Concentric Circle Approach To Defence And Foreign Policy Politics Essay

Concentric Circle Approach To Defence And Foreign Policy Politics Essay Security perspective after Cold War has changed tremendously. Not only that state has to deal with external military aggression, it also has to go through overwhelming challenges of non-traditional security issues. Among the issues are terrorism, ethnic conflict, sea piracy, smuggling of illegal weapon and drug trafficking  [1]  . In this case, Indonesia is not an exceptional. Although Indonesia has been cautious to any action taken by any states within its geostrategic area since 1945 (after independent today), the concentration given by Indonesia government since mid-1990s is more on the non-traditional issues that impede states domestic political stability, unity, territorial integrity and thus to its sovereignty. This is partly due to the region where it is located, that is (to a certain extent) stable and less prone to the state-to-state conflict. In this case, the traditional threat of aggression from other countries is very unlikely to happen in this region  [2]  , its military preparedness has to be intact to overcome all mentioned non-traditional security issues that it is currently confront with  [3]  . For Indonesia, the dynamic shift of threat from non-taditional to traditional security may manifest themselves in the form of invasion or aggression from other countries  [4]  especially when considering the case of 9/11 terrorist attack and the reaction taken by United States and its allies in their mission on the global war on terror in Afghanistan as an instance. Concious with the challenges that impede Indonesia lately particularly when we look at terrorist Bali bombing in 2002 and J.W. Marriott bombings in 2003  [5]  , the twin-suicide bombing at the J.W Marriott and Ritz-Carlton hotels in 2009, as well as its unresolve issues of armed separatist movement imposed by Free Papua Movement (OPM)  [6]  , has made Indonesia aware that if the government did not overcome such non-traditional security issues effectively, it would cause more political, economic and social instability than what Indonesia is currently facing with. Thus, in order to overcome such situations, Indonesia through its defence and foreign policy has been used as a guideline to maintain states order as well as its national interest or national security. The question is what is Indonesias defence and foreign policy? How does Indonesia utilise its resources to overcome the traditional and the non-traditional security threat considering the challenges that it has to face especially when domestic instability is eminent. Apart from that, how does Indonesia synergise its defence and foreign policy to overcome the problem? What kind of approach that Indonesia use to preserve its own national interest? And what exactly is Indonesia national interest? By considering its security threats this paper argues that i) on one hand, Indonesia mobilises or use its armed forces to tackle the problems that occur, in which the preservation of states sovereignty and territorial integrity is its primary goal. ii) Indonesia, on the other hand utilises its foreign policy as a synergy in maintaining and achieving states national interest through different type of strategies. iii) This paper will conclude that, as in the case of Indonesia; foreign and defence policy cannot be separated especially when discussing states security perceptions and the strategy that it use to overcome it. In this case, state (Indonesia) uses its two statecrafts (state strategies) through the use of force as well as diplomacy as its major instrument in preserving and maitaining its national interest. Therefore, this paper will highlight, first, Indonesia internal and external security threats. Second, Indonesia defence policy in addition to its strategic national interest and third, this paper will focus on its foreign policy and approach taken by Indonesia in synergising its defence and foreign policy as a method of preserving and maintaing its national interest. 2.0 INDONESIA INTERNAL AND EXTERNAL SECURITY THREAT As the Republic of Indonesia enters the year of 2010, and celebrates its 65th Independence Day in August of the same year, it is evident that the security concern of the state will continue to be dominated by the same issues that it faced a decade ago. In fact the major concern of Indonesian government is unlikely from external threat of aggression rather their internal or domestic political instability. It was stated in the white paper issued in 2003 when Indonesian government acknowledged for the first time on the persistence of non-traditional security issues that occurs in the country  [7]  . A glance at Indonesias security perceptions, internally; despite a relative improvement in the economic development as well as its political situation, Indonesia faces tremendous difficulty in overcoming at least three [3] key security issues or challenges: i) the threat of terrorism, ii) protracted secessionist movements, and iii) the return of communal violence. Externally, the war on terrorism both at the regional and global levels continues to place Indonesia at the centre of regional and global attention. In this case, the nature of Indonesian government responses to the problem of terrorism, in which the government is constrained with its domestics capabilities in pertaining to the communication network level and its locals sensitivity to curb terrorism within the country, is