Were the Great Powers ready for war in 1914?

To be prepared for war the Great Powers would require an extraordinary military, both in armed force and naval force, incredible horticulture and they would likewise should be monetarily fit for supporting the costs brought about by the war. Further more the Powers should be monetarily effective countries and have great foundation to empower them to create fundamental weapons to battle the war. The legislative issues of the country and the lesson of its kin ought to likewise be considered when entering the Great War. Being prepared for war includes an enormous zenith of various angles. The nation's military is a significant perspective to consider. The military of the country is a basic angle since a military includes a lasting, proficient power of officers or guerrillas prepared solely with the end goal of fighting. The size of the military relies upon the quantity of men, the mounted force and the big guns the country have. As a rule, the bigger the military the more possibility there is of winning the fight against the different nation(s) since more men and equivalents more force or power. Anyway the inspiration and the assurance of the military likewise has a significant influence in the conceivable result. Another significant factor in choosing if the Powers were prepared for war is their horticulture. In the event that the countries outer food sources from outside nations were obstructed the nation would starve except if the agribusiness is sufficiently adequate to take care of its kin. To be prepared for war the nation ought to have the capacity to get by for a period during the war by developing its own food. Anyway the Powers ought to have land accessible to develop the food. Cash additionally has a huge influence in choosing whether the Powers are prepared for war. To be prepared, the Powers ought to be monetarily proficient to help their country and its kin. Likewise the expense of the war ought not prompt country insolvency. Preceding 1914, Wilhelm the second dismissed Bismarck's cautious international strategy and under went a time of military extension both in armed force and naval force. The military extension can be appear as Germany being ‘warlike and forceful' anyway an extraordinary military is should have been prepared of war. In 1906 the French armed force was a more modern armed force than the Germans in spite of the way that Germany had 10,000 additional men. This didn't go unnoticed and by 1914 Germany's military was evaluated to around 2 million. Germany accepted that the naval force additionally has a significant influence and Tirpitz, the leader of the German naval force, accepted that Germany couldn't be viewed as a politically influential nation without a solid naval force. He needed to make his naval force 66% the size of Britain's with the goal that he could challenge them. This likewise shows Germany being war like and forceful. By 1906, he had 18 war vessels (five star), 13 war ships (different class), 6 cruisers (top of the line), 24 cruisers (different class), 103 destroyers, subs mtb's and 35,500 officials and men. Having a better armed force isn't sufficient than be prepared for war, the warriors ought to be inspired and resolved to battle. To improve trooper and resident confidence the German armed force was depicted as: ‘There was nothing of the sort as the German armed force but instead the 4 multitudes of Prussia, Bavaria, Saxony and Wurttemberg'1. This announcement helped the trooper's certainty since its gave an influence that Germany had a giant armed force. The sheer size of the German armed force suggests Germany was in certainty prepared for war in the military angle. The military viewpoint, in spite of being a basic piece of being prepared for war, isn't sufficient. The business of the country additionally has a significant influence. By 1914 Germany was one of the most financially effective countries in, Europe as well as the world. In 1909 there were 4579 business organizations in Germany with a joined capital of 15,860 million imprints and with yearly profits of c. 1 billion imprints. ‘In the initial two many years of the Empire, Germany had been changed from a principally agrarian to a prevalently modern state' 2. Additionally Germany's high and continued pace of modern development was the predominant aspect of the European financial scene. It was more persevering than that of either France or Britain, and was matched uniquely by that of Russia and, outside Europe, by the USA.3 Also in the new ventures of synthetic concoctions and electrics, German industry drove the way.4 The blasting German industry prepares Germany for war in the mec hanical angle too. Agronomically, Germany was fantastic. By 1914 German farming, as far as yield per hectare, was the most gainful in the world.5 In 1912, Germany was creating 2,260 kg/hectare of wheat and 15,030 kg/hectare of potatoes. Their horticultural predominance shows that Germany would have the ability to get by for a period during a war by developing its own food since it had the most profitable farming area on the planet. Germany's flourishing farming prepares the country for war in a horticultural angle. Be that as it may, regardless of the proceeded with mechanical development, German culture seemed to have gotten progressively broken during the period. There was an a lot more noteworthy uniqueness between the upper and common laborers. The legislative issues of the country and the lesson of the individuals ought to likewise be sound if the country is viewed as totally prepared to battle a war. In spite of being unrivaled from a military perspective, an industry sense