding, a misspelling of a name or organization, the improper filing of a certain document, etc. At times, employees were simply not able to process the volume of data coming into their workplaces. This caused companies to get behind in their operations nd records, which in turn yielded a loss in revenue. Many companies fell behind in this way because of the manual system†s inability to accommodate for the growth of the industry. In turn, this affected the management departments of businesses, which relied upon up-to-date information from their employees in order for them to make decisions on time (239). Also, workers accidentally injured themselves in some of the dangerous work environments involving machinery and volatile chemicals, because many of the employees were required to work very near to machinery or toxic chemicals, and were ot given much protection from the hazards created by the noxious vapors rising from chemicals or malfunctions in machinery. An answer to these problems needed to be Perhaps that answer lied in computers. They provided the solutions businesses and industries needed to handle repetitive and dangerous jobs. Computers were able to assist clerks in their operations. Injuries could be reduced that were caused by accidents with chemicals or machinery (237). These solutions impacted the employment aspect of industry by making jobs become safer and less repetitive. Employees began to be hired to erform different tasks as a result of the change in the tasks to be performed (de Ferranti 70). Employees began to become involved with computers in business in order to satisfy several objectives. Systems were installed for employees to assist in the reduction of record-keeping by automating most of the functions performed by the clerks. Files were automatically inserted in their proper order, and could be recovered from the computer†s memory and reviewed almost instantaneously. Also, inputting the information into the computer and allowing it to perform certain operations such as adding and sorting esulted in the reduction of errors in record-keeping operations. Computers also assisted the management of a company by providing managers or executives with up-to-date information used for decision making (Stern and Stern 237). Computers provided employees with a way to more quickly and accurately process larger volumes of business data, thus being beneficial to the company as a whole by allowing them to operate more The types of business data that many of these employees had to process include all the information received by a company. When these data are processed, their information s outputted, and is needed by the managers of the business. The managers, using these data, then establish, evaluate, and adjust the goals of the business, develop plans and standards and initiate the actions needed to accomplish them, and measure the actual performance of the company and take appropriate action when it is needed to improve the company†s performance. All of these tasks are essential to the function of any business, and the business data from them was processed using a number of steps (Dorf 135-136). First, the data must be separated into their appropriate classification. Second, the data must be sorted into a pre-arranged sequence designated by the manager or some other employee involved in the sorting process. Third, any mathematical operations that must be performed on the data are carried out. Finally, the data is summarized for use in reports. After the data has been summarized, it is stored for future use or retrieved. Sometimes the data need to be duplicated for documents or communicated to an employee (136). These employees needed to process many different types of these data. Some of these types included account reception, which involved the processing of records nvolving the reception money owed to the company by others; account payment, which handled the processing of the money that the company owed to others; payroll, which dealt with the records of employees to be paid, the pay rates of the employees, the hours that the employees worked, etc. inventory control, which encompassed the holding of records of goods on hand, the quantities of the items to be ordered by the company, and the records of the items that the company had currently run out of in stock; and marketing and sales, which determined from sales statistics the best combination of products to sell or a maximum profit for the company. You read "Computer Development from 1970-1990" in category "Essay examples" It was important that each of these types was properly processed, and the computer allowed employees to more easily process this wide variety of data that was generated (Stern and Stern 238). Because employees were more easily able to manipulate the business data they received, the automation of these processes in the office allowed for greater efficiency. Clerks were no longer obligated to file documents using filing cabinets or shelves. Instead, they recorded and stored the information inside of the memory of a computer. Also, clerks could use word processing systems to minimize the need to retype erroneous pages, create standardized letter heads, and maintain letters in files containing text, providing a tremendous advantage over the use of the typewriter, which did not allow for any of these options. Sometimes letter heads did not even need to be printed; primitive office e-mail developed in the 1970†³s allowed for the quicker transmission of information to branch offices without the cost of postage or postal services and was also faster. Sending information to companies through the postal system took days while the ransmission of data with e-mail took mere seconds or minutes. By giving branch offices information more quickly, businesses enabled themselves to increase their production, because they did not need to wait to receive information or reports from other offices or departments that was being sent through the mail (251-253). This increase in production that resulted from the computer allowed for a big step in the direction of maximum efficiency for a businesses. The great efficiency potential of computers shone the brightest when their rapid speed was used to perform repetitious tasks handling these large amounts of data (Dorf 137). Handling large amounts of data allowed companies to better interact with one another, because they allowed companies to get more recent information on the production and financial well-being of their competitors. The estimated increase in the amount of business transactions between companies and people per year during the 1970†³s was 8 to 15 percent. The mass of data transmitted through lines was growing by a rate of 25 percent. Because the mass of data received by companies was growing, it was necessary to use computers to capitalize on Partly contributing to the increase in data was the improvements made in the ediums in which data was transmitted. As well as needing accurate and up-to-date information, business managements needed information that was also easier to read and comprehend. In order for information to be reviewed more efficiently and more comprehensively, graphics systems were developed to improve the readability of the information. The development of graphics in business data began in the early 1970†³s with text-drawn images of bar graphs and simple charts. The computer was utilized to create these graphs because it could prepare them quickly by immediately calling upon the data within its memory. Later, graphical input/output devices were developed to display and manipulate this data directly to some type of screen. The graphical information display monitor was (and still remains) the most effective method of presenting information to users. Clear and understandable information, as well as fast, accurate, and up-to-date information, is essential for the success of the management in The introduction of computers into the management environment naturally changed it as well. The managers of businesses altered their techniques in order to accommodate for the changes in industry and business brought on by the computer and apitalize on the benefits. These techniques changed in several ways. For instance, executives were put into closer contact with the activities that they controlled. This was because the computer enabled them to access facts from databases, immediately giving them information on the status of the department they oversaw. In some situations, the computer even allowed executives to give instructions more quickly directly to their subordinates. Also, management was affected in each of its 3 sublevels: low, middle, and top. Low management was provided with all the facts essential to the activities of the usiness such as awareness of employee activities, the availability of materials, work flow, and details about their field. Middle management was involved with the progress of the work under its control. Top management concerned itself with summarized reports and analyses that were free of the details used by middle management. By being able to process data more quickly and accurately, the computer could be used to send the appropriate information to its corresponding level more quickly, sifting through the facts and details in the business data, and discarding useless information for each level of By being able to manage data on each level more efficiently, the life of the manager was made easier by computers. Computers assisted the manager in several other processes besides error reduction and data handling. The speed at which computers work helped managers deal with time management in business. In reducing the cost for an item so that more