The Adoption Of The Controllable Pitch Propeller By The Outside World

The Adoption Of The Controllable Pitch Propeller By The Outside World Canada is not exactly known for having produced several ground-breaking inventions or discoveries in her time. However, the period of rapid technological advancement that she incurred during the third period of the history of engineering in Canada brought with it several important engineering inventions which had their roots in Canada. The creation of the controllable pitch propeller was one such invention which was perfected in Canada and was so successful that this primarily Canadian development spread throughout the world. Wallace Rupert Turnball lived in Rothesay and it was there that he carried out his experiments in aeronautical theory beginning in 1902. His specialty was that of dihedrals which he studied in a wind-tunnel. He looked at water borne hydroplanes propelled by motor-driven airscrews. An airscrew the Great Britain term for a propeller. A standard propeller consists of anywhere from two to four blades each a section of a helix, the geometric form of a screw thread, hence the term ?airscrew.? The first plane had two air-screws on each side whereas the second one had only one, more highly efficient propeller located at the rear end of craft, near the pilot's seat. However, both had an uneven torque of engine that was in fact destructive to the efforts of the propeller. Turnball experimented with all different types of air-screws; some with a 30? gauge track that were 300' long for truck. With each air-screw he tested, he recorded the propeller thrust, rpm and the forward speed. What determi nes the forward speed is the distance that a propeller will move in the forward direction when the shaft of the propeller is rotated 360o. Assuming that there is no slippage, this distance is termed the geometric pitch. The propellers that Turnball tested had diameters ranging from 1.5' up to 3.5', all different dimensions and shapes. Upon his return to Rothesay in 1918, after the war, he dove into his research and experimentation on a possible controllable pitch propeller, an idea that he had been developing since the autumn of 1916. He ran several tests using rotating electric motor apparatus in order to spin the blades of his propeller. The finished product was a propeller whose pitch can be adjusted by the pilot, at different angles, during flight giving the pilot the ability to command the optimal combination of torque and speed for the situation at any given moment from his aircraft. By means of a small electric motor mounted just in front of the propeller, the pitch of the propeller itself could eventually be adjusted which makes for more efficient take-offs and regular flight than what would be achieved with an everyday ?fixed blade? propeller incapable of any pitch change. Under the supervision of both the Ontario government and the Canadian Air Force, a ground test was run in 1923 on Avro aircraft at Camp Borden, Ontario only to conclude that more research and experimentation was necessary. Four years later, on June 6, 1927, again at Camp Borden on Avro Biplane, Flight Lieutenant G.G. Brookes took Turnball's controllable pitch propeller for it's first air test. Funding was granted immediately to perfect the invention it was such a success. The news of the Canadian invention spread rapidly. Turnball wrote a treatise based on his discoveries and new found technology called ?The Efficiency of Aerial Propellers? which was published in the Scientific American on April 3, 1909. His second and third publications on the subject were entitled ?Laws of Air-Screws? and appeared in The Aeronautical Journal, in the October 1910 and January 1911 issues. For his studies and discoveries, Turnball was awarded the Bronze Medal of Royal Aeronautical Society and was, in addition, elected a ?Fellow.? Come 1914, Turnball had published several scientific articles and found himself one of the world's authorities on the subject. He sold the patents to the controllable pitch propeller in December of 1929. The Curtiss Wright Corporation won the American rights and the Bristol Aeroplane Company, the English rights. In 1935, the Norseman, the most highly successful bush plane in the world at the time, was designed in Canada by Robert Noorduyn, an aviation engineer trained in Holland. The Norseman quickly caught the attention of

Hawaiian overthrow essays

Hawaiian overthrow essays The 19th century will live in infamy in Hawaiian hearts; it was a century of great change in Hawaiian society. The old system of mana and the sharing of the land were slowly replaced, the arrival of missionaries would signal the period of greatest change in Hawaiian society. Between the arrival of Captain James Cook and the missionaries, the Hawaiian monarchy was able to maintain some sort of independence and keep the old Hawaiian system in place. Everything began to change that eventually lead to the overthrow of the monarchy and the annexation of the Hawaiian Islands to the United States. This was a very long process and it is hard to decipher who was responsible for the overthrow of the monarchy What part did Queen Liliuokalani play in the overthrow of the Hawaiian monarchy? What actions did she initiate that provoked the Annexation group to arise and take over the Hawaiian kingdom that would become the republic of Hawaii and eventually be annexed to the United States? Was the queen the one to blame for the annexation of Hawaii? These are some of the questions that I would like to answer. The position of the queen and the influence she had on the whole affair is unclear to me at this point. Queen Liliuokalani was born Liliu Kamakaeha on September 2, 1838. After her birth she was taken away and adopted by Konia, who was granddaughter of King Kamehameha the Great. They did this so that everyone in the higher positions in Hawaiian society would have a stake in everyones family. The whole society was supposed to be like one large family. At age four Liliu attended the royal school Run by the missionaries Amos Cooke and his wife. There she studied for over six hours a day after school and became a very good student. Liliu also developed Christian beliefs that she would carry with her for the rest of her life. The school closed in Liliu went to school closer to home. This made he...

Civil disobedience is justified when citizens experience injustice Essay

Civil disobedience is justified when citizens experience injustice from the government - Essay Example It includes disobeying particular laws that are considered as unjust and other laws in drawing attention to the perceived injustice in the society. Examples of civil disobedience include the Civil rights Movements of 1960s and the recent Arab uprisings in North African countries and Asian countries. Some unlawful acts that citizens may engage in include non-payment of taxes, trespassing to government buildings, and damage of property and obstruction of traffic in the major highways. Citizens accept the adverse consequences of their actions as a means of furthering the objectives and causes. Civil disobedience was a major tactic of advancing the rights of Women in the USA, and the abolition of Apartheid in South Africa in early 1990s. This paper will discuss the reasons why civil disobedience is justified when citizens experience injustice from the government. Civil disobedience has been successful in ending injustice in the society. Many government policies are flawed and civil disob edience is only effective method of ending injustice in the society. Civil disobedience is mainly geared at advancing social issues that affect the majority of the citizens in the society. According to Martin Luther King, Jr letter from Birmingham jail, injustice anywhere is a threat to justice everywhere. If injustice affects a single group of individuals directly, it will also affect other members of the society indirectly. According to his letter, the government should address the causes of the demonstrations in Birmingham and not the effects of the demonstrations (Ingram 90). Martin Luther’s letter clearly indicates that the minority has used all the available channels like negotiation but civil disobedience is the last resort to end the injustice. Negro leaders had sough negotiations but political leaders consistently refused to negotiate in good faith in ending the social injustice. According to Martin Luther, it is essential to create tension if the society has refused to negotiate so that leaders can confront the real injustice issues. According to Luther, justice delayed is the same as justice denied but violence should not be used to achieve justice. According to Luther, racial segregation in the society has denied Negros fundamental constitutional rights thus are justified to demonstrate so that authorities can resolve the injustice (Ingram 90). According to John Locke (1632-1704), the government derives its authority from the people and its major duty should be to protect the basic rights of the citizens. Locke asserts that people have the rights to alter the government if it has failed to protect their fundamental rights. Locke rejects absolute monarchy since it will harm the rights of the citizens to choose their government. According to Locke, the citizens are justified to engage in civil disobedience if their rights and liberties have been violated by government policies. According to Locke, the legislative government should not alter la ws in order to limit the rights and liberties of the citizens. According to the Social Contract theory by John Rawls, free people need to agree on the rules governing their relationships in order to live in harmony. According to Theory of Justice by Rawls, every individual should have equal rights and freedoms in the society and economic inequalities should not disadvantage the minorities in the society. John Rawls assert that all citizens should be treated as ends and no means to an end thus justice can only be attained through fair distribution of resources and according to free choices of the citizens. All individuals are entitled to equal natural rights and the rights protected by justice

Juvenile Justice Essay Example | Topics and Well Written Essays - 1000 words

Juvenile Justice - Essay Example A result oriented treatment plan consists of: â€Å"screening, assessment, treatment and aftercare protocol† (NASW, 2008). However, public demand for a tough retributive approach to juvenile crime such as the fatal shooting tragedies in schools, can compel the use of high levels of punishment by the justice system, thus undermining the possibilities of improvement in the youth’s delinquency conditions. In contrast to the punitive or correctional approach, treatment programs help offenders to understand the root causes of their misconduct, experience the rewards of positive or prosocial behavior, and assist youth in re-integrating into the family, school and community. Research reveals that recidivism or relapse rates among those delinquent youth who received some type of treatment was found to be 25% less than among untreated control groups. Further, evidence-based best treatment programs reduce recidivism to an extent of 80% (Gendreau & Goggin: 1). Since juvenile offenders are not identical to one another, individualized treatment for each young person works most effectively when certain common features essential for success of treatment programs are included. Behavior modification techniques for improving interpersonal and basic social skills, self-control, anger management, and resistance to substance abuse have been found to reduce recidivism or relapse by as much as 50%. Behavioral modification techniques punish negative behaviors similar to the correctional model, but also reward positive behaviors (Abrams et al: 9). Those treatments which involve longer contact hours with the emotionally disturbed youth achieve better results, and in institutional settings, treatments given by mental health professionals reveal improved outcomes as compared to interventions by corrections staff. Further, individual counseling that directly addresses behavior,

What can the HRM department contribute to the development of Assignment

What can the HRM department contribute to the development of successful leadership within organization - Assignment Example Thus, paper would be broadly discussing the various elements of HR strategies that promote leadership initiatives within organization for improved performance. HRM and leadership development within organization HRM is intrinsically linked to the people and effective HR strategy is aware of the versatility in the work ideology and functioning. In the emerging challenges of the changing business equations, the organizational leadership redefines strategic goals to create versatility and flexibility of the contemporary work environment. Kotter (1995) asserts that HR strategies promote dynamic leadership which is versatile and capable of exploiting the potential of workers as per the demands of the changing situation. It therefore, helps create effective team that is capable of overcoming the barriers of cross cultural values, self interest and lack of understanding. Leadership initiatives of HRM meeting the challenges of organizational change The organizational change can broadly be def ined as the ability of management to identify and incorporate the factors that increase output and improve the performance outcome of the organization. ... Thus, a better informed leader is capable of taking initiative and at the same time, he is also able to inculcate confidence in his people to adapt to the changes and move forward. Leadership initiatives for HR as proactive human capital Rainey (2006) argues that changing socio economic dynamics have created a highly competitive business environment. The HRM becomes the major enabling factor for leadership initiatives that encourages dynamic strategies and innovative thinking for competitive advantage. Thus, managerial and organizational leadership perspectives become highly critical factors within the wider goals and objectives of the business paradigms. . Commitment to work and loyalty towards employers is considerably increased when the employees are provided scope of enhancing their professional skills and competencies through in-house training and development. Samsung is exemplary example of HRM which has promoted organizational leadership by utilizing its human resource as capi tal investment. The company focused on its strategy of developing research and engineering skills so that it could improve and improvise innovatively on the electrical and digital products of Sony, Phillips, Matsushita and Nokia. It encourages competition amongst the group for innovation and sends potential employees to foreign universities for higher academic qualification. It helps to indigenously develop and foster expert team for improved business performance (Siegel and Chang, 2009). HR leadership that promotes diversity and human competency In the fast evolving environment of multicultural societies, diversity has become intrinsic part of