and farming sense, Ger many was not extraordinary from a political perspective. From 1870-1914, Britain was the main force to be reckoned with; its position was continued by the regal naval force. The British naval force was bigger than some other powers however it was broadly circulated all through the realm in little gatherings. England required a solid naval force since the country depended vigorously on imports and its requirement for a market implied that free ocean entry was significant. Anyway Britain's military was not as solid as their naval force. The military was spread all through the domain in safeguard and has been generally effective. Anyway the military was exceptionally little just prepared in battling little simple wars. A little armed force doesn't mean it is anything but a solid armed force. The British armed force was little not normal for the other bigger European armed forces however it was proficient and all around prepared. The good and the assurance of the military to succeed is likewise significant in winning wars not simply the size. The military was spellbound by class and little arriving at an entirety of 733,514, which was small contrasted with the measures of the European opponents. The BEF was the military Britain had accessible for the conceivable episode of war. The BEF was little with 1 lasting Corp, 1 Calvary division, 6 infantry divisions (20,000) anyway most was spread all through realm with over portion of the BEF at home being reservists which would be the military informally sent to France on the western wing of the military in case of the episode of the war. Since Britain's military needed size its capacity of fortification was constrained. In any case, in 1914 there was parliament endorsement to expand the military by 500, 000 men. This statement sums up the British armed force well: The British armed force was truly minimal in excess of a provincial police power prepared and prepared to battle little wars against second rate opposition.6 The British were not as solid as the German's in a militari ly and this proposes they were not prepared for war in military angle. Austria's military was very little better that the Britain's one. Contrasted and the German armed force the size of the military was very little. The size was the issue as well as language was another significant one. At the point when the flare-up of war showed up there were 2.25 million men that were immobilized for Austro-Hungary and they were prepared for around a month prior to they were sent. There were numerous dialects talked in the military so they needed to attempt to ensure a similar language served together. More often than not various nationalities needed to blend however and the officials were fundamentally Hungarian or German speaking Austrians with the enrolled from the Slavic populace. This implied numerous Slavic men must be shown an alternate language. In 1914 Austria had 40,000 troopers and Hungary had 30,000. There was additionally the Imperial and Royal Army that was drawn from all pieces of the Empire. The 350,000 men in this military gave their faithfulness di rect to Emperor Franz Josef.7 In eighth April 1904 the Anglo-French Entente was fulfilled after long periods of exchange with a total settlement of all remarkable provincial contrasts. This made the way for Anglo-French military discussions, which proceeded up to the episode of war in August 1914. In seventeenth January 1906, Anglo-French military discussions about participation in case of an European war started at the Algeciras Conference. France was not set up for war just as the other incredible Powers. This was on the grounds that France had no war point in the development to the First World War and along these lines they didn't want to plan for war a lot. Anyway they made a crucial arrangement in the political part of preparing for war. France made a solid partnership with Russia. This implied if France needed to do battle with Germany, Germany would be constrained into war on two fronts. France's legislature being not sorted out caused the absence of enthusiasm of beginning the war. France anyway was a rich nation and they were monetarily equipped for beginning a war yet anyway its official influence was powerless contrasted with Britain and Germany. They likewise had visit changes of government, which can cause conflict with the countries arrangements. France was not in a decent circumstance to enter a war and their negligible planning shows their naivety. It is proposed that France had no aim of entering World War One, and they were truly constrained into it. The Russian armed force was the biggest in Europe, yet notwithstanding having numerous men, they were not monetarily fit for paying the officers so the Russian government could just call up a small amount of those qualified every year to serve in the military. The Russian armed force was degenerate and under prepared. The military was in reverse, shy of current hardware and officials were delegated on the ground of family c

STRATEGIC LEADERSHIP BY EXECUTIVES Case Study Example | Topics and Well Written Essays - 500 words