items will be bought by the consumer, the production time should also be reduced and the efficiency of computers allowed for businesses to become cost-efficient. Besides being cost efficient where production is concerned, computers also reduce the eed for a clerical workforce. Clerical tasks, which tended to be more mundane, could be performed by computers. Clerical employee costs for the business could then be reduced, but this resulted in layoffs and alienation amongst employees. This rapid, low-cost, low-error business that computers assisted managers in running became the fuel for employees† fears about computers (Dorf 136). These fears were one of the problems produced by computers. However, in addition to some of the problems it created, it also revealed new solutions. One problem actually results from the faster rate at which computers process data. Because they process data faster, any mistakes made due to incorrect programming will be much larger since more information will have been processed incorrectly. Any manager must plan alternatives to their computerized methods just to accommodate for unexpected errors produced by unique data streaming through the computer. At many times, â€Å"bugs† in programs may not be realized until a certain unique type of data is entered and processed, and because of the large mass of data processed by the computer in businesses on a daily basis, it is only a matter of time until these hidden bugs are revealed. Even though their are some negative repercussions to using computers, businesses are made more flexible by computers because they are multi-functional and can be used to perform more than one task. Computers also allow for the establishment of control over manufacturing by allowing the management to more directly observe the function of the business by reviewing the data the computer returns about the status of the business (155-156). These examples illustrate how the computer†s impact cannot only be positive, but negative also. In order to capitalize on the positive aspects, an important factor in effective anagement with computers is detailed planning. Proper planning can allow for the smarter choosing of workers, the right amount of materials, etc. Computers can help planners optimize schedules by choosing the best employees for a type of job from an index. Computerized information storage and retrieval systems are capable of storing vast amounts of data in a centralized data bank that can be accessed from miles away. This allows access to the data from anywhere, letting business managements stationed in different branches of a company in different locations have access to the same data bank s the rest of the company. Because information does not have to physically be transferred from one place to another, planning can take place faster and with greater In addition to being most effective with proper planning, computers are used most effectively within a business of any moderate size or larger, and are most successful in business data processing operations possessing one of the following characteristics: when the business receives a large volume of data generated from transactions on a regular basis, when an operation is repeated many times in order to make investments in ebugging, development, and improvement worth the financial expenditure to have software updated, when the business has a need for information quickly; and when the business has a need for reliable and accurate results. However, the success of computers in a business is more dependent on the effectiveness of the management rather than on the actual hardware capabilities. Computers can be a useful tool for managements to control and guide businesses, but they must be used properly and to their fullest capabilities to ensure the success of the business to make them worth the investment. This investment can only be capitalized on when computers are used to their full ability. The gap between computers† capabilities and the actual use of those capabilities has been increasing since computers became more prominent in businesses in the 1970†³s and the 1980†³s. Computers often were used for very simplistic tasks such as simple arithmetic, despite the fact that they possessed the capabilities to perform more complex tasks such as controlling manufacturing operations, optimizing the transportation of products, and improving the quality of managerial decisions (144). In many cases, omputers have not reduced the cost of operations in a company, but have rather simply provided better data processing and better service. Basically, a simple principle can be seen in the use of the computer for business tasks: if the functions of the computer are used poorly, the company may actually incur financial losses. However, if the functions of the computer are used to their full potential efficiently and effectively, the financial return will definitely be positive. (145). Several general businesses have experienced positive financial return as a result of the utilization of computers. One of these businesses is banking. Between 1940 and 1970, the volume of check transactions in banks has increased 1100 percent, which is an unbelievably large mass of data to be processed. Normally, this would be the archetypal work of a bank clerk; however, because of the introduction of the computer, this immense volume can be handled with relative ease by allowing banks to process checks faster and more cost-efficiently because the computer is able to record, compute, and edit the balances of myriad†s of accounts in seconds by calling upon them in its memory (Spencer 107). When one went to the bank to process a check, his or her checks were utomatically processed then credited to or drawn against the individual†s bank accounts in hours instead of days or weeks. This made it possible for large banks to process millions of items per day. Now, the use of computers for the day-to-day processing of customer accounts and checks has become routine (107). Another use for the processing power of computers was in the stock market, where an immense volume of trading occurs daily. This large mass of trading creates an equally large mass of paperwork. In the 1970†³s, sometimes the trading needed to be halted to allow brokers to catch up with their aperwork. Every broker had to figure every transaction the day before they had to open again for business. Naturally, because they had to act quickly, brokers would also make errors. The introduction of the computer into their domain allowed brokers to process millions of accounts daily and remain in business. Also, bookkeeping errors are always avoided with the computer (provided that the data was inputted correctly by the user), and information was even posted faster (109). Without the assistance of computers, stock transactions would not be able to occur at the rates they do today. Payrolls in business ere also significantly affected by computers. Computers could generate pay reports to handle the employees of a large corporation. Because payroll involves many functions repetitively, such as earning rates, tax withholdings, net pay, year to date quantities, pay deductions, union dues, etc. it becomes a task very suitable to a computer†s purpose; it eliminates the time-consuming and tedious review of employee files and records (115). Factories and manufacturing industries did not escape the positive and negative influences of the computer either. It was predicted that computers would bring about a quiet revolution† in industry. In 1970, it was estimated that 5 percent of the GNP was produced by some means of computing. Despite this figure, many companies did not totally opt for computer systems. Instead, they employed the assistance of agencies called bureaus, â€Å"largely providing for managements who have opted out of computing (de Ferranti 65-66). † Bureaus were companies that specialized in the management of business using the computer. Instead of actually purchasing a computer, the management of a company could employ the services of the bureaus, which would assist them in the anagement of their companies the use of the computers the bureau used. In this way, the companies would be â€Å"indirectly† using computers through the bureaus to manage themselves. It was thought that the bureaus would grow more quickly than the industries they supported as a result of the large profit they received for their services. This was proven true in England, where the amount of computers purchased by 1980 was only 6 times what it had been in 1965, while the bureaus grew by a rate of 30 times. However because bureaus were very sparse in the United States, the number of computers in ndustry expanded partly as a result of them not having to invest in the services of the bureaus. Industries tended to invest in their own computer systems in order provide their management with direct control over the industry†s employees and production (66). These industries bought several types of computers in the 1980†³s, useful for various tasks. One type of machine was the Turnkey System, which was a hardware and software package that was designed to perform one specific task. As the name implies, the user â€Å"turns a key† and the machine operates automatically. The advantage to this ystem is that it may be used without any computer expertise. The disadvantage, a rather obvious problem, is that the machine can be used to perform only one task, the task that it was written to do. The other type of computer was the special-purpose computer, which could be programmed to perform a variety of tasks. The advantage to using this system is that it is versatile and can perform different tasks. However, the drawback is that