Types of Knowledge: Application to MDL

Types of Knowledge: Application to MDL Nonaka and Takeuchi (1995) define explicit knowledge that can be captured and shared and tacit knowledge evolving from interaction from practice. The isolation of explicit knowledge is that information can be replicated without any interaction with the original source. However, knowledge is the continuous dialogue of both means of tacit and explicit. A practice based epistemology therefore assumes that knowledge is acquired through socially constructed practice or routines that workers participate in. It also emphasis that tacit and explicit knowledge are inseparable and are a product of a mutually constructed dimensions. The sector that MDL participates in, there is an emphasis that knowledge is not fragmented but rather specialised and specific to the organisation which will inevitably have features of both tacit and explicit knowledge. Tacit knowledge is impossible or certainly hard to write down and, even if written down, does not express the knowledge adequately. Although engineers can articulate themselves explicitly, the knowledge expressed will always remain tacit. The knowledge of the workers, in the case of engineers, are acquired through formal education and furthermore sustained through a complex web of relationships among people, material artefacts and activities (Gherardi, 2001). The nature of knowledge within a culture is also a key factor, the small group of workers who have worked long term (30%) within the organisation have built up their knowledge over time and will only be partly able to explicitly articulate their knowledge. It is to be noted that different organisational culture has different way in which it formalises knowledge and that could determine the way information is articulated. MDL is a knowledge intensive firm where employees form a major part of the workforce requiring a high level of creativity and problem-solving skills with a constant push for innovation in a competitive market. The pressure towards deadlines makes it hard for workers to contribute to tacit knowledge and subsequently, without workers willing to share or codify tacit knowledge there is a limited success of knowledge management incentives to work.Trusson (2014) found that from a workers perspective that significance of a time pressured environment is a determinant for what knowledge is shared. The majority of the development engineers typically work longer than their contracted thirty-seven hours the argument of work overload being a factor can hinder tacit knowledge sharing. In addition, Qureshi and Evans (2015) are of the view that time and work pressure can make it difficult for the individuals in the organisations to allocate time to engage in knowledge-sharing activities outside of their work related activities. Therefore to understand why workers are not sharing knowledge should not be taken for granted. Consequently, there might a reduction in creativity in knowledge shared due to time pressure, as other senior engineers might view this approach as hoarding rather than intelligent contribution furthermore, lack of time can also constrain knowledge transfer (Leonard, 2014). The willingness to share knowledge plays a big role especially as MDL is operating within a competitive market. The main challenge is to motivate the workers from seeing the contribution not as giving away their expertise but rather facilitating them into seeing it as a mutual benefit for the organisation and a strong identification with the company. Team members may be unwilling to share knowledge and a perception that knowledge will be stolen and used by potential competitors. Since recruitment in MDL occurs annually, the concept of trust can define the degree of confidence of team members in one another this plays an important role in determining the sharing of knowledge. More specifically, trust was more closely related to sharing of tacit rather than explicit knowledge (Becerra et al. 2008). Lack of trust between individuals is likely to correlate to the willingness to share knowledge as it creates uncertainty and risk and additionally the concern that their contributed action will not be reciprocated. Furthermore, a lack of interpersonal trust can create uncertainty about knowledge sharing and can result in conflict within the organisation as study shows by Hsu Chang (2012), who correlated that having similar vision with interpersonal trust within the organisation leading to higher level of knowledge sharing. MDL is represented as a culture that is relatively open and informal and asking for advice is not frowned upon. However, culture difference can impact the outcome of such knowledge sharing activities as no one organisational climate is similar. MDL has 90 employees in total operating in China and furthermore worldwide, Hofstede (1984) explanation on organisations culture state that no one culture is the same, which influences the way knowledge sharing process is conducted. In a collectivist society there is an emphasis that individual does not exist independently but in a network of relationships called Guanxi. Which is embedded within the culture and emphasis trust which plays an important part in knowledge sharing, as discussed earlier. Chinese organisation culture retain more hierarchy structure and traditions than western culture, therefore due to this social belief, junior are expected to follow the advice of their seniors, this unequal knowledge sharing can create an unequal distribution of power, which will be discussed below. Power is defined as the ability of an agent to change or control the behaviour, attitudes and values of another agent (Rahim et al. 2001).The issue of power conflict is typically neglected in KM literature, although being interrelated (Hislop,2009) with knowledge sharing behaviours. Power is usually unequally distributed within organisations, which can create tension between workers and owners and subsequently the level of knowledge shared. A worker can have access to knowledge based power by simply possessing scarce resources and ideas. Therefore the legitimacy of power can influence the extent to which knowledge is perceived and consequently, sharing of knowledge, as power cannot be automatically deemed legitimate by workers. In relation to the engineers in MDL who work in significant fields dedicated to creativity and problem-solving skills, the transferof knowledge might be seen as inadequate due to the level of expertise and the perceived legitimacy from the workers. This can su bsequently amplify tension between workers and their employing organisations, although the workers are seen as a competitive advantage, there is a high (although industry standard) level of staff turnover (10-15%) in MDL. Scarborough and Carter (2000) suggested that its problematic to assume that organisations represent a harmonious environment where people are willing to share their knowledge and that the unequal distribution of power can have an impact on knowledge sharing within the organisations. The use of reward power is visible in MDL, as team members who complete projects on time or early are paid via financial bonuses, this Taylorism or carrot on a stick approach can be used for knowledge sharing behaviour in forms of direct powers. Employees are happier with superiors who possess expert knowledge and who are recognised for personally attractive attributes (Liao, 2008) in contrary to research evidence on managers reference and expert power on the climate of trust. The desirability of expert power is essential as employees look to managers for direction and guidance. Employees need to believe in the managers ability to set direction, give guidance and coordination to achieve good results. If there is a climate of trust demonstrated by managers within the organisation there is a willingness to share knowledge with team members. An organisation where power is only orientated towards reward can actually be detrimental, MDLs workers are a source of competitive advantage, there is no evidence of overtime pay and the bonus is relatively modest for finishing the task on time. Sharing intensive and innovative knowledge is valuable within MDL, and usually requires some levels of trust. The nature of knowledge sharing can also be a factor in the organisations culture, collectivist culture such as China (Hofstede, 1984), emphasise family and work groups above personal individual needs, therefore new employees within the company might hesitate to share knowledge as they are in a disadvantageous position and fear that they might lose face by contributing to an established work culture (Huang et al, 2008). Similarly, long-term employees might not share knowledge due to the fear of losing their experts status to the new comers. These two opposites can further manifest the likelihood of knowledge sharing within organisations as experts might seal themselves off into their own professional group in order to protect their domain of knowledge. The community of practice (CoP) is defined as a group of people informally bound by shared experience and identity (Brown Duguid, 2001) within an organisation. The high overlapping nature of the people within groups is highly dynamic and without the consideration of the difficulties and contradictions it entails could potentially lead to adverse effects within the community. Furthermore, with the acknowledgement of interpersonal trust, the cross-site difference can be more of a hindrance than an enhancement to the organisation. A CoP assumes a familiar territory, a sense of identity, engagement and at large accountability which translates into a form of competence within the organisation. In relation to Chinese collectivist culture, discussed previously, characterised by Guanxi which acts in the interest of the group and not necessarily of individuals can affect the CoP initiatives. Although a collective sense of identity and value within a member of the community can create a bond that facilitates trust, there are potential negative consequences if such bonds are too strong. As the bond can be a basis for exclusion which consequently could lead to new communities being ignored and having their knowledge not taken into importance to the existing community. Furthermore, it was also found that if employees could maintain good relationships without sharing their precious knowledge they tended not to share (Huang et al, 2008) especially in a collectivist culture. This inward looking community can create un-receptiveness within ideas generated outside the community (Brown Duguid, 1998), in this circumstances there might be ignorance to the ideas and shared beliefs transmitted from the headquarters in the UK. Subsequently this could also lead to group think behaviours within geographical diverse locations leading to lower quality in creativity and innovation. In a collectivist culture, a community of practice could potentially be limited rather than extensive leading to a community that is characterised as unwilling to incorporate new and external knowledge. In contrast, an individualist country, such as the UK, the emphasis is on self rather than the interest of the group, community member may succumb to narrow-mind thinking, which can act as brakes to knowledge management initiatives and consequently the relationship of social identity within such groups. Therefore, national culture can shape knowledge sharing across sites. The relationship between culture and knowledge reflects the value of the socialised group since, each site operates relatively autonomously with engineers never working across sites. This could lead to communication problems and furthermore the erosion of ideas across sites. People might therefore act opportunistic as the working environment does not facilitates their contribution to ideas. Therefore, the challenge identified for MDL is to increase shared identity beneficial to positive knowledge sharing and where people are not acting opportunistic or selfish. If a valuable employee leaves MDL, the new organisation will stand to gain an advantage and this will interfere with knowledge continuity within the existing organisation. Another source of conflict within cross-site is the contradictory nature of collective social practice (Lave and Wenger, 1991). Which suggests that while members of a community work together collectively and cooperatively, they are also simultaneously, to so me extent, competing with each other inside their organisations, for example for promotion opportunities. When newcomers arrive at the company, there will be pressure to forge a new identity to participate in existing community of practice. In this case, the newcomers are not exactly progressive as they do not necessarily seek to change the practice more than established members. There is no investment for the newcomer as they are not part of a workplace history thats already established. Therefore, to assume that old timer will facilities the new comers is and can be contradictory. The main challenge is to establish a link and connection that requires the existing members within MDL in helping to develop the knowledge of the newcomers who will, over time, take their place in the organisations. Therefore, the way in which these practices are conducted and continued depends on the characteristics and the organisational culture which is also affected by national culture. There is an influence towards culture attributed in collectivistic societies, of not losing face or wanting to contribute to outgroups, as this process of sharing knowledge might give an impression of bragging. Therefore the old timers might not fully consider the new members as being part of the group, although in the same company, this contradiction of where modesty can cause cultural restriction and reluctance for active participation just so that there is no impression of bragging. National forms of identity can affect the dynamics of the organisations, therefore KM initiatives need to be unique and cannot follow specific routes. Since the other sites are bound by culture distance this could reflect the amount of knowledge sharing that occurs. The emphasis should be focused on collaboration and interaction which leads to greater knowledge being shared. A culture that is open minded at the same time willing to collaborate could lead to knowledge management initiative being