putting the Indonesian government in a state of strain particularly on its relations with the outside world; regionally ASEAN as the whole, its close neighbour Australia as well the United States. The security environment of Indonesia remains volatile since it retains independent status in 1945. In this case, the most security challenges faced by the government of Indonesia now remain the threat of terrorism  [8]  910. Being the world largest archipelago with the biggest Muslim and multicultural population in the world, Indonesia certainly has a multi-diverse complexity in maintaining order and security. In this particular context, terrorism has become the threat to the safety of the nation, even a threat to democracy and civil society  [11]  . Despite the successes of arresting and prosecuting hundreds of terrorism suspects, radical groups were still active in recruiting new members. Since the bombing of Toserba Ramayana, Jakarta on January 2nd 1999 until the twin-suicide bombing at the J.W Marriott and Ritz-Carlton hotels in 2009, terrorism threat in Indonesia has increased tremendously  [12]  . Ten years of receiving consistence terrorisation from the terrorist group, there has been a serious doubt, if not pessimism, in the country whether the government has the ability to find and deal with the impact in a swift and firm manner. The government faced a difficult task of balancing the need to crack down terrorist networks and the imperative of taking into account terrorist group activities  [13]  . Apart from terrorism, Indonesia at the same time faces major threats from armed separatist movement  [14]  . In fact, the armed separatist movements were not new to Indonesian government. As early as 1950s (during the tenure of Sukarno until today; President Bambang Yudhoyono), the primary objective given by Indonesia government are still the same which is maintaining order at the domestic level especially to the case that derived from armed separatist movements which happened in East Timor  [15]  (now Timor Leste), West Papua  [16]  (still happening), and even in Aceh  [17]  province  [18]  19. In other words, its main task is safeguarding Indonesias territorial integrity. Aside from territorial integrity comes national economic strategic interest and states sovereignty. All these interest embedded in the Preamble of the 1945 Constitution. Among others, State has to safeguard and protect the sovereignty of the state, territorial integrity of the Republic of Indon esia, the nations safety and pride, and at the same time involve actively in efforts to create world peace  [20]  . Communal conflicts that happened in Maluku, South Sulawesi (Poso), in Kalimantan (Sanggau Ledo, Sampit, Sambas) was also considered as one of the major security threat facing by Indonesia from within  [21]  . So much so, it requires serious attention from the central government. Indonesia is a heterogeneous state. With a vast number of ethnic residing in a country as well as the geographical characteristic as an island nation; makes it easy for communal conflicts to occur. The issue that triggered the conflict was mainly due to a religious (Maluku and Poso, Sulawesi) and racial (West Kalimantan) background  [22]  . In fact, to some extent it was also triggered by an intergroup exclusivity and the socio-economic gap. According to Jones  [23]  , in her report says, one of the things we see is how changing population balances among different ethnic and religious groups has led to certain kinds of tensions, often with one group feeling that it is under siege by another. The l oss caused by communal conflict is enormous; it causes waves of evacuation, tremendous suffering of people, casualties and large material loss. In fact, the biggest communal conflict is ruined national solidarity and the bond of unity as a nation. Indonesias external threat perceptions on the other hand remain shaped primarily by internal sources of instability and conflict and suspicious of involvement of foreign actors in those internal conflicts. Indonesias elite, both civilian and military, continue to express concern over the possible involvement of foreign countries not only in the regional rebellions such as Aceh and Irian Jaya (Papua) but also in the spate of terrorist attacks across in the country, especially the Bali bombings. Some Indonesians believe that there is an international conspiracy (especially by the West) to undermine Indonesias stability and security through the issue of terrorism  [24]  . Many also recent the fact the international community, especially the United States, has come to see Indonesia as a hotbed of terrorism. These sensitivities among government officials, political, community leaders, and the public at large have in turn brought about a degree of uneasiness for Indonesia in both its r elationship with neighbouring countries in the regional war on terrorism and its relations with the United States  [25]  . 