computer expertise is required to operate and change the tasks of the system (Stern and Stern 262). Another type of computer system was Computer Aided Design (CAD). CAD onsisted of a system that was equipped with CAD software that could be used for the design, development, and testing of any type of equipment. It could also handle fine details in drawing, and makes use of the computer†s ability to measure to very small units. CAD allowed engineers of systems to do stress analyses, weight analyses, and structural analyses to be simulated on a model construction that appeared on the computer monitor. In essence, engineers could test something†s design before it was built to determine design flaws and save on cost (263). With a small variety of computerized systems to use, manufacturing also mployed the computer in its operations. In the 1980†³s, 20 percent of all computers were being used for manufacturing purposes. Twenty-billion dollars were spent on computers for manufacturing. The ultimate goal of automating the factory was to, as always, maximize efficiency and minimize the need for operator intervention (254). In fact, computers controlled several activities manufacturing. One such activity was called process control, which used computers to process the continuous flow of materials in a system such as in the production of chemicals in a chemical plant or oil in a refinery. The omputers were involved in measuring and regulating the flow of the fluid into the tank, the pressure in the tank, the temperature in the tank, etc. As the system monitored the tank, it would inform the user of problems and sometimes would attempt to fix the problems on its own (254). The reason computers were used in process control was because computers had the ability to operate and take data samples efficiently and for an infinite time period (until the machine eventually broke down years later). Also, while it was gathering data, the computer could monitor the levels of material and its attributes all the time to maximize safety. Sometimes process control systems were controlled with feedback mechanisms, which allowed them to evaluate and correct their own efficiency by adjusting their operation to meet certain criteria of efficiency (255). Another type of activity performed by computers in manufacturing was production control, where computers monitored, controlled, and scheduled assembly lines. In this situation, the computer was used to monitor the time spent on certain activities at given stations, specify the status of the products and tools needed for them, indicate any faulty equipment, and alert supervisors of timing problems that tend to form ueues at each station. Because computers are inanimate machines, they could be relied upon to supervise an assembly line indefinitely, which was one of the main advantages for using computers along the assembly lines. As well as having â€Å"infinite patience,† computers also could perform a repeated task identically, because the exact movements it was to follow were programmed into it, and unless another operator altered these instructions, it would not deviate from them. A good example of this uniformity resulting from computer use is in the use of it to monitor and control robots in car manufacturing Computers in manufacturing yielded many benefits to companies, both tangible, and intangible. The tangible benefits included faster processing, greater accuracy, flexibility in design modifications, independent machinery which could be run unchecked for some time, cost reduction, larger output, and an increased uniformity in the products produced because each was produced using the same abstract programmed into the computer which performed the task the same way every time (260-261). The intangible benefits included better quality control, more effective scheduling of shipments, simpler lanning requirements because the machines functioned the same way every time they were run, need for a reduced inventory, and increased job satisfaction, because the workers were free to work in less mundane positions. Workers with tedious or monotonous jobs often had little incentive to work and this therefore impacted production. However, when the computer was introduced, the workers could be put to use in more interesting tasks that did not always require repetitive work. However, some factory managements were striving for the ideal goal of manufacturing: to create the automated factory† where computers would handle every step in the manufacturing process (261-262) and would be maintenanced only occasionally by manufacturing supervisors. This goal would certainly increase revenue for the company, however, it would also increase unemployment and poverty throughout the country, so it would be a very unrealistic possibility that factories will ever become fully automated. The use of computers in business and industry increased dramatically over the period between 1970 and 1980, where it was estimated that every businessman was involved with computers and their techniques in one way or another. Such businessmen were called â€Å"New Businessmen† because they were involved with the new field of computers, and every new businessman needed at least a basic knowledge of the computer for employment. In the mid 1970†³s, the total number of terminals installed in businesses and industry was estimated to be greater than 7000. The amount of terminals explicitly used for business exceeded 250,000 by 1980 (de Ferranti 70). The government use of computers surpassed businesses† use of computers however, and was operating 20,000 machines in 1970, which means they were using 3 times the machines that the people were using at that time (70-71). In 1974, the Wall Street Journal conducted a survey on the computer use in businesses, surveying their subscribers. Two-thirds of the surveyed group said that their companies owned at least 1 computer. Ninety percent of the large companies surveyed owned a computer, and 73 percent of companies employing less than 100 people owned a computer. The leading applications used by the companies were; accounting, with 76 percent; sales analysis, with 46 percent; and inventory control, with 43 percent. Clearly the nation†s economy, as a result of the investment for computers and the use of them in industry, had been affected (Dorf 137). Even in 1970, businesses were connected to online systems that allowed them to transfer data to other companies. The ways of accessing online services were increasing at that time, and allowed information to be inputted into one computer and sent to others in the area quickly (de Ferranti 67-68). Cable connections were used to connect systems to local branch companies to allow for quick information transmission. By 1980, the connection speed of a computer was one-third of the time it used to take in the 1970s. This increase in connection speed led to the use of businesses spending more hours online ransmitting data. This was a big increase from the time users in plants used to spend on the phone with other companies — 6 minutes. This also increased a company†s expenditure on phone line connections. In house machines also enabled the â€Å"New Businessmen† to transmit work to terminals in their homes and back to manipulate the information they need without having to physically transport it (70). However, none of these achievements in computers was without some cost by the United States and its population. In 1970, $25. 5 billion were spent to utilize computers for all purposes. In 1975, $51. billion were spent for the same purpose, which was a triple of what the expenditures were 10 years before. About $8. 3 billion of the $25. 5 billion spent in 1970 was spent on equipment. Managements often began purchasing computer power as if it were a utility like natural gas or electricity. However, the revenues generated by the installations of these systems most likely offset the actual cost for the systems (Dorf 137). In essence, the machines paid for themselves by allowing the company to increase its efficiency and increase its overall revenue. And what about the common working man? Computers were generally a benefit o the working man or trained employee because they provided better jobs . However, one-fourth of the computer jobs were left to computer specialists in the 1970†³s. Another effect of computers on workers in the 1980†³s was alienation. Alienation was a term used to describe those people who were directly affected by automation in jobs or in everyday life. Computers created a feeling of displacement and dissatisfaction in them, and felt that computers would take the place of human labor and activities. A survey in the 1980†³s revealed that almost 50 out of the 1513 people surveyed felt alienated. When omputers began to replace the jobs of some men, they lost pride in themselves. They felt that they were being told that their jobs were too menial and worthless after being told that computer would be performing them. Many workers were affected emotionally because they felt that they had become inferior to computers (Stern and Stern 266). Employers had to be take steps to quell the discomfort felt by some workers over the introduction of the computer into their lives. And steps were taken to prevent alienation in the workplace. A famous experiment conducted by Elton Mayo and Fritz J. Roethlisberger at the Western Electric Co. in Hawthorne, NJ, from 1927-1932 called the Hawthorne Experiment accidentally revealed a method of preventing alienation. Mayo and Roethlisberger were studying what balance of physical conditions, labor, and coffee breaks would maximize productivity. However, regardless of the ways they changed the physical conditions, the productivity rose. Upon investigating by interviewing the workers, they were told by the workers that they were flattered that anyone would take notice of them and wish to do an experiment that would benefit them, so they felt as if they should work their best (267). Thus, they disco How to cite Computer Development from 1970-1990, Essay examples