Vital LEADERSHIP BY EXECUTIVES - Case Study Example This includes transforming system into required results and practices, passing on these objectives, assessing progress, giving criticism, and engaging the workforce (Ashby and Miles, 2002) through execution driven motivating forces and punishments. Studies show that few associations stay subject to ordinary execution determinants. Traditional apparatuses of execution determinants expected for the economy of the mechanical period, which puts accentuation on physical resources and money related procedures, are presently unequipped for adapting to the dynamic business condition (Ashby and Miles, 2002). Thus, there is a development away from regular thoughts in order to address the multifaceted nature and ever-changing business condition. As per Hagen and associates (1998), a portion of the difficulties CEOs face today corresponding to execution determinants are extraordinary desires from partners, requests from and danger of worldwide and nearby contenders, appropriation of complex creation innovation, and requests for premium and reliable items/administrations from customers. Meanwhile, hierarchical execution can likewise be compromised by sub-units inside an association settling on choices which are inconsistent. An association structure, which can be either decentralized or concentrated, has impressive impact fair and square of non-budgetary and monetary techniques to be coordinated into the presentation estimation process (Ncube and Washburn, 2006). Typically one issue standing up to an association is that diverse sub-units are partaking in the general procedure of dynamic. Beyond reconciliation choices can have differing ramifications for each sub-unit. Gaining agreement from all partners is a steady issue. At the point when a firm’s general methodology depends on the choices of all its sub-units, as expressed by Bass (2007), firm-wide help is required. Enormous scope vital arranging and evaluation is basic. This arranging needs to concentrate on the

Uniqueness Of Emily Dickinson Poetry - Free Essay Example

People put limitations on their lives; what is truly tangible, may not seem the slightest possible to reach because of the inability for one to break away from the thoughts of society surrounding them. Emily Dickinson, and poet to nearly 1800 poems, beautifully created poems that connect with those who read her poems. Emily Dickinson is such a well known poet for the uniqueness of her poetry, and how she was able to fit so many different meanings with the use of a smaller amount of words. Emily Dickinsons Because I Could not Stop for Death and Hope is the Thing With Feathers are two poems that hold lots of meaning, connecting with the authors life and her views on various subjects. The creation of these incredible poems by Emily Dickinson started in the early years of her life all the way until the end, and even after her death when they were published. Growing up, Emily Dickinson was very intelligent and showed it through her schooling and particularly her creation of writings at a young age (Pettinger). As for Dickinsons religious beliefs, which held a major part in her poetry, she did not grow up in a family that was heavily religious and so she for the most part excluded heslelf from religion and conventional religious beliefs (Poetry Foundation). In the later years of Emily Dickinsons life, she absented herself from a public life and became sucluded and isolated (Biography.com). There are many different thoughts on why Dickinson isolated herself, such as depression or anxiety, but during this period of isolation she wrote the majority of her poems. Emily Dickinsons poems show her separation from religion, through the uncertanties in many of her poems (Pell inger), as well as her thoughts on the reality of life shown in the tones, themes, and form of her poems. Death should not be feared, but rather accepted. In the poem, Because I Could not Stop for Death the author, Emily Dickinson utilizes diction to insinuate the speakers tone of acceptance towards the day of her own death. The speaker at first is very calm and accepting of Death kindly stopping for her and picking her up in the carriage. She is not worried about where she is going and why the man (symbol for Death) had come for her. Going along willingly, the speaker and the courteous man slowly drove in no rush to arrive to an unknown destination. Once they passed and paused in front of a house, the speaker surmised where she had been driven by this man, and why she was taken there. The speaker came to a conclusion about the events that took place, and rather than becoming worrisome, she remained calm and accepted the fate of her life and is accepting of death. Death is unexpected, and although a person may not be ready for death, death is ready; one must embrace this inevitable end t o life. In the hardships of ones life, hope is still abundant. In the poem Hope is the Thing With Feathers, the author, Emily Dickinson, uses a bird as a metaphor for hope throughout the poem. She uses this metaphor throughout this entire poem to relay to her audience that the concept of hope perches in the soul of all people, and endures through all. That this bird sings and never stops even when faced with hardship. The importance of Emily Dickinsons use of a bird to show hope and endurance is that, this concrete symbol of a bird highlights the abstract idea of hope. This poem gives importance to the bird that attaches to the soul of all peoples and, in all the storm(s) and through all extremity, hope remains there to give strength, and never asks for anything in return. The prominence of hope is abundant in ones soul, and despite all of the hardship one faces, hope remains perched within to help aid lifes overwhelming complexity. The poems Because I Could not Stop for Death and Hope is the Thing With Feathers both contain multiple meanings and ways one can perceive the works. As a whole, Emily Dickinson has influenced many from her valuable works that leave philisophical questions for readers to interpret and understand in their own way. The works of Emily Dickinson hold true value in poetry and impact the poets and novelists of today.