successful. Competitive and goal orientated cultures, where the emphasis focuses on striving high and the focus is on winning and success shows hesitancy to share knowledge (Wiewiora, 2012). In MDL there is an emphasis on project completion with an addition monetary incentive to motivate employees. In a high context culture, such as China, it is believed that money and success are interrelated (Chiu, 2002) their uncertainty avoidance culture furthermore reflects the lack of trust between employees and managers. The differences in business practices across cultures can create tension and ambiguity as practices might be difficult to follow in a culture which reflects a different sets of values. An example would be of a culture in UK, where imagination and creativity are encouraged (Hofstede, 1984) and people continue to work in the organisations because of such concepts. This rewarding nature of work makes them feel more committed and connected to the values of the organisation. In essence, money may provide a vehicle for motivation to some extent but this incentive will ultimately fail unless the underlying cultural climate exists that rewards, celebrates, and values knowledge application. A culture that emphasise individuality and acting in the interest of self will lead to knowledge hoarding behaviours (Long and Fahey, 2000). In comparison to a collectivist culture where group collaboration and being   part of a team will lead to members more willing to contribute (Politis, 2003), as there are more efforts toward maintaining good relationships with people around them. These cultures highly value learning, where people are willing and free to explore, and knowledge creation is encouraged, people do not feel that sharing knowledge will cost them their jobs or the potential to lose face. Another determinant for cross-site analysis is the impact of leadership style and its implication on organisational culture. Transformational leadership behaviours engender attitudes in subordinates leading to the adoption of new practices (Judge, 2004) therefore effective leadership can facilitate knowledge sharing, however, transformational leadership may not be the prime impetus within an organisations as the leaders active involvement could just be an activity rather than direct inspiration. Therefore the challenge lies in creating an equal playing field where leaders emphasis on meeting goals should be aligned with the capabilities of the creative workers in MDL. With senior managers having project teams of eight to ten staffs with a focus on day to day detail there must be a style of leadership that accommodates for the diversity of intensive knowledge workers. National culture perspective could assume that transformational leadership influence is more prominent in culture with high power distance such as China, where the relationship between subordinates and seniors are polarised. In contrast to culture with low power distance where managers rely on teams for their expertise. This conflict within leadership style could hinder KM initiative within the organisation. MDL HQ in the UK must be the starting point for which KM initiatives are implemented. It is not only concerned with creating an appropriate work climate and attitudes but also workers commitment and facilitating of workers loyalty towards knowledge sharing behaviour. A good leader, therefore, should provide their beliefs and set values as to how the groups should function. The senior leaders in MDL should promote in creating an atmosphere for where knowledge sharing activities are promoted. The trend and the shift in the power has changed the dynamic business organisations. For KM initiative to be effective the interests of the company and workers needs to be aligned, in a knowledge intensive firm transformational leaders can develop such working environment. Leaders also develop a culture based on knowledge sharing by highlighting the importance of working together and collaborating in a way that enhances the knowledge sharing capacity within organisations. Knowledge intensive ICT firms in the UK (Analoui, 2012) who engaged in diverse business functions found the effectiveness of transformational leaders for the long-term vision of the company where its primary goals are in the interest for the good of their organisation. Likewise, the workplace in MDL must see the workers as being decision makers within the organisation, allowing the workers to be actively participating and engaging in knowledge sharing activities. Integrating such form of leadership is geared towards motivating and developing plans to achieve organisational goals. Knowledge intensive firms in France (Bacha, 2014) who implemented transformational leadership style into existing practice changed the way employee perceived their jobs which led to enhanced job performance inductive to knowledge sharing. Furthermore, in the case of Alvan Sabet the biggest producer of textiles in the Middle East, through strengthening tolerance and being open minded to errors incurred, transformational leaders were better able to facilitate knowledge sharing within organisations (Gelard, 2014). A leader can also influence the perception of rewards, MDL current level of bonus pay is linked financially and distributed across project teams. Although financial incentive can encourage knowledge sharing it can also lead to knowledge hoarding behaviour, or at times, the unwillingness to share because the knowledge is perceived as being more superior. It is therefore recommended that leadership should not single out a team or an individual for financial incentive as this culture can lead to hoarding of knowledge. Chen (2011) identification of group based appraisal was found to support knowledge sharing. Group trust and a supportive climate for knowledge sharing were positively related to group knowledge sharing in 86 work groups in a high tech industry (Wu, 2016), by publicly praising groups, a group leader becomes a role model for employees to follow. Group based reward acts in the same way as individual reward which is based on performance except the target is set of group within the company. A bonus pool where performance is calculated by senior managers on each project could be reward at six-month intervals or this could be deferred for teams not reaching targets by moving the reward at the end of the year, which could improve the long term view of project in relation to innovation capabilities. Group scheme such as this can foster teamwork and a sense of community amongst workers within the organisation. Another difficulty identified was the lack of social identity and trust within MDL, a lack of identity can create difficulty in knowledge management initiatives. Employees who identify strongly within the organisation are more likely to share the knowledge as the interest and benefit retained are mutual. A good community of practice requires strong commitment from leaders to follow through the initiative and foster an organisational culture that see everyone as equal. MDL engineers are a pool of highly qualified professionals whose interest might be in protecting and sealing the domain of their knowledge. Mangers have the responsibility to cultivate groups of people, the emphasis of community of practice should be around giving independence while also managing through organisational support. Study on AlphaChemicals in Germany (Borzillo, 2011), found the effectiveness of having a step in and step out phase for cultivating such pratices. Rather than having a constant evlaution on proje cts, in MDL, the use of step in (every three months) where managers within sites define specific goals and employees discuss innovative startegies. Whereas with the step out phase, the independece of the group allows for radical innovation for development of smartphones. Hemre (2005), identified groups at Ericsson appointing a community leader to meet on regular basis, focusing on non- work related aspect which created a strong sense of community. In MDL, the senior manager managing the project team could facilitates such events. These events can create a sense of community between different sites, not just for the sense of working but finding a common ground for which team can enhance the level of trust and openness to business practices. Newell (2007), identified that the use of social interaction between Indian firms and US firms through building personal relationships where an environment for effective knowledge transfer was established. This suggest that just because practices are in place does not mean that the level of trust increases, its about finding the mutual ground where community see themselves and innovative enables. In line with this, is the implication of ICT, although information systems might be useful for younger generations, it also needs to facilitate older generations who might not be familiar with such systems. Therefore, mentoring can work both ways, for personal learning and providing encouragement to less experienced workers. Bryant (2005) found that the impact of mentoring in software firms, helped workers learn transferable skills. Furthermore, case study in Lebanese and Iranian bank (Karkoulian, 2008; Bidmeshgipour, 2012) showed that the use of informal mentoring was more effective. In MDL, informal mentoring with good mentors should be a way to bridge the gap in organisational learning and increasing social identities within diverse workgroups. Using informal means of mentoring can furthermore provide informal guidance within organisations such as explanation of unwritten rule within organisation which can also help build up group trust. MDL is geographically diverse, therefore, the use of boundary spanner with ICT can create a synergy to develop a link between sites to foster a virtual community. A strong communication within team members can correlate to creativity and innovation. Olaisen (2016) study on Scandinavian banks found that teams consisting of diverse multicultural professions using ICT online interaction worked very well. In MDL, internet-based channels, such as video conferencing (Skype), could be used to create a global virtual community. An affordable alternative to face to face, this would create a sense of social identity within MDL furthermore facilitating knowledge sharing and foster a culture of cooperation. In MDL the use of a broker (responsibility is taken by senior manager) can connect disconnected ideas by using job rotation across sites, therefore bridging the gap and crafting a common knowledge for mutual understanding. Through shared practices implementing job rotation can facilitate knowledge transfer and movement throughout the organisation, this is especially applicable when organisations possess technical skills. Food links in the field of sustainable food production and consumption, uses brokers as a means to shape group learning process and synthesise existing knowledge (Karner, 2011). Employees, therefore, engage throughout the company and engage in a broader content specific knowledge tasks. Enabling staff to work in different areas of the organisation through cross-functional job rotation can contribute to increased knowledge sharing and the likelihood of expert knowledge being shared throughout the organisation. MDL senior manager across the different geographical sites can act as a broker to sites in-between the face to face meeting conducted every six month with the aim to identify common themes, targets and future goals of similar interests across geographical sights. In contrast to the resource-based approach, Foucaults understanding of power is  fundamentally relational (Foucault, 1972, 1977,  1978,  1980). Foucault, a historian,  recognised that a key feature of the development of the modern state was a fundamental  shift in the nature of power relations. Foucault suggests that in contemporary society power  is no longer primarily a privilege that one might possess but rather operates within a  network of relations, constantly in tension, in activity (Foucault, 1977, pp. 26-27). Does Stop Motion Animation Have A Future In The Multimedia Era? Does Stop Motion Animation Have A Future In The Multimedia Era? This multimedia project will be to get an answer to this question does stop motion animation has a future in our new multimedia era? the aim of this dissertation is to determine whether traditional stop motion is going to be replaced by digital stop motion and if digital stop motion animation will be replaced by other means of digital animation techniques for example CGI (Computer Generated Images). The reason for choosing this topic as my research basis is because there was always a determination and attraction within myself for learning new thing and techniques about animation so the decision was set to one of the earliest animation forms and the one I admire the most. Application With the help of these case analyses as reference when necessary, I will move to the core part of me of my dissertation. I will put forward the research I made to determine whether stop motion animation has a future in our new multimedia era. Examples of newer technologies, techniques that are currently being used will be put forward and investigate why they seem to be overtaking or changing traditional stop motion. These will be supported by my research work. Discussion between older and newer techniques in the making and production of a film will also be made. A questioner will also be done in order to get a better view of how much people know about stop motion and there actual knowledge of it if they do have one. These will perhaps lead me to answer the question does stop motion animation has a future in our new multimedia era? I will support my argument and say why traditional stop motion is so nice to see almost magical and make everyone fill with joy while watching it, and also as an animator why it is so amazing while creating it actually. Then all descriptions , steps , minutes of discussion and every information that will be necessary will be set forward concerning the post production and production of the short stop motion animation that I will do from all the knowledge and piece of information that I will go through this dissertation. Post production chapter 1 FROM HUMAN HAND TO COMPUTER MOUSE, THE JOURNEY History of animation 1 In this section, a brief history of animation will be elaborated. Important dates will be included within the timeline of animation, leading to when stop motion was first created meaning the very first form of it and also the different techniques that was used. Some facts also will be presented, things that have been longer questioned before, like, the equipment used and why 24 frames per second are being used. Paul wells a Canadian journalist and pundit [Wikipedia Paul wells] later nominated as the director of animation, within the academicals institution [Southborough University school of Art and Design. 