Computer Development from 1970-1990 Free Essays

string(308) " records of goods on hand, the quantities of the items to be ordered by the company, and the records of the items that the company had currently run out of in stock; and marketing and sales, which determined from sales statistics the best combination of products to sell or a maximum profit for the company\." Alienation. Computerization. Employment. We will write a custom essay sample on Computer Development from 1970-1990 or any similar topic only for you Order Now Mass-production. These are some of the words associated with the introduction of computers into the work environment, mainly beginning on a large scale basis in 1970 and continuing on to the present day and beyond. Between the 1970†³s and 1990†³s, the work environment was impacted significantly. This initial development of computers for use in industry and business played an important role in the development of businesses. New jobs have been created to deal with computers. Mundane, repetitive jobs have been taken over by computers. The computer has even been introduced to the management level of businesses to assist in decision making. All around the office, computers have become commonplace (Spencer 107). But what were these industries like before computers came to their assistance? Obviously, commerce functioned prior to the introduction of computers. However, employees were required to perform many tasks that automation eventually made easier. These tasks have predominantly consisted of clerical operations, such as check processing, payroll, inventory control, bookkeeping, etc. However, automation lso included other tasks at the industrial and management level such as business planning, marketing reports and sales reports. Most of these tasks were performed using pencil and paper, or in some cases, the typewriter, and every record or other document was stored by means of some filing method such as filing cabinets or book shelves. Other tasks, such as those involving the manipulation of machinery were done by hand. If a machine had to be assembled, it was assembled using â€Å"mostly-human† assembly lines. Machines were not around to assist in handling substances; substance manipulation and ata reception from chemicals was also dealt with by hand (Stern and Stern 238). In essence, many tasks that were dealt with by hand were either repetitive, dangerous, or both. As one might speculate, problems then arose from the methods of handling these tasks. Every task was subject to some type of human error, whether it was a mistake in adding, a misspelling of a name or organization, the improper filing of a certain document, etc. At times, employees were simply not able to process the volume of data coming into their workplaces. This caused companies to get behind in their operations nd records, which in turn yielded a loss in revenue. Many companies fell behind in this way because of the manual system†s inability to accommodate for the growth of the industry. In turn, this affected the management departments of businesses, which relied upon up-to-date information from their employees in order for them to make decisions on time (239). Also, workers accidentally injured themselves in some of the dangerous work environments involving machinery and volatile chemicals, because many of the employees were required to work very near to machinery or toxic chemicals, and were ot given much protection from the hazards created by the noxious vapors rising from chemicals or malfunctions in machinery. An answer to these problems needed to be Perhaps that answer lied in computers. They provided the solutions businesses and industries needed to handle repetitive and dangerous jobs. Computers were able to assist clerks in their operations. Injuries could be reduced that were caused by accidents with chemicals or machinery (237). These solutions impacted the employment aspect of industry by making jobs become safer and less repetitive. Employees began to be hired to erform different tasks as a result of the change in the tasks to be performed (de Ferranti 70). Employees began to become involved with computers in business in order to satisfy several objectives. Systems were installed for employees to assist in the reduction of record-keeping by automating most of the functions performed by the clerks. Files were automatically inserted in their proper order, and could be recovered from the computer†s memory and reviewed almost instantaneously. Also, inputting the information into the computer and allowing it to perform certain operations such as adding and sorting esulted in the reduction of errors in record-keeping operations. Computers also assisted the management of a company by providing managers or executives with up-to-date information used for decision making (Stern and Stern 237). Computers provided employees with a way to more quickly and accurately process larger volumes of business data, thus being beneficial to the company as a whole by allowing them to operate more The types of business data that many of these employees had to process include all the information received by a company. When these data are processed, their information s outputted, and is needed by the managers of the business. The managers, using these data, then establish, evaluate, and adjust the goals of the business, develop plans and standards and initiate the actions needed to accomplish them, and measure the actual performance of the company and take appropriate action when it is needed to improve the company†s performance. All of these tasks are essential to the function of any business, and the business data from them was processed using a number of steps (Dorf 135-136). First, the data must be separated into their appropriate classification. Second, the data must be sorted into a pre-arranged sequence designated by the manager or some other employee involved in the sorting process. Third, any mathematical operations that must be performed on the data are carried out. Finally, the data is summarized for use in reports. After the data has been summarized, it is stored for future use or retrieved. Sometimes the data need to be duplicated for documents or communicated to an employee (136). These employees needed to process many different types of these data. Some of these types included account reception, which involved the processing of records nvolving the reception money owed to the company by others; account payment, which handled the processing of the money that the company owed to others; payroll, which dealt with the records of employees to be paid, the pay rates of the employees, the hours that the employees worked, etc. inventory control, which encompassed the holding of records of goods on hand, the quantities of the items to be ordered by the company, and the records of the items that the company had currently run out of in stock; and marketing and sales, which determined from sales statistics the best combination of products to sell or a maximum profit for the company. You read "Computer Development from 1970-1990" in category "Essay examples" It was important that each of these types was properly processed, and the computer allowed employees to more easily process this wide variety of data that was generated (Stern and Stern 238). Because employees were more easily able to manipulate the business data they received, the automation of these processes in the office allowed for greater efficiency. Clerks were no longer obligated to file documents using filing cabinets or shelves. Instead, they recorded and stored the information inside of the memory of a computer. Also, clerks could use word processing systems to minimize the need to retype erroneous pages, create standardized letter heads, and maintain letters in files containing text, providing a tremendous advantage over the use of the typewriter, which did not allow for any of these options. Sometimes letter heads did not even need to be printed; primitive office e-mail developed in the 1970†³s allowed for the quicker transmission of information to branch offices without the cost of postage or postal services and was also faster. Sending information to companies through the postal system took days while the ransmission of data with e-mail took mere seconds or minutes. By giving branch offices information more quickly, businesses enabled themselves to increase their production, because they did not need to wait to receive information or reports from other offices or departments that was being sent through the mail (251-253). This increase in production that resulted from the computer allowed for a big step in the direction of maximum efficiency for a businesses. The great efficiency potential of computers shone the brightest when their rapid speed was used to perform repetitious tasks handling these large amounts of data (Dorf 137). Handling large amounts of data allowed companies to better interact with one another, because they allowed companies to get more recent information on the production and financial well-being of their competitors. The estimated increase in the amount of business transactions between companies and people per year during the 1970†³s was 8 to 15 percent. The mass of data transmitted through lines was growing by a rate of 25 percent. Because the mass of data received by companies