The Georgia Straight, By Adrian Mack And Miranda Nelson s...

The choices of words, research, and exceptional organization in an essay will amaze an audience, while a poorly written one will make a very strong argument ineffective. This failure of possessing a robust argument and being unable to effectively deliver it is expressed through Adrian Mack and Miranda Nelson’s â€Å"Vancouver Hockey Riot Is a Symptom of a Larger Problem†. The authors view the riot of June 15th, 2011 in a much broader perspective and intend to use the event as a means to attack the government. Published in the youth-oriented magazine, The Georgia Straight, the essay focuses to appeal to the youth of Vancouver and does this adequately through its aggressive tone. However, due to the lack of crucial evidence to support their claims and along with the hypocrisy within the piece, the effectiveness of the essay to express the argument is poor. Mack and Nelson begin their essay by taking a look at the â€Å"borderline psychotic† society of Vancouver (Mack and Nelson 209). The essay discusses the alienated community the city has become along with the foolishness of the youth. This information soon becomes misleading as the blame from the riot is dismissed from the city and is placed elsewhere. The outlook of the frenzy is taken from a much more expansive approach and this is evident in the statement: â€Å"It’s a problem that, as always, starts from the very top† (210). Mack and Nelson note that rather than the rioter’s being the problem, the economy and politicians are at fault

Frank Sinatra Essay - 1518 Words

Frank Sinatra Howard Cosell, a legendary commentator, spoke words about this legendary man that more or less sums up his legendary career. He said Frank Sinatra, who has the phrasing, who has the control, who understands the composers, who knows what losing means as so many have, who made the great comeback, who stands still, enduringly, on top of the entertainment world. Ladies and gentlemen, from here on in its Frank Sinatra! Frank Sinatra, the only singer in history to have hit records in five consecutive decades, led a lot more distinctive life than people were led to believe. It all began December 12, 1915, when a boy named Francis Albert Sinatra was brought into the world. He was the son of Dolly and Anthony Sinatra, a†¦show more content†¦But, In 1960 Frank decided to move to a new record company. This company was called Reprise Records, which Frank co-owned. Sinatra recorded exclusively there. Over the Years, Frank did various concerts, several movies, and many special appearances. During the 50’s and early 60’s Sinatra remained the top seller in the album market. He worked with everyone from his early inspiration Bing Crosby to young rock stars such as Quincy Jones and Elvis Presley. Besides from being an excellent singer, Frank could act. He starred in such films as The Man with the Golden Arm, Suddenly, and one of his greatest films Guys and Dolls. â€Å"MGM said he (Frank) was so skinny, he wouldn’t throw a shadow. I told them he would throw the biggest shadow Hollywood has ever seen†(George Sidney 2). And in 1953, Frank did just that. He won an Academy Award in Best Supporting Actor for the role of Maggio in movie From Here to Eternity. In 1939, Frank fulfilled one of his lifelong dreams; he married his childhood sweetheart Nancy Barbato. He had three kids: Nancy Sandra, Franklin Wayne Emmanuel (Frank Jr.), and Christina. However, in 1949, Frank divorced Nancy after ten years of marriage because of an affair involving Frank and Ava Gardner. This ran his career into a severe crisis. He was fired from his radio show, Columbia wanted him out, and six months later his New York concerts flopped! To make matters worse, he lost his voice do to vocal cordShow MoreRelated Frank Sinatra Essay3484 Words   |  14 Pagesof these people are just regular men and women that are placed high on a pedestal simply because they can sing or act, hence, becoming all the more famous. Although he was famous and popular in the entertainment world for almost four decades, Frank Sinatra was a singer and actor that had a side to him that not everyone knew. He hid behind the facade of an entirely happy, successful performer, when, in reali ty, he had many problems that the public was not even aware of. 