2010] talks about some early involvements in animations. He also discussed some equipments used how animation was discovered while experimenting for the cinematic moving image. He also told how since 1798 people have been inventing equipments than can project some drawn moving images. [Wells: A. 2004:88] The Phenakistoscope 1.1 The famous Phenakistoscope was one of Joseph Plateau revolutionary invention that will make a real change in the world of animation, created in 1832 the journey begins here even if this principal was first recognized by the Greek mathematician nuclide and was later experimented by Newton Joseph plateau was the one who further pushed this experiment and developed it. This device was an early form of optical toy that allowed one to see houses or acrobats moves. Luc Sanders, a freelance writer, animator and also a graphic designer with a background in computerized design and animation. He wrote on a website, how the device was made and how using wheel this device was able to create animation. The animation was done by a series of sequence image that was around the circumference of the wheel. This will be translated in nowadays terms as each individual frame used to create a film. Slits are made in the wheel and when this is placed in front a mirror, the device is spun and the animation occurs the picture starts to move. [Picture showman. 2004]Phenakistoscope_3g07690u.jpg The phenakistoscope also known as the phenakistiscope was famous for about only two years as due to this creation this gave great ideas to other invents that will be the future of animation at this time.[Wikipedia 2010] Zoetrope 1.2 Later a derivative of phenakistoscope was the zoetrope. Created around 130 AD by a Chinese inventor ting human and later developed by William George Horner around 1800, who almost received all the credit. zoetrope.jpg It was also called the daedal (ingenious wheel). It only became popular decades later when the French and American marketed it as a toy. Then the American developer, William Lincoln re-named the zoetrope (life turner). Working on the same principals as the fantascope, just that the pictures were drawn on a strip are set around the bottom third of a metal drum, the latter was mounted on a spindle so that it could be spun, and when viewers looked though the slits they could see cartoon strip from a single moving image. [Companion for the apprentice wizard by Oberon Zell- raven heart] Critics of a writer 1.3 Maureen Ruth Furness of president of the society for animation is a writer, animation historian, critic, animation theorist, professor and president of the society for animation studies. [Wikipedia. 2010]. In animation bible she made some analysis about the techniques of stop motion stating that the technique is to be achieved by manipulating objects in from of the camera. Frame by frame.[Furniss:A.2008:232] this book is really a pleasure to read I have received great knowledge from this book as Maureen furnish has been through great detail about the processes, techniques in the creation of animation, and also great examples are also given. The father of animation cartoon 1.4 From the reference to the website, pitureshowman, James Stuart blacktop is known as the father of animated cartoon and born in England Sheffield in 1875. 4064t.gif In 1906 he created the first animated film known as Humorous phases of funny faces, the very first cartoon ever made. The technique he used was stop motion; he drew the faces on a blackboard and filmed it. He then paused the filming and changed the faces and continue his filming repeating the same process to create a moving image. [Mosley. 2010] This technique set a revolution in the 1914th, Windsor McKay a prolific artist, pioneering early animated films far outshone the work of his contemporaries, and also set a standard followed by Walt Disney and others in later decades. By (1867-1934) he invented Gertie the dinosaur one of his best creation ever. [Absolute astronomy. 2010] Van Eatons website discuss how gentile the dinosaur was a little different to humors phases of funny faces, there was a certain interaction between the characters and the animator. For example gentile was instructed to do some tricks like bowing to audience. [Eaton. 2010]gertie_on_tour.gif Furniss theory 1.5 Being inspired by McKay, this technique was further developed and animators experimented with different materials to create 2d stop motion animation.furniss talked about the different types of 2d animation in animation bible [Furniss. 2004] explaining how 2d stop motion animation has many different forms how each technique used is unique. For example to create shadows, sand, salt, pins and cut out bits of paper and many more Medias. From Kuban leviers website, he made a web site on a famous scripter, artist, film director and animator Alexandra korejwo. Graduated from the academy if fine arts in Poznan (Poland), she has been the owner of many distinguished titles and awards. She made animation films in her very own style with the use of colored salt as media.aboutolaglowna.jpgShe then created an animation called Carmen habanera from the same technique and media. She made use of gouache watercolors to change the sands color and the allowed it to dry before to a black colored canvas an d use feathers to manipulate it. [Korejwo-art. 2010] 3D stop motion animation 1.6 Later all these inspiration drew animators to make use of 3d objects to create stop motion animations. From the same book mentioned in the above paragraph, furnish spoke also about 3d stop motion , her description was how 3d stop motion has get quite an advantage in field comparing to 2d stop motion as they were the result of animation such as morph , Wallace and grommet, which were both very popular and famous. In both animations the media use was clay and with the help of this media they made the characters and surroundings as well. makingof.jpg As an example of 3d animation, we can refer to the famous LEGO bricks; this technique is also called the brick film. The animators made use of the bricks of Lego to design an animate a magical world. Later on in 1989, an Australian animator called Lindsay flea that created an animation made from bricks of Lego this film was called the magic portal. This film was sixteen minutes long and took four and a half year complete it .[furniss:A:2008:243,244] More in deep on animation procedures 1.7 According to this book computer graphics multimedia and animation by pakhira, it says there are different types of animation possible, depending on the technique used for depicting animated frame sequences. For example: Cell animation: the most simple and widely used ones. This made use of the onion skinning process, that is animated objects are drawn manually and positioned by using an onionskin- like translucent sheet called a cell. The background is drawn only once and only the moving object is redrawn frame by frame. This concept is implemented as layers on the background. The principal is simple the background is kept fixed and the animated frames (cells) keep changing in between frames. Thus using a different layer for each different object. We also have key frame animation. Key frames are image frames that are designed to identify key positions of the object and mark significant changes and path in the animation sequence. In brief the beginning and ending frames are marked as key frames. This can vary for more complicated film there may be more key frames involved for example in between to introduce an important scene. These help to smoothen the movements of objects over complex trajectory. For linear motion, the frames in between are make using linear interpolation that is also called lerp over the time scale. Now for curvilinear trajectories the technique called spin interpolation is being used. This can be one by the b -spine interpolation, Bezier interpolation or LaGrange interpolation. [Pakhira. 2008:255] The rostrum camera secrets 1.8 Also Jeff golden make reference to the most recognized piece of equipment in the creation of 2d stop motion in his blog. He was talking about the rostrum camera. The rostrum camera is a camera which is pointed downwards, and is parallel to a board (that will be like a stage for the animation). The frames are shots individually while the objects are being manipulated under the camera. A bit similar to when James Stuart blacktop created the famous humorous phases of funny faces. The 3d stop motion process is not different from this one, the same principals are being apply here, however to demonstrate 3d effects and depth of the scene, the camera is positioned to the side of the object. [Golden. 2008] With the fast improvements and evolution of technologies, creating these same effects is now much easier with the help of computers. It gives the same feel like it has been crafted by hand. But does the fact that knowing it has been processed by computers decrease the feel and scenes of magic? Kit laybourne the chief creative officer for the whistle, (a cross media platform concentrating on kids and sports). [wikipedia.2010] says how digital animation uses the same processes as the traditional way but only the tools had changed. He also says how with the help of these new tools the work has become easier to produce. [Laybourne. 1998:65] Why 24 frames per second? 1.9 There one thing that is very important to know while creating an animation, that is the speed that is going to be used, also known as the frames per second. Very often I wondered why 24 frames per second were more commonly to be used by animators. John wyvern had discussed this in a very scientific manner; he said the reason for having 24 frames per second is simply so because the human brains read the images continuously thus giving a feeling that is was only one image that was continuously moving. He also stipulates: Ever since sir Isaac Newton, (1642-1727) scientists had discovered the common effects by the reaction that when the eyes stares a light and then looks away. With this little experiment, the deduction was that the retina retains a bright after-image, which quickly fades out. This is usually known as persistence of vision, this effects or reaction has been use by lots of historians to explain how the eye and brain tend to connect the strings of static images which are projected as a film, that also mentally create the feeling and impression of smooth movement. This information about these changes that are being done in the images are automatically being understood and recognized in a specific area of the brain that is separated from the principal acts of perception. So the result is as long as these images are being played at a speed below the perceptual threshold (film with 24 frames per second) they will be read as continuous by the brain. [Wyvern. 1989:10, 11] The persistence of vision the debate continues. 1.10 This argument and idea of persistence of vision was further explored on the media college website , they agreed with wyverns argument , there was a little controversy saying that these scientists ideas were accused of being false arguments in 1912,as there are no pertaining proof or evidence that this is the way our brain works. This website continues by informing that it is thought that the illusion of continuous motion is caused by unrelated phenomena such as beta movement (the brain assuming movement between two static images when shown in quick succession). [Wavelength Media. 2010] the use of 24 frames per second is also known as, full animation, where each frame is different and is commonly used once, due to accuracy. This is also discussed by furnish in her book called art of motion animation aesthetics. Shes also explored what is called limited animation to get a comparison with full animation. The difference is that it uses less frames and play lot on camera movements to cove r the gap in between the scenes (continuous frames) to form the animation. Furness explains that planning over the art work to create a good flow and sconce of motion if we are reducing the number of drawings. [Furniss: B. 2007:133,134] this would result in less production time also. Two great milestones 1.11 The latter also suggested comparing two different animations to help explain her thesis. She suggested watching Mickey mouse clock cleaners (1937)images.jpg And the birth of astro boy (1963)Astro Boy The Beginning DVD.jpg. The answer was clear after watching these two movies, one could feel as if there were missing parts(frames) in the first film but hereby one could understand the story though and it gives a feeling of heavy busy action that is the scene was too loaded and fast.jules angles, the one who is noted internationally for his great contributions to abstract animation and film,[Tobey cross. 