was growing, it was necessary to use computers to capitalize on Partly contributing to the increase in data was the improvements made in the ediums in which data was transmitted. As well as needing accurate and up-to-date information, business managements needed information that was also easier to read and comprehend. In order for information to be reviewed more efficiently and more comprehensively, graphics systems were developed to improve the readability of the information. The development of graphics in business data began in the early 1970†³s with text-drawn images of bar graphs and simple charts. The computer was utilized to create these graphs because it could prepare them quickly by immediately calling upon the data within its memory. Later, graphical input/output devices were developed to display and manipulate this data directly to some type of screen. The graphical information display monitor was (and still remains) the most effective method of presenting information to users. Clear and understandable information, as well as fast, accurate, and up-to-date information, is essential for the success of the management in The introduction of computers into the management environment naturally changed it as well. The managers of businesses altered their techniques in order to accommodate for the changes in industry and business brought on by the computer and apitalize on the benefits. These techniques changed in several ways. For instance, executives were put into closer contact with the activities that they controlled. This was because the computer enabled them to access facts from databases, immediately giving them information on the status of the department they oversaw. In some situations, the computer even allowed executives to give instructions more quickly directly to their subordinates. Also, management was affected in each of its 3 sublevels: low, middle, and top. Low management was provided with all the facts essential to the activities of the usiness such as awareness of employee activities, the availability of materials, work flow, and details about their field. Middle management was involved with the progress of the work under its control. Top management concerned itself with summarized reports and analyses that were free of the details used by middle management. By being able to process data more quickly and accurately, the computer could be used to send the appropriate information to its corresponding level more quickly, sifting through the facts and details in the business data, and discarding useless information for each level of By being able to manage data on each level more efficiently, the life of the manager was made easier by computers. Computers assisted the manager in several other processes besides error reduction and data handling. The speed at which computers work helped managers deal with time management in business. In reducing the cost for an item so that more items will be bought by the consumer, the production time should also be reduced and the efficiency of computers allowed for businesses to become cost-efficient. Besides being cost efficient where production is concerned, computers also reduce the eed for a clerical workforce. Clerical tasks, which tended to be more mundane, could be performed by computers. Clerical employee costs for the business could then be reduced, but this resulted in layoffs and alienation amongst employees. This rapid, low-cost, low-error business that computers assisted managers in running became the fuel for employees† fears about computers (Dorf 136). These fears were one of the problems produced by computers. However, in addition to some of the problems it created, it also revealed new solutions. One problem actually results from the faster rate at which computers process data. Because they process data faster, any mistakes made due to incorrect programming will be much larger since more information will have been processed incorrectly. Any manager must plan alternatives to their computerized methods just to accommodate for unexpected errors produced by unique data streaming through the computer. At many times, â€Å"bugs† in programs may not be realized until a certain unique type of data is entered and processed, and because of the large mass of data processed by the computer in businesses on a daily basis, it is only a matter of time until these hidden bugs are revealed. Even though their are some negative repercussions to using computers, businesses are made more flexible by computers because they are multi-functional and can be used to perform more than one task. Computers also allow for the establishment of control over manufacturing by allowing the management to more directly observe the function of the business by reviewing the data the computer returns about the status of the business (155-156). These examples illustrate how the computer†s impact cannot only be positive, but negative also. In order to capitalize on the positive aspects, an important factor in effective anagement with computers is detailed planning. Proper planning can allow for the smarter choosing of workers, the right amount of materials, etc. Computers can help planners optimize schedules by choosing the best employees for a type of job from an index. Computerized information storage and retrieval systems are capable of storing vast amounts of data in a centralized data bank that can be accessed from miles away. This allows access to the data from anywhere, letting business managements stationed in different branches of a company in different locations have access to the same data bank s the rest of the company. Because information does not have to physically be transferred from one place to another, planning can take place faster and with greater In addition to being most effective with proper planning, computers are used most effectively within a business of any moderate size or larger, and are most successful in business data processing operations possessing one of the following characteristics: when the business receives a large volume of data generated from transactions on a regular basis, when an operation is repeated many times in order to make investments in ebugging, development, and improvement worth the financial expenditure to have software updated, when the business has a need for information quickly; and when the business has a need for reliable and accurate results. However, the success of computers in a business is more dependent on the effectiveness of the management rather than on the actual hardware capabilities. Computers can be a useful tool for managements to control and guide businesses, but they must be used properly and to their fullest capabilities to ensure the success of the business to make them worth the investment. This investment can only be capitalized on when computers are used to their full ability. The gap between computers† capabilities and the actual use of those capabilities has been increasing since computers became more prominent in businesses in the 1970†³s and the 1980†³s. Computers often were used for very simplistic tasks such as simple arithmetic, despite the fact that they possessed the capabilities to perform more complex tasks such as controlling manufacturing operations, optimizing the transportation of products, and improving the quality of managerial decisions (144). In many cases, omputers have not reduced the cost of operations in a company, but have rather simply provided better data processing and better service. Basically, a simple principle can be seen in the use of the computer for business tasks: if the functions of the computer are used poorly, the company may actually incur financial losses. However, if the functions of the computer are used to their full potential efficiently and effectively, the financial return will definitely be positive. (145). Several general businesses have experienced positive financial return as a result of the utilization of computers. One of these businesses is banking. Between 1940 and 1970, the volume of check transactions in banks has increased 1100 percent, which is an unbelievably large mass of data to be processed. Normally, this would be the archetypal work of a bank clerk; however, because of the introduction of the computer, this immense volume can be handled with relative ease by allowing banks to process checks faster and more cost-efficiently because the computer is able to record, compute, and edit the balances of myriad†s of accounts in seconds by calling upon them in its memory (Spencer 107). When one went to the bank to process a check, his or her checks were utomatically processed then credited to or drawn against the individual†s bank accounts in hours instead of days or weeks. This made it possible for large banks to process millions of items per day. Now, the use of computers for the day-to-day processing of customer accounts and checks has become routine (107). Another use for the processing power of computers was in the stock market, where an immense volume of trading occurs daily. This large mass of trading creates an equally large mass of paperwork. In the 1970†³s, sometimes the trading needed to be halted to allow brokers to catch up with their aperwork. Every broker had to figure every transaction the day before they had to open again for business. Naturally, because they had to act quickly, brokers would also make errors. The introduction of the computer into their domain allowed brokers to process millions of accounts daily and remain in business. Also, bookkeeping errors are always avoided with the computer (provided that the data was inputted correctly by the user), and information was even posted faster (109). Without the