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Whether you’re talking about recorded music, live performances, movies or simply living large, Frank Sinatra has done that all. He has become an international figureRead MoreEssay on Frank Sinatra1372 Words   |  6 PagesFrank Sinatra Francis Albert Sinatra was born on December 12, 1915, in Hoboken , New Jersey . He began singing in amateur shows in 1933 and formed a musical group called the Hoboken Four . Bandleader Harry James discovered Sinatras act at the Rustic Cabin in New Jersey in 1939 . Their best recording together , All or Nothing at All , did not become a hit until after the singers solo career took off four years later . Then during the early 40s Frank Sinatra was getting involvedRead MoreEssay Frank Sinatra1311 Words   |  6 Pages Frank Sinatra was widely known from coast to coast. He was definitely one of the most popular stars of his era. (3) He, not only was a singer/ song writer, but as his career grew he shifted smoothly into acting and dancing. Ole Blue Eyes was an American icon who was capable of charming his way through each decade that rolled by. He had a sound that carried like no other. His soft voice could sweep women off their feet and right into his arms. Ole blue eyes had an extraordinary talent and sureRead More frank sinatra Essay2820 Words   |  12 Pagesdefined as eternal life. Frank Sinatra is one who will live forever. His music, his movies, his attitude, his eyes, whatever it is you remember him for, all the same, he IS greatness. Few people come along in the course of life that can be labeled great, Frankie is the symbol of greatness. Tens of millions of recordings, nine Grammys and two Academ y Awards, over 60 films, worldwide tours, television specials, hundreds of millions of dollars raised for charities. 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Project Management and Program Office free essay sample

Federal Radar On the morning of November 14, Sharon Taylor, Space Warning Network (SPAWN) Program Manager, was getting ready for a private meeting with Paul Shaifer, President of the Federal Rader Corporation (FedRad). Mr. Shaifer had scheduled the meeting to discuss the problems that had plagued the company’s important SPAWN Program during its first year and a half. These problems, which included unauthorized design changes and Taylor’s inability to control the program’s cost, schedule, and technical performance, had contributed to a cost overrun and schedule delay, estimated at 30% and four months respectively, and a general loss of customer confidence. The Federal Radar Corporation Since its founding, FedRad had been pre-eminent in the radar field. FedRad’s scientists and engineers were prominent figures in the development of radar and, over the years, the name â€Å"FedRad† was synonymous with technical excellence in building radar equipment. Financial success had rewarded the company’s technical skills in the production of surface, navigational, and fire control radar equipment for the military services and large prime contractors. In recent years, however, sales, employment, and profits had declined appreciably as heavy competition reduced FedRad’s contract capture rate. During the years, FedRad’s largest customer by a substantial margin was the Navy. Air Force business was growing rapidly, however, and FedRad thought it might eventually equal the Navy’s volume. The SPAWN Program accounted for most of the company’s Air Force business and was the largest single program in-house. The Space Warning Network (SPAWN) FedRad won the SPAWN prime contract 18 months ago. SPAWN was an advanced warning system to detect, tract, and report weapons fired from space. The SPAWN radar subsystem required several advances over earlier radar systems because of unique scanning and tracking problems. The other major subsystems were similar to those of existing manned aircraft and missile warning systems, but the performance and reliability requirements for the system as a whole were considerably more stringent because successful reaction to a space attack requires an extremely fast and accurate response. Although FedRad had always made significant contribution to radar’s state-of-the-art, most of the radar equipment it had developed prior to the SPAWN Program was based on the same fundamental principles. In addition, the major portion of its contracts had required only the redesign and improvement of existing components to meet new specifications. Consequently, the company was able to follow a management approach characterized by functional groups (e. g. , engineering, marketing, purchasing), performing traditional tasks. Although program coordination existed, there was very little centralized control over a total program. FedRad first departed from its traditional approach to organization when the company won the SPAWN contract. To win the competition, FedRad had descried a SPAWN Program Office in its management proposal. There were two reasons for this departure from tradition: first, the recent loss of a key Navy contract, primarily because of an unsatisfactory management proposal and second, the Air Force’s current attitude toward contractors’ management organizations and procedures. Establishing Program Management for the SPAWN Proposal Upon winning the SPAWN contract, Paul Shaifer announced the appointment of Colonel Brian Emery (USAF, Retired), formally Assistant Deputy Commander for Systems and Logistics, Air Force Systems Command, to the newly created position of Special Assistant to the President for Management. At the same time, Sharon Taylor, formerly Ordnance Fabrication Shop Supervisor, was appointed to be the SPAWN Program Manager. Victor Towell became the new Vice President, Programs. He was 48 and had been with FedRad for 25 