2001] disagrees clearly with furnish thesis saying that there is no such thing as limited animation, only limited talent.. Each style of graphic and each kind of gesture has its own requirements for motion. [Furnish: 2007:136] to conclude both had their own reasons for their thesis. Production chapter 2 Literature review .2 Case analysis of Adam Elliot, cousin 2.1 Adam Elliot also qualified as an independent stop motion animation writer, Clamatorial and director. Born on the 2 of January 1972 in Berwick, with only five films he already participated in about six hundred film festivals and received about one hundred awards. [Wikipedia 2010] His entire great master piece was based on his family member for example, uncle (1996), cousin (1998) and brother (1999) accordingly. This little summary was on a website called Ezine articles. I will concentrate more on cousin, cousin as stated earlier is about Adams cousin, and his childhood friend who had suffered from a cerebral palsy. This tragedy is cruelly ended by some epic scene like liquorices smelling, toe-nail collects, one -armed cricket playing, super -hero costume wearing, and also cake baking and so on This continues when cousins parent was killed in a car crash and he is force to live in a group home  [i]  . [Ezine articles] According to a blog I found, [the animation blog] it says that this film was originally shot in a small storage unit in the outer suburb of moorabin in Melbourne at a facility owned by his father. For this time, Elliot made use of digital equipment called AVID in order to edit the film footage that was shooting on a 16mm film band. The result of his effort made him win his second AFI award for the best Australian animation. . In a biography by Melodrama Pictures, it is stated that, Adams films have connected with audiences through focusing on loneliness and difference with compassion, humor and pathos. [Melodrama Picture: A. 2007]. To define this film, the characters were basically made from from clay, manipulated by hand to produce a different result motion in each frame. This was originally a mute film and people had to rely only by the characters expressions and narration from William McInnis. This was indeed a good decision to allow McInnis to narrate that eventually helped a lot to understand the feeling of the history and the sadness moments as well as funny ones. The color of the film was perfect for this period of animation revolution if i can say, and with so bringing a good feel of the film. The of the color grey as primary and dominant color was excellently chosen as its a tragedy after all. Scott Iains stated concerning this thesis about color used and the narration perfectly matches the sad tales and the beautiful melancholia of William Mc Inness outstanding narration. [scott.2008] I do believe that this classic is the best in its traditional stop motion way. I am sure if this was done using CGI techniques; the feeling of sadness the mood and the traditional magic that non CGI can replace would be gone. I will also add to this, that this film should not be presented as a cartoon as it has a high degree of mature humor and tragedy. Case analysis of Pixars Monsters Inc 2.2 In this part of my dissertation, I will comment on a famous animation created by the use of CGI techniques, this film is known as Monsters Inc. I will also talk about the great Pixar animation studio that eventually created this film. The aim through this comment and analysis section is to be able to critically analyze this work to be able to give an answer to a specific question. That is there a future for stop motion animation? With the arrival of CGI technologies, this will just keep on lowering my cause. Nevertheless lets not get too shacked away. A brief description of this film will also be given. Peter Wisher, professor and also dean at the school of film and digital media, [Amazon.2004] had also written a book titled moving pixels: blockbuster animation, digital art and 3d modeling today. He says that Pixar studio of animation first started in 1986 and they first begin their career by first creating television advertisements. Also some of the most sophisticated software concerning CGI techniques were designs by Pixar, for example CAPS and Render Man. The revolution continues with the help of Pixar for doing the first fully CGI animated film in 1995 called Toy story. Later on this was continued and many CGI films were made including Monsters Inc which was realized in 2001. [Weisher.p 2004:112] Monsters Inc as guessed is based on monsters that have been fooled in to believe that children are dangerous and that in scaring them this may generate electricity out of their screams. There is a scream business that actually goes out in the film; the story main character sullies (Sullivan) and his one eyed friend Mick. They accidentally let a child came in their town, and soon after, they realized that boo (the child) was not dangerous at all. And those children in fact are not dangerous and that in fact laughter generates more electricity than screaming. This film is completely CGI generated. The reason why these characters look so realistic and are detailed. I could see each of their hair on the characters and more realistic when light reflects in the eyes of the characters. As said , there are 2,320,413 computer animated hairs on Sullivan, and Pixars technical team will tell you that animating all that hair and making it look real was no easy task'[ Pixar . 2010] Unlike in cousin it was not a numb film narrated by an author. But this one each character had their own line to say and in their own voice that give and advantage in realism compared to cousin. In doing so, this has allowed small children to understand the story and to enjoy it as well and elders. The excellent artistic job made in Monsters Inc is flawless. The colors, the background, the lightening and the frame work also the character design was done with perfection. Compared to cousin this can be called a movie for children and this will at the same time make the children less afraid of monsters. A very nice film though. Trial and error analysis 2.3 Stop motion test one 2.3.1 This was my very first stop motion realized after the end of my research work. To give a brief, the work is a white board stop motion. This is basically a numb animation with no voice sound etc This was an 11 photo work. A very short work indeed but that made me realizes lots of thing and mistake. Story line. The story is a little story that is a stick figure trying to go through a rail and puts all his effort in . Comments My comment about this work would be that this was a tough work, why, because to animate frame by frame and to draw it with the same lengths and characteristics with all the detail that was merely impossible for me. I was not even being able to create the effect of motion for this little film. The character was drawn the only part that was moving was the shaft that should be used to pull out the platform on which the animation stick figure was to be pulled on. It was really difficult for me to move more than one part in the work. The animation sticked to only one part of the stick figure to move. As to be able to draw the stick figure with his accessories was difficult as if I did so I would be drawing 50 t0 60 stick figure and there accessories. For this trial a normal camera was taken to shoot the small film. And a professional tripod was also used that why the image do not tremble while playing. White board as media. Working with white board as frame work and also media was very very difficult to manage. This media is so tangible its very flexible and though difficult to get straight lines and therefore accuracy in the drawing is very difficult. I had to erase and re do lots of parts many many times thus this was very time consuming. After late trials, I was very irritated and my sense of creativity has all went away. I was not able to draw and create or imagine anything. So I stopped here and animated it just to see the result. Movie maker as software. Windows movie maker is a very interesting software very simple to use and understandable. I firstly imported the photos and drag them to the story board. Then I selected all the photos and add and effect called speed up double . This made the frames become smaller and then the frames were viewed more rapidly. This is how we can achieve the famous concept of 24 frames per second. Unfortunately as i was not able to work with the media too much i only took 11 photos so its difficult to make an animation of 24 frames per second when we have only 11 frames (photo). Thus the animation was very dull and un-lively. There was less feeling of movement and also less graphic. Second stop motion trial 2.3.2 For my second stop motion trial, I will explore the effects of real stop motion. That is to make a person or living thing to be the subject and character of my stop motion film. This is a little trial movie done that is not very professional without even taking into account light , position, distance, proportion nor frames the work properly. Without using a tripod the work was shooting as far as possible. My main emphasis while doing this trial was to be able to make the person go from one place to another with stop motion technique and without any movement with the legs. Story line. The story or rather path, is to succeed in making my character move from 1 place to another and vice versa without any effort seen in the legs and be able to like slide to the other places, that is without giving the viewer any feeling that the person could had walk to go to this place. Comment. This work was executed more rapidly and smoothly than the first trial. Being a trial more emphasis were made on the main theme of creating movement. But the magic only occurs in a second when you mount everything on the software and you press play its then that those 24 frames per second look totally magical. It was a nice trial for me and gives me lots of practice and experience to do my third trial that will be an improvement of the first trial media and the second trial experience and tactics. To return with this trial, I as the cameraman had pretty much difficulty to shoot and maintain a specific frame work. This is surely shown in the film it trembles a lot. This was done purposely so as to see the difference and difficulties while doing that without the tripod. The animation as implemented on the same software windows movie maker. Final project description 2.3.3 Through this dissertation I will at the end design and mount a stop motion animation. The main reason behind is to actually get to know how much I have been reading and understanding the key fundamentals of stop motion animation. And this project will give support to my dissertation. Story. The story is mainly about a fancy world where the characters here are games, billiard balls and normal playing cards. These characters will do series of movement at the same time giving the audience a scene of magic movement. And will follow a specific track to end the video. Software. As my early trials the only software used through the whole project was windows movie maker. This is great software indeed. Difficulties. The difficulties Ive been through were mainly that the software always had bugs and was very slow to respond. For example after I have imported the pictures, I could wait 10 minutes before the program does any effects to the work. Advantages. The software is very easy to use to search commands. Its work space is very large giving much emphasis on the production rather than unnecessary literature. Anyone can after couples of trials generate a video out of images. Also we have been covering this software through our multimedia program at university o f Mauritius. Process. First of all I started with a great disadvantage. I didnt know that we were not able to take the tripod out of the faculty. So I had to shoot the whole final scene without a tripod and with the use my imagination as far as possible I tried to fix the camera on a cue (this a playing stick made of wood used to play pool and billiard) with great difficulty i started the work. Then I situated all my four main shooting frame position and marked them. After that, the background was the pool table itself with green color. And I started by first positioning the balls in the traditional way for playing pool. Then I manage to move little by little the objects that according to the story board needed to move. After what I changed frame position and introduce my second character the playing card deck. From them following his pattern it moved along the pool table and made couple of movements to finally join the billiard balls. After the entire photo was taken I can now move to the final phase that is the mounting phase. Mounting phase. With the help of windows movie maker, I mounted the work. First of all I imported all the photos I have taken about 250 photos was taken. I then reviewed one by one and erase those that was not ok and were out of frame after assuring that everything is ok I click on import pictures. And then after waiting a couple of minutes for the software to load all these photos, I adjusted the time space of each frames (photo) and also the time of transition. After I added the effect speed double that increased the video display allowing each frame supporting this effect move faster. After all these above steps, the title and the end screen were made. Then the video was saved. After I have viewed the small clip. Past production chapter 3 Chart .3 This is the result of my questionnaire presented bellow. The result is clear and straight forward. As you can see there are many people who dont know about stop motion animation, and if they do know they wrongly associate stop motion with other design animation. CONCLUSION 3.1 In this section I will put all the pieces of the puzzle together (research work case analysis) and try to give and answer to the question set in my introduction, does stop motion animation has a future in our new multimedia era? I will start by a personal feeling of this then I will use the research I have found to support my arguments. Personally, I will say that traditional stop motion will never die and there will always a crazy, ambitious animator designer that will surely make an animation that everyone will keep watching. The simple fact that we as mere human with the means of a camera can make a non living object move and do lots of incredible thing, make a clay get a character and convey a message to an audience, that whets the main talents and animator need to have and let me remind all this is done without any digital equipment like CGI. To support my thesis, Adam Elliot stated, à ¢Ã¢â€š ¬Ã‚ ¦audiences love seeing things on the big screen they know are not computer generated. When they see the fingerprints on the plasticize, they know that it hasnt been generated by a computer, and theres something magical about that. Thats why I think the art form is here to stay, and will never go away [Elliot. A 2009]. With the research work I have done for this dissertation, I would say that as man saw this extraordin ary means to control people in certain means. Every ambitious person was after some new amendments and invention to try to bring as much audience as possible for their films and inventions. A great example would be toy story created in 1995 which was only sixteen years ago. But the fact is what will happen in the next sixteen