assistance of computers, stock transactions would not be able to occur at the rates they do today. Payrolls in business ere also significantly affected by computers. Computers could generate pay reports to handle the employees of a large corporation. Because payroll involves many functions repetitively, such as earning rates, tax withholdings, net pay, year to date quantities, pay deductions, union dues, etc. it becomes a task very suitable to a computer†s purpose; it eliminates the time-consuming and tedious review of employee files and records (115). Factories and manufacturing industries did not escape the positive and negative influences of the computer either. It was predicted that computers would bring about a quiet revolution† in industry. In 1970, it was estimated that 5 percent of the GNP was produced by some means of computing. Despite this figure, many companies did not totally opt for computer systems. Instead, they employed the assistance of agencies called bureaus, â€Å"largely providing for managements who have opted out of computing (de Ferranti 65-66). † Bureaus were companies that specialized in the management of business using the computer. Instead of actually purchasing a computer, the management of a company could employ the services of the bureaus, which would assist them in the anagement of their companies the use of the computers the bureau used. In this way, the companies would be â€Å"indirectly† using computers through the bureaus to manage themselves. It was thought that the bureaus would grow more quickly than the industries they supported as a result of the large profit they received for their services. This was proven true in England, where the amount of computers purchased by 1980 was only 6 times what it had been in 1965, while the bureaus grew by a rate of 30 times. However because bureaus were very sparse in the United States, the number of computers in ndustry expanded partly as a result of them not having to invest in the services of the bureaus. Industries tended to invest in their own computer systems in order provide their management with direct control over the industry†s employees and production (66). These industries bought several types of computers in the 1980†³s, useful for various tasks. One type of machine was the Turnkey System, which was a hardware and software package that was designed to perform one specific task. As the name implies, the user â€Å"turns a key† and the machine operates automatically. The advantage to this ystem is that it may be used without any computer expertise. The disadvantage, a rather obvious problem, is that the machine can be used to perform only one task, the task that it was written to do. The other type of computer was the special-purpose computer, which could be programmed to perform a variety of tasks. The advantage to using this system is that it is versatile and can perform different tasks. However, the drawback is that computer expertise is required to operate and change the tasks of the system (Stern and Stern 262). Another type of computer system was Computer Aided Design (CAD). CAD onsisted of a system that was equipped with CAD software that could be used for the design, development, and testing of any type of equipment. It could also handle fine details in drawing, and makes use of the computer†s ability to measure to very small units. CAD allowed engineers of systems to do stress analyses, weight analyses, and structural analyses to be simulated on a model construction that appeared on the computer monitor. In essence, engineers could test something†s design before it was built to determine design flaws and save on cost (263). With a small variety of computerized systems to use, manufacturing also mployed the computer in its operations. In the 1980†³s, 20 percent of all computers were being used for manufacturing purposes. Twenty-billion dollars were spent on computers for manufacturing. The ultimate goal of automating the factory was to, as always, maximize efficiency and minimize the need for operator intervention (254). In fact, computers controlled several activities manufacturing. One such activity was called process control, which used computers to process the continuous flow of materials in a system such as in the production of chemicals in a chemical plant or oil in a refinery. The omputers were involved in measuring and regulating the flow of the fluid into the tank, the pressure in the tank, the temperature in the tank, etc. As the system monitored the tank, it would inform the user of problems and sometimes would attempt to fix the problems on its own (254). The reason computers were used in process control was because computers had the ability to operate and take data samples efficiently and for an infinite time period (until the machine eventually broke down years later). Also, while it was gathering data, the computer could monitor the levels of material and its attributes all the time to maximize safety. Sometimes process control systems were controlled with feedback mechanisms, which allowed them to evaluate and correct their own efficiency by adjusting their operation to meet certain criteria of efficiency (255). Another type of activity performed by computers in manufacturing was production control, where computers monitored, controlled, and scheduled assembly lines. In this situation, the computer was used to monitor the time spent on certain activities at given stations, specify the status of the products and tools needed for them, indicate any faulty equipment, and alert supervisors of timing problems that tend to form ueues at each station. Because computers are inanimate machines, they could be relied upon to supervise an assembly line indefinitely, which was one of the main advantages for using computers along the assembly lines. As well as having â€Å"infinite patience,† computers also could perform a repeated task identically, because the exact movements it was to follow were programmed into it, and unless another operator altered these instructions, it would not deviate from them. A good example of this uniformity resulting from computer use is in the use of it to monitor and control robots in car manufacturing Computers in manufacturing yielded many benefits to companies, both tangible, and intangible. The tangible benefits included faster processing, greater accuracy, flexibility in design modifications, independent machinery which could be run unchecked for some time, cost reduction, larger output, and an increased uniformity in the products produced because each was produced using the same abstract programmed into the computer which performed the task the same way every time (260-261). The intangible benefits included better quality control, more effective scheduling of shipments, simpler lanning requirements because the machines functioned the same way every time they were run, need for a reduced inventory, and increased job satisfaction, because the workers were free to work in less mundane positions. Workers with tedious or monotonous jobs often had little incentive to work and this therefore impacted production. However, when the computer was introduced, the workers could be put to use in more interesting tasks that did not always require repetitive work. However, some factory managements were striving for the ideal goal of manufacturing: to create the automated factory† where computers would handle every step in the manufacturing process (261-262) and would be maintenanced only occasionally by manufacturing supervisors. This goal would certainly increase revenue for the company, however, it would also increase unemployment and poverty throughout the country, so it would be a very unrealistic possibility that factories will ever become fully automated. The use of computers in business and industry increased dramatically over the period between 1970 and 1980, where it was estimated that every businessman was involved with computers and their techniques in one way or another. Such businessmen were called â€Å"New Businessmen† because they were involved with the new field of computers, and every new businessman needed at least a basic knowledge of the computer for employment. In the mid 1970†³s, the total number of terminals installed in businesses and industry was estimated to be greater than 7000. The amount of terminals explicitly used for business exceeded 250,000 by 1980 (de Ferranti 70). The government use of computers surpassed businesses† use of computers however, and was operating 20,000 machines in 1970, which means they were using 3 times the machines that the people were using at that time (70-71). In 1974, the Wall Street Journal conducted a survey on the computer use in businesses, surveying their subscribers. Two-thirds of the surveyed group said that their companies owned at least 1 computer. Ninety percent of the large companies surveyed owned a computer, and 73 percent of companies employing less than 100 people owned a computer. The leading applications used by the companies were; accounting, with 76 percent; sales analysis, with 46 percent; and inventory control, with 43 percent. Clearly the nation†s economy, as a result of the investment for computers and the use of them in industry, had been affected (Dorf 137). Even in 1970, businesses were connected to online systems that allowed them to transfer data to other companies. The ways of accessing online services were increasing at that time, and allowed information to be inputted into one computer and sent to others in the area quickly (de Ferranti 67-68). Cable connections were used to connect systems to local branch companies to allow for quick information transmission. By 1980, the connection speed of a computer was one-third of the time it used to take in the 1970s. This increase in connection speed led to the use of businesses spending more hours online ransmitting data. This was a big increase from the time users in plants used to spend on the phone with other companies — 6 minutes. This also increased a company†s expenditure on phone line connections. In house machines also enabled the â€Å"New Businessmen† to transmit work to terminals in their homes and back to manipulate the information they need without having to physically transport it (70). However, none of these achievements in computers was without some cost by the United States and its population. In 1970, $25. 