years. He also assisted the Marketing Department in its efforts to identify and capture new business in a variety of positions (see Exhibit 1). These individuals were given the charge to establish the actual SPAWN Program Office Organization. Soon after the contract award, Emery and Taylor developed a long and complete description of the SPAWN Program Office which called for a staff of 20 people reporting to Taylor. Emery and Taylor presented the new organization to key Engineering, Manufacturing, Purchasing, and Marketing Departments personnel. Their attempt to solicit support for the new SPAWN Program Office was a complete failure. Most functional managers vigorously resisted the concept that a centralized program organization should have overall responsibility for a program’s technical, cost, and schedule elements. â€Å"Technical integration has always been performed by the Engineering Department,† declared Charles Greggson, â€Å"and, as far as I am concerned, always will. I plan to appoint a Program Engineer, the staff administrator we traditionally use to monitor program activities. This person will handle the Program Office’s contracts with Engineering and I’ll conduct my own Engineering budgeting and scheduling. I think your proposed provision that all customer contract be conducted through the Program Office is unnecessary and unworkable. † The Purchasing Department resented the appointment of a subcontracts manager and felt that anything this manager would do directly with the subcontractors was a violation of their prerogatives. The Marketing Department opposed the idea that Taylor should play a major role in the marketing effort and should becomes acquainted with both the Air Force SPO Director and higher-level military and DOD officials. Otherwise, they favored a strong Program Office because they felt the Air Force desired it. Emery and Taylor presented and discussed the new organization on many occasions during the next three weeks. Each presentation led to lengthy arguments and terminated in disagreement. At this point, Emery was assigned to another task. Consequently, establishing an operational SPAWN Program Office was left entirely to Taylor. When the actual engineering work was to being, Taylor had been able to secure, for her office, only five people from the Engineering Department. These people were responsible for technical management and program control. Greggson refused to give Taylor additional engineers. Taylor was able to obtain from other departments one person to perform manufacturing liaison work and another to act as Subcontracts Manager. She hired two Program Control people. Taylor felt insecure about her organizational support as SPAWN moved into high gear. Her feeling was borne out during the next six months. By January of this year, the SPAWN Program was two months behind schedule and a cost overrun of from 10-25% was projected. The problems leading to the January situation are described below. Technical Management Problems The Program Office’s technical management team consisted of George McTavish, Technical Manager, Phillip Hsu, Technical Manager, and Peter Kolman, Systems Integration Coordinator. All three men remained on the Engineering Department payroll. McTavish was assigned 80% to the Program Office. Hsu was assigned 100% to the Program Office and reported directly to McTavish. Kolman worked with the Program Office as necessary but continued to report to his Engineering Department superior. It became apparent that the Program Office was technical manager in name only. The Engineering Department’s technical integration action continued to perform the same functions it traditionally had performed for Air Force representatives without going through the Program Office explaining, when questioned by Taylor, that channeling technical communications through a third organization only confused matters. In two instances, Taylor learned about unauthorized design changes would result in improved technical performance, Taylor doubted that the improvements would justify the schedule delay and cost increase. She learned that FedRad engineers had obtained informal approval for the changes from lower-level Air Force engineers, but she was not certain that the SPO Director would approve funding for the changes. Program Control Problems Taylor’s program control team consisted of Mary Brody, Program Control Manager, and Frank Gonzales, PERT Supervisor. Both were assigned full time to the Program Office. Although they had experience in program planning and cost analysis, neither had prior experience with PERT networking (an approach to managing costs and schedules). The description of the work breakdown structure and PERT network, both of which were included in teh SPAWN proposal, had been prepared by Anatole Kalmis, a Project Administrator in the Engineering Department. Kalmis had worked with Taylor and the Marketing Department during proposal preparation, but was recalled to handle detailed networking and changes full time for the Engineering Department after the program