Guadeloupe History Essay

1-The history of slavery in Martinique Before 1635: Era of French colonial discovery and settlement, with slavery forbidden on French territory. Pierre Belain d’Esnambuc (wiki), a former pirate from Normandy, is dispatched to the Caribbean colonies by the Compagnie des ÃŽles d’Amà ©rique (â€Å"American Island Company†), one of the main shareholders of which was Cardinal de Richelieu (wiki), an original founding father of the French colonial movement.. 1635 : Discovery and settlement of Martinique by d’ Esnambuc. 1639 : The Company begins importing both indentured servants (wiki) (French workers who have voluntarily committed to a 36-month work contract) and slaves purchased on the coast of Africa. Tobacco production is introduced into Martinique and requires little manual labor, which is performed mainly by the â€Å"concessionaire† (a person who has been awarded a land grant as a â€Å"concession† or a sort of homestead) and his indentured servants. At the end of the 36 months, the indentured servants could request their own homesteads (â€Å"concessions†). 1640 : The company, encountering severe financial problems, is forced to sell off the island to Dyel Duparquet, a Norman nobleman, who forms an alliance with the Caribbean Indians, and a royal edict is decreed forbidding their use as slaves, for strategic reasons. During this period, there are very few slaves on Martinican plantations (just a few dozen, approximately). 1645 : A group of Dutch Jewish colonists, driven out of northeastern Brazil by the Portuguese, land on Martinique, bringing with them the knowhow and technology involved in the production of sugar. Sugar-cane begins to replace tobacco as the primary crop in the West Indies and will eventually lead to a period of enormous prosperity in Martinique through the rest of the XVII century. The era of alcohol begins with the first techniques of distillation of juice from the sugar-cane plant , perfected by Pà ¨re Labat (wiki). The first sugar refineries are established in Martinique, with the  start-up capital coming from merchants from the various ports of France and the Paris region. But it soon becomes evident that manual labor from indentured servants alone will not be adequate to stoke the broad development of sugar production, with the result that traders and ship-captains begin to promote the use of slave-labor. It is first the Dutch, then shortly thereafter the French, forming the Sà ©nà ©gal Company, who are to launch the full-scale slave-trade. The Company, earning a royalty from the French Crown (Louis XIV) for every slave brought to Martinique, turns Goree island (wiki), off the Senegalese coast near Dakar, into one of the main focal points of French slave-trading activity, with ships leaving from Le Havre, Nantes (wiki), and la Rochelle, bringing trinketry and other cheap goods to exchange with the slave-traffickers of the â€Å"slave coast† (the part of the African coast stretching from Senegal to what is now Nigeria). 1685 : Colbert, Finance Minister under Louis XIV, drafts a set of rules governing the status of slaves in the colonies, called the â€Å"Code Noir (wiki)†. 1685-1717 : Sugar plantations progressively cover Martinique, which is bought back by the the French Crown. The economics of sugar production require two or three slaves per hectare, with the result that Martinique now has more slaves than free colonists, in turn resulting in twin social problems: one, a general rebelliousness among the slaves in various forms (revolts, poisonings, suicides); and, two, the high male-female ratio in the population, which has to be adjusted to allow for adequate levels of slave-breeding. Thus, the importation of slave women becomes a necessity. The status of all children derives from the status of their mother: a child born of a slave mother and a free father becomes a slave. 1715 : More than 1400 regular slave-trading sailings leave Nantes. 1717 : A revolt, called the â€Å"Gaoulà ©Ã¢â‚¬ , breaks out among white population, against the governor and the intendant, who are deposed by the regent. The port of Nantes gains the legal right to operate the slave trade. 1787-1788 : Martinique becomes a trans-shipping point for arms being sent to the colonial  revolutionaries in North America, for use against the British. Rochambeau (wiki), commander-in-chief of the French royal armies in North America, is sent to Martinique as governor at the outbreak of the American Revolution. 1789-1790 : In response to British threats against the island, Rochambeau mobilizes the militia and recruits slaves into its ranks by promising them their freedom if they behave like proper soldiers. By the Bourbon Restoration of 1818, these freed slaves will have come to be known as â€Å"Rochambeau freedmen†, or, alternatively, â€Å"the de facto free† or â€Å"Savanna freedmen†. Since, during the French Revolution, the export of sugar to France and the importation of food supplies, especially for the slaves, have become exceedingly difficult or impossible in full revolutionary wartime, the slaves in the colonies are forced to plant crops for their own consumption — a practice requiring, and resulting in, a general erosion of the authority of the slavemasters. 1793 : French Revolution continues Under pressure applied by the Society of Friends of Blacks and by humanists like Abbà © Grà ©goire (wiki), the French Convention (revolutionary governing body in mainland France) proclaims the abolition of slavery. But Martinique refuses to recognize the abolition decree (unlike Guadeloupe, which did recognize it because the settlers there , led by Dubucq, were having their attention diverted by the British). January, 1794: The Republican government agrees to a broader enforcement of the law of equality voted in March, 1792, by the Legislative Assembly. The majority of the freedmen of color change sides, while their former allies negotiate the surrender of the island to the British, who, upon the capitulation of March 1794, deport to France the defenders of the Republic. The decree of abolition of slavery voted by the Convention on February 4, 1794, has no effect in Martinique due to the fact that the island belongs to the English at that time. This is in contrast to the situation in Guadeloupe, where slavery has already been abolished during the administration of Victor Hugues, the prefect. But slavery was to be re-established there, eventually, too (on May 19, 1802, under the emperor Napoleon Bonaparte). 1814-1830 : The majority of the white population believe that only a non-egalitarian regime, free of separation of powers and a representative system, will permit the colony to survive. In 1814, during the drafting of the constitutional charter of that year (â€Å"La charte de 1814†), they manage to win inclusion of provisions for the reinstatement of slavery-related Ancien Rà ©gime institutions. Gradually, though, the various governments under the Bourbon Restoration will make huge efforts to get the colonists to accept the new laws forbidding slavery. 1822-1826 : Deteroration of the economic situation due to import duties imposed by the French government upon entry to the mainland, and the beginning of the sugar beet industry, produces various forms and incidents of rebellion among slaves and freedmen alike, who begin to be held suspect of separatist sedition, with some even being accused of including the use of poison as part of their tactical arsenal. In October, a rebellion of the â€Å"half-free† population breaks out in le Carbet. Neither charges of subversion lodged in December, 1823, against an activist of color named Bissette, nor massive deportations in 1824 designed to discourage the burgeoning desire for egalitarian reform, are able to prevent the representative system from reappearing in 1826, in the form of a General Council, elected by only a tiny percentage of the population. However, two years later, an attempt to reform the justice system was to fail completely. 1830-1846 : Sugar loses a third of its value while the improvement of the quality of life of the slaves requires increased government spending. On the homestead, replacement of the hoe by the plough contributes to a lightening of workload. The appearance of the first steam mills, however, brings changes. 1830-1833 : Despite the freed slaves’ newly-won eligibility for any job or profession or position, and the right to vote and hold office, and despite the emergence of a state primary-education system, social progress still remains modest. In Dec., 1833, during the lead-up to the election of a colonial council to replace the General Council which causes some social unrest, in the parish  of Grand’Anse (today Le Lorrain) the planters reject the appointment of a colored officer of militia, and a revolt ensues in the town of Marigot, precipitating the complete dissolution of the royal militia. The improvement of the freed slaves’ lot brings a spike in the birth-rate which compensates for the loss of black population due to cessation of the slave trade. This partially counteracts the efforts of the State, which, in the wake of the freeing of 26,000 slaves, is really able to help only the de facto freed slaves, persons freed in fact but whose freedom is not officially recognized by the law or the administrative bureaucracy. 1845 : The first sugar-cane mill (â€Å"usine†), belonging to one John Thorp, is built, resulting in a shift in power relations by limiting the function of the surrounding plantation (wiki) to that of mere suppliers. On the other hand, the plantations no longer require nighttime labor, and their revenues increase. But the need for manual labor in the mill, which will be readily available to the company only under the social conditions necessary for each person to have the right to offer his labor freely, contributes to social acceptance of the replacement of slave-labor by paid labor. 1848 : In February, the revolution in mainland France is greeted with relief. A decree of emancipation is signed in Paris on April 27, but it will finally only become publicly announced on June 3. In April, the March 4 decree which has created the Emancipation Committee has the population buzzing about official (as opposed to de facto) emancipation â€Å"because no French territory should have the right to hold slaves any longer†. Instead of trying to recapture the marrons (wiki), the slaveholders start to drive the strongest of their leaders off the plantations. Strikers at work places begin to demand housing, surrounding property, and wages, as the perquisites of freedom. Victor Schoelcher(wiki), Secretary of State for the navy and the colonies, is a very important figure of this period: he is the sworn enemy of Bissette, who has refused to appoint him to the Emancipation Committee. His political allies mobilize to gain redress for this injustice, and rioting breaks out. May 22, 1848: While capitalists clamor for immediate emancipation, the abolitionists, who  have been awaiting the arrival of the colored, technocratically-educated Franà §ois Auguste Perrinon(wiki), decide to take things back into their own hands. The local decision on abolition of May 23 provides the occasion for the Martinican population to proclaim proudly that they have taken over their own affairs at this dramatic moment in their history. The riots of May 22 have forced a de facto proclamation of emancipation eleven days before the arrival of the official decree. The blacks break and throw off their chains (â€Å"Nà ¨g pà ©tà © chenn†). 