5 billion were spent to utilize computers for all purposes. In 1975, $51. billion were spent for the same purpose, which was a triple of what the expenditures were 10 years before. About $8. 3 billion of the $25. 5 billion spent in 1970 was spent on equipment. Managements often began purchasing computer power as if it were a utility like natural gas or electricity. However, the revenues generated by the installations of these systems most likely offset the actual cost for the systems (Dorf 137). In essence, the machines paid for themselves by allowing the company to increase its efficiency and increase its overall revenue. And what about the common working man? Computers were generally a benefit o the working man or trained employee because they provided better jobs . However, one-fourth of the computer jobs were left to computer specialists in the 1970†³s. Another effect of computers on workers in the 1980†³s was alienation. Alienation was a term used to describe those people who were directly affected by automation in jobs or in everyday life. Computers created a feeling of displacement and dissatisfaction in them, and felt that computers would take the place of human labor and activities. A survey in the 1980†³s revealed that almost 50 out of the 1513 people surveyed felt alienated. When omputers began to replace the jobs of some men, they lost pride in themselves. They felt that they were being told that their jobs were too menial and worthless after being told that computer would be performing them. Many workers were affected emotionally because they felt that they had become inferior to computers (Stern and Stern 266). Employers had to be take steps to quell the discomfort felt by some workers over the introduction of the computer into their lives. And steps were taken to prevent alienation in the workplace. A famous experiment conducted by Elton Mayo and Fritz J. Roethlisberger at the Western Electric Co. in Hawthorne, NJ, from 1927-1932 called the Hawthorne Experiment accidentally revealed a method of preventing alienation. Mayo and Roethlisberger were studying what balance of physical conditions, labor, and coffee breaks would maximize productivity. However, regardless of the ways they changed the physical conditions, the productivity rose. Upon investigating by interviewing the workers, they were told by the workers that they were flattered that anyone would take notice of them and wish to do an experiment that would benefit them, so they felt as if they should work their best (267). Thus, they disco How to cite Computer Development from 1970-1990, Essay examples

Pride And Prejudice By Austen Essays - Humour, Pride And Prejudice

Pride And Prejudice By Austen Pride and Prejudice is one of the most popular novels written by Jane Austen. This romantic novel, the story of which revolves around relationships and the difficulties of being in love, was not much of a success in Austen's own time. However, it has grown in its importance to literary critics and readerships over the last hundred years. There are many facets to the story that make reading it not only amusing but also highly interesting. The reader can learn much about the upper-class society of this age, and also gets an insight to the author's opinion about this society. Austen presents the high-society of her time from an observational point of view, ironically describing human behavior. She describes what she sees and adds her own comments to it in a very light and easy way. She never seems to be condescending or snubbing in her criticism but applies it in a playful manner. This playfulness, and her witty, ironic comments on society are probably the main reasons that make this novel still so enjoyable for readers today. Some rules and characteristics depicted in the story seem very peculiar and are hard to conceive by people of our generation. Nevertheless, the descriptions of the goings-on in that society are so lively and sparkling with irony that most people cannot help but like the novel. Jane Austen applies irony on different levels in her novel Pride and Prejudice. She uses various means of making her opinion on 18th century society known to the reader through her vivid and ironic descriptions used in the book. To bring this paper into focus, I will discuss two separate means of applying irony, as pertaining to a select few of the book's characters. The novel is introduced by an omniscient narrator, unknown to the reader, who describes and comments on the given situations throughout the novel. The narrator serves to represent and speak for Jane Austen, enabling her to aim her criticism not only through the characters, but also in a more direct fashion. She uses this unspecified person, who is outside of all the novel's action and gives explanations, as a medium of communication to present her own opinion in an allusively open way. This narrator is the first means of making ironic remarks. Through the narrator a certain mood is created that prevails throughout the novel. The very first sentence of the novel shows this with the following sentence, "It is a truth universally acknowledged, that a single man in possession of a good fortune must be in want of a wife" (Pride and Prejudice, p. 3). The irony of this statement is the universal validity with which assumptions are made in that upper-class society. It is assumed that there is nothing else for a man of high rank to want but a wife to complete his possessions. Along with his money, land, riches etc. she acts as nothing more but another piece of property, which was a common attitude in those days. Austen manages to make the attitude towards matrimony upheld by this upper class look rather ridiculous and incredible. Another ironic description is given, for instance, when Miss Bingley and Mrs. Hurst take care of the sick Jane, who stays at their house. They present themselves as very affectionate and caring friends to Jane. However, that does not stop them from talking very bad about Jane's relations. The real ironic comment is that the narrator lets us readers know that after those two ladies have finished bad mouthing Jane's sister Elizabeth and the rest of her family, they return to Jane "(w)ith a renewal of tenderness" (p. 27). These high-society women are well versed at putting others down and whimsically, and as they think wittily, insulting the characters of those who are of a "lower class" - and Austen comments on it ironically by describing their behavior with irony. Through the narrator, Austen shows us how fickle this society is; being based on class and rank. The narrator exposes the vanities and its stupidity rather drastically. The comment on Aunt Phillips who "would hardly have resented a comparison with the housekeeper's room" (p. 56) of Rosing's with her own living-room is so ironically bitter that it even borders on being mean. These are only a few examples to show how the general ironic mood of the novel is created. The second means of creating irony in the novel is through the particular use of the characters involved. Elizabeth Bennet is the main character of

Windows NT essays

Windows NT essays Windows NT is a multitasking, 32 bit operating system. It was invented to make todays processes run more efficiently. More than one version has been brought into the industry to work well with the changing technology of computers. The two versions are known as Windows NT Workstation and Windows NT Server. The Windows NT Server is designed to be used on a computer that is specifically made to withhold information and to be used as a central office. This means that all commands will go through this one computer. Windows NT workstation is designed to be used on a computer that is connected to the server. It has only the necessary applications installed on it and uses the server to save files, and to access files. Both operating systems use the same kernel and operating system code and can act as an application server on NetWare and Microsoft (page 717). Microsoft started in the mid- 1980s when it was in cooperation with IBM. They created the OS/2 operating system, which was written in assembly language for a single processor 80286 system. Microsoft decided it wanted to fly away from the nest by developing new technology (NT). NT was originally supposed to be was supposed to use OS/2 as a native environment however it managed to become a 32 bit Windows architecture. Features play an enormous part in an operating system. There are specific features that will make an operating system unique and will be beneficial towards ones usage. A few features, which are a necessity in any growing business, are extensibility, reliability, and performance (pp 717-718). Extensibility gives you the ability to make expansions on your operating system so that it can grow with technology. NT is a layered architecture, which allows you to change certain features of the O/S without changing the basic code. NT executive runs on a kernel and provides the basic system services. This is a simple example of ...