3.0 INDONESIA DEFENCE POLICY AND ITS STRATEGIC NATIONAL INTEREST In analysing Indonesias defence policy and its strategic interest, this paper will highlight few important things. First, this paper will look at its defence policy, the nature of its national interest as well as its strategic interest in overcoming states security challenges. The map of Indonesia. Source: http://www.electricscotland.com/thomson/reflections10.htm. Date of Accessed: 1 October 2010. The primary legal documents bearing on defence policy are the 1945 Constitution and the Defence Act (Law No.20) of 1982  [26]  . Constituted under article 30 of the Constitution, it is stated clearly that the duty of the state government is to protect all Indonesians (citizens) in every aspect from any threat. The notion to protect Indonesias citizens, however, is part and parcel of Indonesias national interest that is; to safeguard and to protect the sovereignty of the state, the territorial integrity, the nations safety as well as its pride  [27]  . The foci of Indonesias defence and security are thus, represented in conventional term as a series of concentric cirle emanating from Jakarta. In providing a clear picture of this defence and security strategy, the main area that covers the most or hot area of Indonesias security is its land and maritime borders (strecting up to its Zone Economy Exclusive, ZEE). The second circle, on the other hand covers the area of its neighbouring countries as well as the region where it is located. In this particular context, what ever happens in the region will directly or indirectly gives impact on the security aspect of Indonesia especially when it is located at one of the most important trade sea-lane that connect the West and the East; streching from Indian Ocean to the Straits of Malacca and the South China Sea. Thus, on account of its strategic position, it is important for Indonesian Armed Forces to maintain its national jurusdiction especially when almost all countries in the world rely heavily on Indonesias stability and security as well as its self-defence capacity for its own national resilience  [28]  . In other words, the development of a strong and flexible state apparatus, political and social cohesion and a ruboust economic infrastructure which enables Indonesia to defend itself and contribute to the defence of the region. Defence Act 1982, on the other hand provides a basic provisions of the defence and security of the Republic of Indonesia. It is a notable document that mentioned the social and political functions of Indonesian Armed Forces. Lowry  [29]  stated that; The act states that national defence and security includes defence against both external and internal threats amd that these threats may be directed against national freedom, sovereignty, national unity and solidarity, the integrity of the nation and national jurisdiction, and the values of the national idealogy; Pancasila as well as the constitution. The Act also explained that the threat can be overcome by total peoples resistance within a system of total peoples defence (Sishankamrata). It was designed to marshal and mobilise the nations physical, moral and material resources. In order to attain the desired goals, Indonesia has highlghted few startegies. Among them are permanent strategic interest, urgent strategic interest and the international cooperation in defence which underlies in future strategic interest. All of these embedded in Indonesias Strategic Defence Interest  [30]  . The permanent strategic defence interest of Indonesia is the administration of defence to guard and protect the countrys sovereignty and the unityof Indonesia and the countrys honour from every threat, either from outside or from inside of the country. In order to protect all these interests, it is important to be prepared to defend the country without regard for the argument as to whether or not a concrete threat exists. In carrying out permanent defence interest, Indonesia will always maintain a love for peace, independence and sovereignty. Thus, in resolving every conflicts and dispute, Indonesias will always first put forward diplomatic efforts and the use of force wil l be mobilised if the diplomatic means fail. Therefore, the Indonesia chooses an active defensive strategy in its defences. Indonesias urgent strategic interest on the other hand is directed to overcome actual security issues, which action could undermine and distrupt indonesias sovereignty and unity. In line with this, there are few security threats that Indonesia has to overcome with. The security issues, nonetheless, are heavily concentrated on the non-traditional security issues that emerge within the country. This includes fighting and overcoming the international threat at home and abroad, overcome the disturbances of armed separatist movements, counter radicalism and solve communal conflicts, overcome international crime as well assisting the government in handling natural disaster or any humanitarian activity  [31]  . As part of the international community, Indonesias pursue its third form of direct defence strategy based on international cooperation interest. In this case, Indonesia realise that other than the use of force as part of its statecraft strategy, Indonesia is committed to create a peace and good relations with other countries especially with its neighbour, the regional context and the world based on trust and cooperation. In fact, it cannot release itself from any connection with the world in the effort to achieve its desired goals. For Indonesia, this is the best strategy that could protect the nation from any external aggression especially in a form of state-to-state war. It is ecapstulated as part of Indonesias regional resilience. As a former secretary general of the Department of Defence and Security put it: we must defend further forward by befriending our neighbours and even by possesing the same threat perceptions (Quoted in Lowry  [32]  ). Recognising the limitations of i ts resources, Indonesia thus seeks a balance of interest rather than a balance of power  [33]  . In order to fulfil the requirement in upholding states national interest, Indonesia defence policy has come out with a strategic defence in which it should ensure the accomplishment of its national interest and its international cooperation. 