2- Guadeloupe: Columbus is credited with discovering the pineapple on the island of Guadeloupe in 1493, although the fruit had long been grown in South America. He called it pià ±a de Indias, meaning â€Å"pine of the Indians.†[2] During the 17th century, the Caribs fought against the Spanish settlers and repelled them. After successful settlement on the island of St. Christophe (St. Kitts), the French Company of the American Islands delegated Charles Lienard (Lià ©nard de L’Olive) and Jean Duplessis Ossonville, Lord of Ossonville to colonize one or any of the region’s islands, Guadeloupe, Martinique, or Dominica. Due to Martinique’s inhospitable nature, the duo resolved to settle in Guadeloupe in 1635, took possession of the island, and wiped out many of the Carib Amerindians. It was annexed to the kingdom of France in 1674. Over the next century, the British seized the island several times. The economy benefited from the lucrative sugar trade, which commenced during the closing decades of the seventeenth century. One indication of Guadeloupe’s prosperity at this time is that in the Treaty of Paris (1763), France, again defeated in war, agreed to abandon its territorial claims in Canada if the British returned Guadeloupe, which they had captured in the British Invasion of Guadeloupe (1759). In 1790, following the outbreak of the French Revolution, the monarchists of Guadeloupe refused to obey the new laws of equal rights for the free people of color and attempted to declare independence. The ensuing conflict with the republicans, who were faithful to revolutinoary France, caused a fire to break out in Pointe-à  -Pitre that devastated a third of the town. The monarchists ultimately overcame the republicans and declared independence in 1791. The monarchists then refused to receive the new governor that Paris had appointed in 1792. In 1793, a  slave rebellion broke out, which made the upper classes turn to the British and ask them to occupy the island. In an effort to take advantage of the chaos ensuing from the French Revolution, Britain seized Guadeloupe in 1794, holding control from 21 April until December 1794, when Victor Hugues obliged the English general to surrender.[3] Hugues succeeded in freeing the slaves, who then turned on the slave owners who controlled the sugar plantations. In 1802, Napoleon Bonaparte issued the Law of 20 May 1802. It restored slavery to all of the colonies captured by the British during the French Revolutionary Wars, but did not apply to certain French overseas possessions such as Guadeloupe, Guyane, and Saint-Domingue. Napoleon sent an expeditionary force to recapture the island from the rebellious slaves. Louis Delgrà ¨s and a group of revolutionary soldiers killed themselves on the slopes of the Matouba volcano when it became obvious that the invading troops would take control of the island. The occupation force killed approximately 10,000 Guadeloupeans. On 4 February 1810 the British once again seized the island and continued to occupy it until 1816. By the Anglo-Swedish alliance of 3 March 1813, it was ceded to Sweden for a brief period of 15 months. However, the British administration continued in place and British governors continued to govern the island.[4] In the Treaty of Paris of 1814, Sweden ceded Guadeloupe once more to France. An ensuing settlement between Sweden and the British gave rise to the Guadeloupe Fund. The Treaty of Vienna in 1815 definitively acknowledged French control of Guadeloupe. Slavery was abolished on the island on 28 May 1848 at the initiative of Victor Schoelcher. Following the signing of the Whitehall Accord by (representing Guadeloupe), a British task force successfully invaded the island in April 1794. The planters and other Royalists had signed the Whitehall Accord with the British and colluded with France’s rival as a way of rejecting revolutionary events, particularly the abolition of slavery. When Hugues disembarked on 21 May 1794, he had a small force of 1,150 soldiers. He immediately declared an end to slavery and so rallied the slaves and gens de couleur. Within five days he took the capital, Pointe-à  -Pitre. Hugues was able to retake the island by 6 October 1794, when he obliged the English general to surrender in his camp of Barville with his whole force, in which were comprised 800 French emigres and 900 soldiers of African descent. *Vitor Hugues Even though he abolished chattel slavery, he still maintained a system of unpaid obligatory work. He reorganised the army, recruiting a large number of African former slaves, until his armed force amounted to around 10,000 men. Soldiers of both African and European descent were integrated imnto the same units with no racial distinctions. He ruled for four years before being recalled to France and was replaced by General Edme Desfourneaux. During that time, he purged the island of counter-revolutionaries, using a guillotine brought from France, and also worked to create a viable post-slavery regime, in which the island’s farms and plantations still functioned. Hugues is perhaps best known for authorizing privateers to attack shipping through the Caribbean, which brought great wealth to the island but also was part of the tensions between France and the United States (known as the Quasi-War in American history). With an army composed of White, Mulatto and ex-slave soldiers, Hugu es worked to export the revolution to neighboring islands, including Dominica, Saint-Martin, la Grenade, Saint-Vincent and Saint Lucia. *Louis Delgrà ¨s Louis Delgrà ¨s (177 66 – 1802) was a mulatto leader of the movement in Guadeloupe resisting reoccupation (and thus the reinstitution of slavery) by Napoleonic France in 1802.[1] Delgrà ¨s was born free in Saint-Pierre, Martinique.[2] An experienced military officer who had a long background fighting Great Britain in the many wars that country had with Revolutionary France, Delgrà ¨s took over the resistance movement from Magloire Pà ©lage after it became evident that Pà ©lage was loyal to Napoleon. Delgrà ¨s believed that the â€Å"tyrant† Napoleon had betrayed both the ideals of the Republic and the interests of France’s colored citizens, and intended to fight to the death. The French army led by Richepance drove Delgrà ¨s into Fort Saint Charles, which was held by the slaves. After realizing that they could not overcome the French forces and refusing to surrender, Delgrà ¨s left with 400 men and some women. At the battle of Matouba on May 28, 1802, Delgrà ¨s and his followers ignited their gunpowder stores, committing suicide in the process, in an attempt to kill as many of the French troops as possible.[3] *Victor Schoelcher Victor Schoelcher (1804-1893) was born in Paris in 1804 into a family of porcelain manufacturers, originally from Alsace. Sent to the Americas in 1829-30 by the family’s commercial house, he visited Mexico, Cuba, and the southern United States. That voyage occasioned several studies of American slave society which appeared in the Revue de Paris (â€Å"Letters from Mexico†, â€Å"The Blacks†). This began a long career as an abolitionist writer. A series of articles followed between 1833 and 1847: De esclavage des noirs et de la là ©gislation coloniale (1833), Abolition de l’à ©sclavage: examen critique du prà ©jugà © contre la couleur des Africains et des sang-mà ªlà ©s (1840), Des colonies franà §aises: Abolition immà ©diate de l’esclavage (1842), Colonies à ©trangà ¨res et Haà ¯ti: rà ©sultats de l’à ©mancipation anglaise (1842-43), Histoire de l’esclavage pendant des deux dernià ¨res annà ©es (1847). His writings betwe en 1841 and 1848 were esspecially consecrated to descriptions of the advantages from the abolition of slavery, drawn from a long comparative analysis of the results of emancipation in the British colonies (1834-38), the often pointed and precise denunciation of the â€Å"anti-social enormities of colonists†, and the elaboration of a project of social, economic, and political reorganization of the colonies after the juridical suppression of the slavery system. Advocating the rationalization of sugar production by the construction of large central factories, establishment of credit agencies in the colonies, a movement of concentration of land parallel with the constitution of a category of part-time agricultural workers, Schoelcher recommend finally a recourse to immigration of European farmers to the colonies. Engaged since his youth in the republican movement, a free mason, member of the society â€Å"Aide-toi, le ciel t’aidera†, Schoelcher was a regular contributor to La Rà ©forme. The first European abolitionist to visit Hati after independence, he alone recognized and markedly influenced all three phases of the abolitionist process in the French Caribbean colonies: the pre-abolitionist period, the juridical abolition, and long post-slavery period. His actions in 1848 as under Secretary of State for colonies in the Provisional Government–named by Franà §ois Aragoto this function–, his presidency of the commission for the abolition of slavery and the preparation, under his direction of the French decree abolishing slavery of April 27, 1848–which made slaves â€Å"newly freed† and â€Å"new  citizens†Ã¢â‚¬â€œgave birth to a republican political movement in Guadeloupe and Martinique, â€Å"Schoelcherism†. The â€Å"Schoelcherist† tendency, especially strong in Guadeloupe, received a majority of votes in legislative elections between 1848 and 1850 and after 1871. Closely tied to local free masons, the Schloecherist current sustained the appearance of a republican press in the French colonies during 1849. Schoelcher was the foremost French specialist on the Caribbean in general and on colonial questions in the 19th century. Exceptionally well informed by his political functions and by his membership on all the commissions which the Ministry of Marine and Colonies formed between 1848 and 1851 and after 1871, he fashioned a network of correspondents throughout the entire Caribbean, Great Britain, and the United States. In the National Assembly, Schoelcher sat on the extreme left. In 1849 he wrote his electors in La Và ©rità © aux ouvriers et aux cultivateurs de la Martinique, â€Å"Above all one is never pardoned for being called a ‘montagnard,’ a socialist. . . . [That is not] because I am one but rather I was a socialist that they so label me.† Schoelcher analyzed no less minutely the political effervescence experienced in the French Caribbean colonies. He published notably Le procà ¨s de Marie-Galante in 1850. Schoelcher and â€Å"schloelcherism† created in 1848 a myth, the myth of slavery, savior of the colonial population bound in servitude, defender of civil rights which recognized the decree of abolition of 1848. The myth of colonial assimilation, the principle of the inheritance of 1789, European colonists and colonial administrators have judged dangerously â€Å"revolutionary† since that period. The carrier of profound contradictions, the myth has been narrowly associated with the ambiguities of the French republican movement’s attitude toward colonial questions.