began. As defined in the SPAWN management proposal, Brody and Gonzales were responsible for PERT, which included maintaining the work breakdown structure and master plans, revising and up-dating the PERT networks; preparing system output reports, such as Management Summary Reports; and recommending corrective action for problems revealed by the reports. During the first months of the program, however, their roles were reduced to monitoring the actual planning and control work conducted within the Engineering Department and trying to integrate this information into the total program plan. These plans encompassed the other FedRad departments and contractors of major subsystems. Several incidents occurring between June and January had created problems for the Program Office. In one case, Gonzales was not informed of a network revision made by the Engineering Department to reflect a schedule slippage caused by a shortage of engineers. This revision was discovered only shortly before a set of drawings was scheduled to go to the computer subcontractor. As a result, the subcontractor’s schedule also was delayed and several engineers were placed on idle time. On another occasion, FedRad engineers had provided Air Force representatives with work breakdown charts detailed below the level furnished by the Program Office. The SPO Engineering Deputy had a question regarding the charts and called Taylor to inquire about it. He ascertained in short order that Taylor was both unaware of the charts in question and uninformed about the overall status of the engineering effort. Following this incident, the SPO officer developed the habit of contracting FedRad engineers directly to obtain information. Subcontractor Management Problems FedRad had three SPAWN subcontractors for the major computer subsystems and the smaller display subsystem. The subcontracted portion represented about 45% of total contract dollars. All three subsystems were closely interdependent and were expected to meet stringent quality and reliability requirements. Of the three, FedRad previously had worked with only the computer subcontractor. Kay Hollis, assigned 50% as Program Office Subsystems Manager, was responsible for monitoring and analyzing subcontractor performance. The Purchasing Department was responsible for all contractual, price, and delivery matters. George Dierden, Purchasing Department Manager, had made it clear during the proposal effort that his organization was fully competent to negotiate with vendors, and had promised to object if any unnecessary duplication or interference by the Program Office came to his attention. Taylor had several problems involving subcontractor management during the June-January period. The most significant of these was a series of revised proposals submitted by the communications subcontractor during negotiations with Purchasing. As of January, requirements changes had escalated contract costs by 15% and the contract still had not been finalized. An additional group of 25 Engineering Change Proposals were awaiting approval by the FedRad Engineering Department, following which they would be negotiated by Purchasing. Another difficulty involved the display subcontractor. The terms of that subcontract had not defined a specific set of management and control procedures, and the subcontractor’s procedures were very difficult to translate accurately into categories useful to FedRad. As a result, Hollis was unable to monitor the display program’s status, or even to identify the single person in the subcontractor’s organization who could talk knowledgeably with her. George Dierden refused to help Hollis, stating that since the contracts people had affirmed to him the subcontractor’s intention and ability to meet requirements, he saw no need for additional information. The Program Office Staff Increase By January, Taylor felt that she had lost control of SPAWN program. Consequently, she described her problems to Paul Shaifer and asked Shaifer to take some action which would increase her effectiveness as Program Manager. Shaifer responded by securing the release of several additional people to the Program Office. Two of these people were appointed to the previously vacant positions of Logistics and Field Support Manager and Quality Assurance Manager. Others provided additional support to the Program Control and Technical Managers. With her staff increased to 13 people, Taylor felt better prepared to face her responsibilities, which were now focused on the Air Force acceptance testing of the first prototype unit, scheduled for August. By early March, Taylor was able to report that her expanded staff had given her substantially greater control over the program. This improved control, however, was largely brought about by better liaison and information-gathering capability. The actual role of the Program Office remained the same, since the functional mangers still were reluctant to yield those responsibilities, which through years of experience, they were confident they could discharge effectively. Further