4.0 INDONESIA FOREIGN POLICY AND THE LINGKAGES TO ITS DEFENCE POLICY IN PRESERVING ITS NATIONAL INTEREST Although Indonesian government recognises and stressing oftenly on the need to maintain internal order or domestic political stability as well as territorial integrity as a primary objective for its defence strategy, this does not mean that other form of strategy is neglected. Indonesia, like other country in the world, pursue diplomatic statecraft as its first agenda especially at the international level. In this case, Indonesia apply active defensive approach or as what Lowry  [34]  coined as forward defence. As its defence policy, Indonesias foreign policy is also uniquely influenced by its domestic events. Indonesias foreign and defence policy has always been a reflection of the beliefs and the actions of policymakers who are influenced, in varying degrees and ways by the society and the international system in which it operates. Although Indonesia has withnessed different kind of leadership and approach that has been taken on its foreign policy, there has been no major changes being made by the Indonesian leaders except for some concentrations at the substantial issues like, the issuence of stabilising political order and combating terrorism by President Megawati and diliberating and extending economic resilience during the tenure of Abdul Rahman Awahid and B.J. Habibie. All of these could be said as the extraneous variables that has influnced Indonesias foreign policy. Over all, the domestic imperatives such as commitment on the need to stabilise domestic politics, to preserve states territorial integrity and sovereignty as well to maintain states economic development has dominantly influence Indonesia foreign policy until today. What kind of approach that has been taken is rather different from one leader to another. As mentioned ealier, Indonesia foreign policy is a synergy to Indonesias defence policy. In this case, it requires extensive participation at the regional level as well as at the global level. For instance, under the tenure of President Bambang Yudhoyono, Indonesia is currently focusing on a new foreign policy outlook claimed as securing Thousand friends and Zero Enemies  [35]  . Under this policy Indonesia is moving towards attaining and trying to emerge as a responsible power (Middle Power) in the Southeast Asia region. It is carefully articulated as to improve relations with every nation in the region through bilateral and multilateral means. This includes promoting justice and order at the international arena, better investment policy for economic development, democracy and consolidation in regional integration as well as maintaining national unity. All of these strategies are important for Indonesia as one of the method that could improve Indonesias image at the internatioal fora esecially against all allegations of human rights abuses conducted against armed separatist movements in Aceh and Papua. For that, Indonesia is pursuing an active and independent approach  [36]  37 The necessity in conducting its foreign policy in constructivist approach is to denotes the ability to turn adversary into friend and to turn friend into partner. All of these are important as to provide a conducive environement in the region for the better future development based on thrust, confidence building  [38]  . With such sitiation, all disputes and conflicts could be settle at the table of discussion through a diplomatic approach rather than aggressiveness. In this case, Indonesia will therefore not to use its forces as a method of finding solution. To prove this kind of things as important as it is, Indonesia, as of to this date, has not engaged in any military alliance with a foreign policy especially in securing its own capacity to influence world order or international relations. For that, Indonesia advocates that all Southeast Asian states develop their full economic, political and social potential while cooperating extensively with each other. This is the hope tha t could boster external aggression or challenges. At one level, this could be a security buffer for Indonesia if the region could be persuaded to act in unison to twart the incursion of hegemonic influence. However, no other nations are enthusiastic to serve as security buffer for Indonesia  [39]  . Indonesias contributions to international security remain limited and focused on the regional level, especially in the war against terrorism. Indonesia has signed a number of antiterrorism agreements with some regional states. The Bali bombings and the Marriott bombing have not persuaded Jakarta to publicly-support the involvement of external powers in regional problems in which Indonesia continues to prefer regional solutions to regional problems. Apart from that, Indonesias foreign policy goal is to emerge as a responsible power in the Southeast Asian region. It is a unique amalgamation of the two schools of thought and policy of adaptation to the changing geopolitical and geostrategic compulsions. Being the world largest archipelago with the biggest Muslim population is again trying to gain leadership position in the region through a constructive and cooperative gestures and balanced bargaining between major powers. In fact, Indonesias