Top 12 High Paying Part-Time Jobs With Good Work-Life Balance

Top 12 High Paying Part-Time Jobs With Good Work-Life Balance Need some extra income? Or just need a job, period, and prefer to work part time? Keep in mind that not all part-time jobs are created equal. Some people find themselves earning next to nothing, while others find themselves in pretty lucrative high paying part-time jobs. Find one that pays well and gives you the flexibility and compensation you need. Make sure to match a job to your particular skill set and expertise- not to mention your interests! Here are 12 of the high paying part time jobs  out there, across a range of skills and fields.1. Child CareFrom casual babysitting for cash on the side to tutoring (independently or through a service) and working in a classroom or after-school program, there are always jobs taking care of children. You could even consider a job as a camp counselor.2. Senior CareDitto for senior citizens. If you enjoy working with the elderly, you could work in a senior center, a care facility, retirement home, or even doing in-home medical care. You coul d also work in transportation assistance.3. Health CareThere are always job openings out there in the health profession. Work in doctors’ offices, hospitals, patients’ homes. Be a nurse, technician, equipment salesperson, pharmaceutical sales rep†¦ the list goes on and on. The possibilities are endless.4. Computer Support/Web DesignPeople always need tech support or design help. These jobs are particularly good for part-time work. If you’re really good with computers and/or design, you can make quite a bit of money in this field, even on the side.5. Consultant/FreelancerDepending on your particular expertise and the field you’d want to work in, this is always a good part-time option. It’s particularly easy to get this kind of work if you’re a lawyer, medical professional, writer, or teacher. But the case can be made in nearly any field. You can customize this work around your particular strengths and schedule.6. Online TeachingWith more and more classes being taught online, this is a great opportunity to get a part-time job and teach- from home. You could arrange this through a college or university, if qualified, or start your own continuing education class in your city or town.7. Pet CareIf you love pets, consider dog walking, pet sitting, even pet grooming. Or look for part-time admin work at your local vet office. It never hurts to sweeten your pitch by getting a bit of training in animal behavior or pet first aid as well. Bonus: if you do so, you can probably raise your rates!8. House SittingWork from home from someone else’s house! Stay in different places around your area (or the world) and make a bit of money whenever someone needs to leave town for a short (or long) trip.9. CateringIf you can work evenings and/or weekends, catering serving can be a great gig. It’s often taxing, very physical work, but you usually get a good hourly rate and the gigs are plentiful.10. Personal AssistingBe some one’s personal assistant, either locally or virtually. Check sites like Care.com for potential jobs. Run errands, tidy offices, etc.11. FitnessIf you have qualifications in yoga or personal training, you can make great money doing private sessions on the side. You’ll need first aid and CPR certification, but if you can build a solid client base, you’ll be looking at some great steady income.12. Call CentersEspecially if you’re willing to work overnight shifts, evenings, and weekends, when most call center employees would rather not schedule their shifts, you can get hired to offer customer support, account management, or telemarketing. Usually only requires a high school diploma.Bottom line: pick something you’d be good at, that complements your skills and experience, and that fits with your schedule needs, and you can’t go wrong.

Recommendation report in which you compare two potential river or sea Assignment

Recommendation report in which you compare two potential river or sea developments for one city with the intention of attracting - Assignment Example However, there are hundreds of rivers that cut across the Rio de Janeiro state, most of them having cities, towns and settlements developed along their banks. Therefore, natural resources, and most especially rivers, are vital components of the economy and the life of Rio de Janeiro (Canadian Tourism Commission, 2013 p12). Among the popular rivers that cut right across the city of Rio de Janeiro are the Acari River and River Paraiba do Sul, which constitute vital resources for the city (De Vries & Reilly, 2011 p21). However, the potential of these two rivers is yet to be completely tapped, and especially in regards to water-based tourism, which is evidently possible and attractive in these rivers. Thus, any development and rehabilitation of the two rivers that is targeted towards this objective is sure to deliver positive results, a major reason that informs the recommendation for the development of the two rivers for this purpose. The Acari River flows in the South eastern side of B razil, through the Rio de Janeiro state, forming one of the major water-courses that supply the city of Rio de Janeiro (Room, 1997 p311). The river cuts across the city of Rio de Janeiro from the western side, and it separates this city from the city of Duque de Caxias (Room, 1997 p303). The most significant aspect about the strategic positioning of this River is that; it separates the most populous City in the Rio de Janeiro Metropolitan Area, which is the City of Rio de Janeiro, from the third most populous city in the region, which is the city of Duque de Caxias (Ades, 2004 p322). This fact is especially significant, considering the number of people who can be able to access and subscribe to the tourist activities established in this river, should the river be rehabilitated and developed for water-based tourism, are high. The other fundamental characteristic of the Acari River, which makes it most suitable for development for the purposes of water-based tourism, is the fact that the Acari River is navigable (De Vries & Reilly, 2011 p32). The river traverses across regions that are well endowed for boat and canoe riding, thus making it a suitable river for developing towards these purposes. Additionally, the Acari River is not silted up; therefore it presents no danger of derailing the riding of canoes and boats used for water-based tourism explorations (Krystek, 2012 n.p.). The Acari River has a very large flow of water, meaning that it is a river that can be rehabilitated for the purpose of water-based tourism, since it can manage to sustain and supply the flow of water required for this purpose throughout all seasons. The vegetation along the regions of interface between the river and the land surface also suffices the need for soil conservation purposes, by ensuring that no soil from the land masses can directly cause the siltation of the river, while also preventing soil erosion, because it enhances the filtration process (Ades, 2004 p319). The river al so possess several species of fish, especially on the upper side that is before the section where the Acari River joins the cities, making it even more viable for

Recruitment and retention for qualified staff Essay

Recruitment and retention for qualified staff - Essay Example Moreover, the power of switch over or turnover of the employees might get reduced thereby amplifying the process of retention. Hence, it might be stated that, effective management and control of the human resource is directly responsible for their retention and improvement. This might prove effective in enhancing the level of functioning and competitive leverage of the organization among other new entrants. Literature review According to Sass (2012), human resource acts as the main pillar of an organization. Without which, an organization may not function effectively for longer period of time. As a result, the dominance and effectiveness of the organization might get fader slowly and gradually in all aspects as compared to other rivals operating in the similar segment. Therefore, in order to retain such essential resources, human resource management is extremely essential. Human resource management is the process used in recruiting and presenting training programs to the employees wi thin an organization. Due to which, an employee might become more valuable and worthy for the organization in this age. However, to increase the effectiveness of the employees, they need to be offered with accurate type of job orientation and scheduling programs that might enhance the skills and talents of the employee as well as the total productivity of the organization. As a result, the level of dedication and performance of employees towards job responsibilities of them might get enhanced. It is extremely essential for an employee to enhance his wage rate as well as retention power among other fresh and talented individual of this recent age (White & Drucker, 2013, p. 345-378). Other than this, management of the organization also might try to recruit the exact person for the exact job, so as to enhance the level of efficiency and devotion of the employee. Side by side, it might also help in enhancement of the total productivity and profit margin of the organization in the market among others. Hence it might be depicted clearly that experienced and talented employees are the most valuable assets of an organization, without which it may not prosper in the market (Price, 2011, p. 345-489). According to Price (2011), human resource management comprises of recruitment, development and retention of the experienced and talented employees so as to accomplish the strategic goals and objectives. However, it might be possible only if the employees are presented with varied types of benefits and incentives as per their level of performances. This strategy might prove effective for the employees in enhancing its level of motivation and loyalty towards responsibilities and tasks. Due to which, the level of performance of the employees might get enhanced thereby improving its dominance among other junior employees of the organization. It might also prove helpful for the employee in creating a substantial position (just as a leader) in the organization among others. As a result, these employees (leaders) might help in resolving varied types of disputes thereby implementing uniformity and consistency within the organization. Thus, the level of retention of the experienced employees might get increased thereby reducing the level of attrition (Barrett & Mayson, 2008, p. 346-456). Therefore, retention or recruitment of the experienced employees might help in enhancing the level of productivity and total sale of the