Problems Taylor’s new feeling of control soon vanished. Early in April, she saw a FedRad technical memorandum referring to a significant design change in the Translator Module, a highly sophisticated component linking the radar sensing unit with the computer subsystem. The change surprised her because she had thought the Translator design was finalized at the beginning of the program. Any change in the Translator concerned her because it constituted the interface between the radar and computer subsystems. In addition to the expense of the change itself, any change might have significant impact on those subsystems. A second problem arose. It became apparent that FedRad would be unable to meet the deadline for the Air Force acceptance tests of the first prototype unit, originally scheduled for August. During the summer, the anticipated test date was delayed successively to September, November, and then December. Taylor declared that the inaccurate projections were due to the fact that delays in the end-item completion were reported to her at the last minute. The slippage was accompanied by a projected cost overrun of 30% which, Taylor assured the customer, could be reduced to about 5% by anticipated shortcuts in the development of the second prototype unit. Colonel Grace, the Air Force manager of the SPAWN program, was pessimistic and displeased. He told Taylor that he regarded the Translator redesign to be a waste of money and the cost overruns and schedule slippages to be unacceptable. In October, Grace wrote to Colonel Emery, and old Air Force friend. Among other things, Grace wrote, â€Å"I’m worried about persistent slippages and I’m under pressure from my superiors. My position is sensitive because it is apparent that I should have stepped in and put tighter controls on FedRad months ago. Please try to do something about FedRad at your end†. Shaifer’s Meeting with Taylor Emery passed Colonel Grace’s letter along to Shaifer. Shaifer contacted Taylor and arranged a meeting for the morning of November 14. He suggested that Taylor prepare a list of the changes she wanted in staff, organization, procedures, and any mother areas she believed necessary to making SPAWN’s program management a success. Shaifer said he would do the same and ended the conversation with the comment, â€Å"Maybe between the two of us we can come up with a plan of action that will really work! President Paul Shaifer Special Assistant to the President for Program Management Brian Emery C o r p o r a t e S t a f f Vice-president Programs Victor Towell Vice-president Engineering Charles Greggson Vice-president Finance and Control Melinda Brodlin Vice-president Marketing Kim Parker Vice-president Manufacturing Carson Patel Purchasing Manager George Dierden SPAWN Program Mana ger Sharon Taylor EXHIBIT 1. Federal Radar Corporation Organization Chart

Leo Essays (401 words) - , Term Papers, Research Papers

Leo Proud and intensely individual, I really want to stand out, to be the very best I can be, and to be recognized and appreciated for my unique contributions. Doing something well and being respected for it is extremeluy important to me and I cannot tolerate being in the background, taking orders from otheres, or being "jsut one of the team". I must put my personal stamp on whatever I do, and direct my own course in life. I need to have a place where I can shine, express myself creativelym, and be the one in charge. I have big drezms and determination, spirit, vitality, and enthusiam to bring them into being. I also have a noble romantic heart, and a love of the dramatic, colorful, and wxtravagant. For me it is true that "all the world's a stage" and I secretely ( or perhaps not so secretely) desire to be the Star or Hero in the play. I want to be great and to receive the lkove and applause of an adoring audience evein if the "audience" is just one other special person. I need someone to believe in me and my dreams. Though I appear radiantly self-confident and independent, I am actually very much depenbdent on the affirmation, love. and recognition of others. I cannot bear the thought of being unnoticed or unappreciated. I also love wholeheartedly and genrerously and really know how to make the person I love feel special. I love the magin of "being in love" and know how to keep the romance alive in the relationship. I am also immensely loyal and will defend my loved ones and stand by them to the end-as kibg as they never offent my pride or betray my trust. HowevermI like to be the strong one in a relationship and I really do not share the leading role very easily. Ideally, I need to find a person who is as strong-willed as myself, but who will not tryt to dominate or compete with me. My strengths are my zest and love for life, my creative power, and my warm and generous heart. My primary fault is my tendency to be very egocentric, so concerned with the impression I am making and with my own creative self-expression that I forget there is another, larger world that down not revolve around me. Bibliography: Fox, Kellie.