foreign policy is based upon a number of cherished principles that reflect the countrys sense of national identity, how it wishes to protect and pursue its national interests vis-à  -vis other countries, and the shape of the desirable world order. On 19 September 1999, President B.J. Habibie signed Act no. 37 of 1999 on Foreign Relations, which was actually the first such Act on foreign policy, signed since trigger Indonesias independence. This Act formally stipulates key principles of Indone sias foreign policy that had been practiced for most of the countrys existence. In that context, Indonesia consistently expresses the hope that the ASEAN will continue to serve as the main vehicle for regional countries to cope with security challenges in the region, especially non-traditional threats such as terrorism. During the 2003, ASEAN Summit in Bali, Indonesia obtained agreement from other ASEAN members to transform the organisation into a security community by 2020. Indonesia has also called for an increase in intra-ASEAN maritime cooperation to provide more and more security aspect of the region as well as to its own country. 5.0 CONCLUSION Being the world largest archipelago with the biggest Muslim and multicultural population, Indonesia is trying it best to play a leadership role and at the same time struggling to maintain order mainly from its domestic instability as well as external security threats. Overseeing its defence, security as well as its foreign relations has proven complex in sense considering its size, location, economic underdevelopment, geographical fragmentation and ethnic and religious diversity. However, since its Independence, Indonesian leaders have managed to manoeuvre the state and provide cohesion and national identity under a unitary state. Looking at its foreign affairs, Indonesia has become a major political force in Southeast Asia. With its power resources mainly from its population, huge area of territory, vast number of natural resources and its potential market makes it important at the international arena especially in the region of rapid economic growth. Indonesia has taken a traditional-middle power role or approach in encouraging continued US engagement in the region as a stabilising force during the current period of transition (referring to Indonesias domestic politics from guided democracy with vast amount of military involvement in the administration to civilian control). Moreover, the encouragement is also due to the fact of uncertainty especially with the rising of Chinas power in the future regional order. Nonetheless, it also need China to participate into the regional community is some form of cooperative or common security arrangement to prevent the formation of competing power blocs. Indonesia sought to change the pattern of its external relations. The pattern usually occurred in terms of partnership as well the type of activity that it involves. At home, Indonesias traditional defence strategy has been one of national self-reliance based on total peoples defence with the armed force as the core of the nations arms. However, there are some challenges that it has to overcome with. Indonesia in this case acknowledged that their major difficulties are to cope with the vast number of islands as well as with the vast number of ethnic residing in the country. All of these could be tackled through an active participation from the population to help maintain order. However, globalisation is somehow another and big challenge to Indonesia as more and more population becoming more political democratic, appreciate interdependence economic development based on open market, there is no way that it could avoid for the population to become more individualistic than ever. It has somehow deteriorating the nationalism of the population. ENDNOTES

The Awakening and A Dolls House | Analysis

The Awakening and A Dolls House | Analysis Everyone if faced with making decisions in their life. In the Awakening by Kate Chopin, and A Dolls house, by Henrick Ibsen, it is evident to the reader that the decisions made by the two characters, Edna and Nora, are made by the way they view themselves. More or less by the end of each story self perception is what leads both protagonist characters to make a life changing or even life ending decision. Throughout the story Edna takes many risks. While at grand Isle, she risks the dangers of the sea so that she might learn to swim. Furthermore, Edna risks impropriety by spending so much time alone with Robert. Upon returning home, Edna continues to be the risk taker. One must ask himself, however, what exactly is Edna risking with her, at times, juvenile behavior? In truth, she is risking nothing more than humiliation. Edna knows that her husband will never leave her nor will he allow her to leave him. While Edna may be considered a risk taker, it is easy to see that the risk Nora, in A Dolls House takes far greater risks. While it is clear that Noras husband does not see her as a person with a mind for anything beyond decoration, the reader quickly sees that Nora knows far more than maybe she should know. Torvald constantly shows his superiority over his wife with the use of pet names such as: my little dove or chipmunk. Torvald views Nora as one might view a pet, cute and fun to play with as long as shes obedient. Just as Edna in The Awakening, Nora is a risk taker. In the beginning, the reader sees a juvenile rebellion on Noras part. However, the reader laughs along with Nora as she enjoys the