Jp Morgan Chase and Company

In 2002, JP Morgan signed a seven-year outsourcing arrangement with IBM, worth 5 billion dollars. This deal included data centres, help desks, distributed computing, and data and voice networks. JP Morgan viewed this agreement with IBM as a competitive advantage that would serve as a platform for efficient growth and innovation. It was an attempt to further enhance the performance of the company, while reducing their costs. However, two years later, JP Morgan announced the premature ending of their contract. JP Morgan ended the outsourcing deal with IBM, claiming that it caused technological stagnation in their operations.Apparently, IBM refused to take on tasks without additional charge, particularly necessary improvements to the system. This structure lengthened certain procedures, and as result, projects sat idle and processes were stalled. Another reason behind the deal cancellation was internal organizational changes. JP Morgan merged with Bank One, which has cancelled a similar deal with IBM a few years earlier. With the combined resources and technology of the banks, management reassessed its capability of managing its core information systems, and realized that the IBM deal was no longer necessary.JP Morgan Chase and Co. wanted to leverage on the assets it acquired from Bank One, including a $500 million investment in data centers. Also, ending the deal would mean saving the margins paid on hardware and software purchased through IBM, as the size of the newly merged bank would enable it to negotiate better bargains with suppliers – JP Morgan Chase and Co. , after that time, emerged as the second largest financial conglomerate next to Citigroup. Analysts believed that the primary catalyst for the back sourcing was the change in leadership.Many of the key officers of Bank One took over JP Morgan Chase and Co. by holding the same positions that they had in the former. Some of these were CEO James Dimon and CIO Adam Austin. As emphasized by Austin, t he new management wanted to have greater involvement in every aspect of their business, and IT is an important part of it. In fact, Dimon, being in the industry for years, had made a reputation of investing in internal strategies, which explains why experts were not really surprised by the premature death of the IBM contract. ANALYSIS AND CRITIQUEGiven the different scenarios that happened, it is necessary to focus on the impact of the outsourcing and backsourcing deals of the company, and deducing which arrangement is better for the company. The Impact of Outsourcing JP Morgan Chase’s contract with IBM is said to be one of the largest outsourcing deal on record. However, this 5 billion-worth of contract was only in its second year when JP Morgan opted to end its supposed-to-be-7-years relationship with IBM. Apparently, the outsourcing deal hugely affected the operations of the company.First of all, outsourcing had a negative impact on the effectiveness on some key processes of the bank. Things that used to get done no longer got done. In just a short span of time, instead of improving the company’s productivity, the outsourcing deal had caused so much delay. Among the projects not getting done were server migrations, data center upgrades, and network patches. Corollary to that, even in office supply procurement, there were also delays. It even reached the point where project managers had to go and buy their own reams of paper.Secondly, there were vague contract details in the agreement between JP Morgan and IBM. As a result, whenever there is a need to make improvements and updates, IBM had to charge extra fees to the bank. Thus, every additional improvement in the system entailed additional costs. Because of the bank’s resistance to pay for extra but often necessary improvements, JP Morgan’s innovation and efficiency in its information technology was compromised. Thirdly, to implement the outsourcing deal, JP Morgan had to lay off 4000 employees, which lead to a drop in employee morale.With the loss of job security, employees lost their trust in management. Employees refused to commit to any project, and started to slack off. As a result, a lot of work were not getting done, which led to a decrease in the productivity of the company. The Impact of Backsourcing In the light of the shortcomings of the outsourcing deal and the implications of the merger with Bank One, JP Morgan opted to backsource. Bringing their IT back in-house also had huge effects in the company. Firstly, employee morale remained low. Many were resentful that the reasons why management outsourced- i. e. o gain competitive advantage, to improve efficiency, and to accelerate innovation- were also the reasons why they backsourced. As a result, they lost trust in the honesty and soundness of management’s judgment. Job security was still an issue, as more layoffs occurred, not only because of the backsourcing arrangement, but also because of the merger of the two banks. Some employees reapplied for their jobs, but were paid with less than 20% of their original salaries. With such a low morale, productivity in the company dropped, employees were reluctant to commit to projects, and more work piled up.Secondly, the company spent twice the cost of reorganization: that is, they had a huge capital outlay to support an outsourcing deal, then incurred another set of expenditures to reverse those actions and set up a backsourced environment. Outsourcing costs incurred by JP Morgan are mainly due to the huge consultation fees for process reengineering. They also invested in counselling and retention bonuses to retain the employees through the transition period. As JP Morgan backsourced IT, they incurred huge losses for prematurely ending the contract.Moreover, the changes made in outsourcing were done all over again in reverse. With that, they had to spend twice for the costs of reorganization. They had to re establish all t heir systems, staffs, operating procedures, organizational structure, and corporate strategies. Fortunately, JP Morgan was able to capitalize on the $1 billion investment of BankOne in its own information system. Finally, in moving from an outsourcing deal to a backsourced environment, JP Morgan had to deal with organizational disruption. Management had to reengineer their processes and make huge readjustments in their systems and operations.Organizational responsibilities were redefined, and management completely reversed how things were done. Outsourcing Vs Backsourcing When JP Morgan prematurely ended their contract with IBM, the CEO said, â€Å"We believe managing our own technology infrastructure is best for the long-term growth and success of our company, as well as our shareholders. Our new capabilities will give us competitive advantages, accelerate innovation, and enable us to become more streamlined and efficient. † However, these were the same reasons that manageme nt gave when they entered the outsourcing deal.So the question is: which would provide greater benefits for the company – outsourced operations, or a backsourced environment? The main reason why companies outsource is to be able to focus on their core activities. Many businesses have generic functions such as phone reception and customer service. When these generic functions are outsourced, companies may focus on their key processes. Outsourcing would also lead to efficiency and cost savings, as overhead expenditure are reduced. Outsourcing can also provide operational control as poorly managed functions are provided by companies like IBM who are better in these areas.However, according to the studies of Deloitte Consulting, 70 percent of companies that outsource report significant negative experiences with their outsourcing projects. Apparently, outsourcing has a number of limitations and weaknesses. The most common issue is the loss of control when the management of certain functions is turned over to another company. The outsourcing company may lose the ability to adapt to a rapidly changing environment. Additionally, the quality of the service provided may not meet expectations, because the service provider is not driven by the same standards as its outsourcer.Service providers simply aim to meet the conditions of the contract, and not necessarily strive to provide the needs of the outsourcing company. Consequently, outsourcers incur more costs as they modify the terms of the contract, or as they settle for an inadequate system. With the said problems of outsourcing, companies may resort to backsourcing their operations. Nonetheless, in the aforementioned study by Deloitte Consulting, only 25 percent of the companies that had problems with outsourcing brought IT back in-house.The difficulty in backsourcing can be traced to the high costs of reorganization and the organizational disruption during the transition period. However there are a numerous be nefits of having an in-house system. Firstly, management would have complete control in their operations. This leads to greater flexibility, since changes in operations could be implemented more easily. Secondly, management could also control the quality of the operational functions of the company, by setting their standards of performance in their workforce.Finally, they would be able to avoid the need for ongoing renegotiations and the high recurring costs of modifications. The decision whether to outsource or insource should mainly depend on the processes of a company. Organizations may outsource processes that do not fall under their main competencies, or non-core processes that consumes much of their resources. This would save them time, effort, and manpower, while enabling management to focus on the company’s strengths and core operations. On the other hand, it may be more advantageous to insource specialized processes that are impractical to outsource like Research and Development.Moreover, as in the case of JP Morgan, it is better to insource because the company can actually provide better services at lower costs in-house, with the facilities of the acquired bank – Bank One – readily available for JP Morgan’s use. PHILIPPINE SETTING A similar case in the Philippines is the agreement between Government Service Insurance System (GSIS) and International Business Machines (IBM). In 2004, GSIS began migrating to a new computerized system, with an IBM DB2 software designed to manage all data pertaining to members’ and pensioners accounts.GSIS claimed that it spent around P40 million for the DB2 software and IBM P-series servers. Unfortunately, in March and April 2009, the database software encountered a problem with the pension firm’s Integrated Loans, Membership, Acquired Assets and Accounts Management System (ILMAAAMS). The ILMAAAMS, which ran on IBM’s DB2 database software, reportedly crashed because of the vast amount of transactions made by GSIS members, composed of about 1. 5 million government employees and 200,000 pensioners. This translates to about 3 million records on file coming from 8,000 agencies nationwide, simultaneously.According to GSIS, about 90% of its operations were adversely affected by the crash, which resulted to approximately Php5 billion in actual damages. The company blamed IBM for the disruptions, accusing the latter of supplying defective database software. GSIS filed a Php100 million legal case against IBM Philippines, who in turn filed a Php200 million libel suit against the GSIS for its series of negative advertisements against them, both in print and broadcast media. In November 2009, GSIS started migrating to the HP – Oracle System and was able to complete the process in just six weeks.At present, the legal war between GSIS and IBM continues. Recommendations: Outsourcing is a double edge sword. It could either benefit a company or it can also cos t that company a lot. Thus, many things need to be considered in choosing between outsourcing and the more traditional in-sourcing. Therefore, the situation of JP Morgan Chase and Co. could have gone on a better way if they just prepared and improved on certain aspects as follows: The negotiations with IBM should have contained certain terms which could possibly mitigate the risks involved in their contract.First, the contract negotiations should have had clarified the terms and limitations of both parties. Having clearer terms and limitations will help both parties adjust to different situations and formulate the right solutions to the problems that may arise. There should also be better preparation, a set plan of action and a ready exit strategy. Also, JP Morgan Chase and Co. should have asked for flexibility in the technology, the outsourcing partner uses. They should have specified that the process or technology should fit or, at the very least, work hand in hand with the busine ss’s existing processes.There should also be a stipulation regarding review points to allow the relationship to change or end. JP Morgan Chase and Co. should consider that contracts have shared elements of both risk and reward. Greater risks entail more rewards precisely why JP Morgan should strike a balance between these two. It should perform different analysis tools in order to weigh alternatives more accurately. This, in turn, will help the company decide what projects to perform and which deals to enter. For example in the case of JP Morgan, short-term outsourcing contracts benefit the company better than long-term contracts.In some cases, it could be a good mix of short-term and long-term contracts as determined by the nature of the contract that will provide the best rewards for the company. Essentially, it is a matter of being able to correctly judge and weigh alternatives that will yield the best results. ———————â€⠀Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- Finally, the company should learn how to value its most important asset, the people. It should have been more honest and open with the employees about matters affecting the situation and condition of the company.Being the most important asset of the company, human capital or employees should have been more involved in instances like this. As a summary, the following are the key points to be remembered from the JP Morgan and Chase experience: 1. For financial intermediaries in particular, outsourcing is not recommended. Outsourcing was a trend for many industries, especially in late 80’s until the early 90’s. This provides organizations the chance to concentrate on their core competencies by having their IT functions off shored.Much of the stories with regard to this business trend were written on the earlier years of the deal, stories on the implementation years however, remain scarce. A company has to consider how it will ultimately affect its operations before jumping in the outsourcing bandwagon. Financial intermediaries in particular would be better off without outsourcing as the latter adversely affects performance of the company, particularly its capability to innovate and be efficient which takes a toll on the totality of the organization’s performance. 2.Backsourcing is not for everyone. In a company where the latest data are the most crucial, it is recommended for them to keep their IT functions in house, especially in the case of JPMC where they had all necessary infrastructures ready for their IT functions. Departmental functions once outsource will incur twice the expenses if brought back once again to the company. Backsourcing is not a one size fits all solution rather it depends on the company’s available resources that determines its capability to bring in the IT functions again. 3. Negotiate shorter dealsShorter deals promote flexibility which proves to be the most important factor missing in the JPMC situation. Albeit more expensive, this provides companies less expensive solutions and exit strategies in case deals go awry. 4. Always remember the value of employees The outsourcing and insourcing juggle brought down the morale of many of the employees. What the company failed to see was the fact that this constituted much of the intangible costs incurred. 5. Remember to weigh alternatives carefully. Organizations often overlook or ignore the relationship between cost and quality of service.The relationship is a simple one. If you want to differentiate your IT service, provide the highest quality service and the highest quality products, it generally costs more. If the decision is IT costs too much, it is relatively straightforward to reduce IT costs, but commensurately you also reduce service. † (Hirschiem, 1998) Higher expectations, particularly in IT lead to higher costs. More than just following the current trends in t he industry, determining what to do with departmental functions involve planning and weighing alternatives carefully.