forbidden macaroon. This rebellious secret of Noras proves to be just the tip of the iceberg. The iceberg itself comes in the form of Kronstad, a banker. The reader learns of Noras secret shortly after his appearance. It appears that Nora has borrowed money in her fathers name that Torvald is not aware of. At the time this story is set, it is unheard of that women should handle any money in this manner without her husbands knowledge. What is Nora risking in keeping his to herself? In essence, she is risking everything: her familys financial security, her security, and imprisonment. Also like Edna, Nora is not the mother-type. Nora treats her children as Torvald treat heras playthings. Nora is on the outside very flighty and unconventional, and on the inside she is thrilled at what she thinks of as the successful deception of her husband Torvald. Clearly that which she views as a success now, will later be viewed as a failure. The difference being with Edna and Nora, is that Nora doesnt want or need her husbands forgiveness. While the female protagonists in Chopins The Awakening and Isbens A Dolls House share many similarities of situation, it is the image of self that sets them apart. Both Edna and Nora prove throughout their respective stories to be risk takers. It is Nora who in the end takes the ultimate riskthe risk to live alone. Edna, however, in the end remains trapped by society and her circumstance. Rather than spend the rest of her life in that trap she chooses death. Death has many meanings, of which Chopin and Isben have explored two. Chopin chooses an irony filled death for Edna. Ednas death is ironic in that the ocean, a tool for her awakening, becomes the tool of her death. In Isbens story, while Noras death is not literal, it is a death to all that she has known thus far. Given the choices that each character has made leads one to believe that Noras death was ultimately a far more painful death than that of Edna.

BUILDING A COMPUTER :: essays research papers

With increasing popularity of computer games, and multimedia home PC users often need an unexpensive computer system upgrade. By building a custom computer one is able to combine componenets, and operating system to provide maximal gaming performance. Computers are often called number manipulators, because of their ability to run millions of mathematical operations per second (White 43). Computers use binary system of numbers, which allows them to operate system of microscopic switches called transistors found inside of computer chips. Binary system is defined as counting system that uses two digits one and zero (Gookin 49). A transistor is a basic building block of microchips; transistors are combined in formations called logic gates (White 39). â€Å"Transistor can only create binary information: one if current passes through or zero if current does not, to work with transistors†(White 39). Computer software uses Boolean logic, which is based on selecting true or false values used in computer programming (White 39). All personal computers have BIOS, which is an acronym for Basic Input Output System. The BIOS runs every time the computer is started, and it basically tells the computer how to act (White 19). The BIOS is a part of the boot up process, or a complex set of operations checking hardware that components are working properly. Besides BIOS and several other operations there is power–on self-test - POST being ran. POST test runs at the start up, and if it finds an error, it sends a warning message (White 5). Central processing unit – CPU is the most important part of the personal computer, all other components work as a bridge to CPU (White 59). The speed of the processor is usually defined by using units called megahertz (MHz, also million frequency waves per second). CPUs are generally divided into two categories- CISC and RISC. CISC – complex instruction set computing, uses many small instructions to carry out a single operations. CISC is a standard in today’s processors. RISC – reduced instruction set computing, uses less complicated instructions with simpler design. RISC microprocessors are cheaper, they produce less heat, and they are generally smaller in size compared to CISC. With less heat and smaller size RISC processors have great advantage in reaching higher frequencies with less danger of overheating. The major disadvantage and also reason why RISC microprocessors are not widely used, is less compatibility with available software. The earlier programs were written for CISC chips.

History of the Computer :: Technology

History of the Computer The Analytical and Difference Engines (1835-1869): The English mathematician Charles Babbage (1792-1871) never got to build his invention, but his design had an uncanny resemblance to the modern computer. Ada Lovelace, Lord Byron's daughter, wrote eloquently about the device and was history's first programmer. The ABC (Atanasoff Berry Computer) (1938): John Atanasoff and Clifford Berry designed the first electronic digital computer at Iowa State, and urged the university to patent their design. Nothing was ever done and millions in potential royalties were lost. The project was abandoned in 1942 without building the computer. The ENIAC (Electronic Numerical Integrator and Calculator) (1946): was built at the University of Pennsylvania by John W. Mauchly and J. Presper Eckert. Recognized as the first operational electronic computer, it could perform 5,000 additions per second, weighed 30 tons, and required 1,500 square feet of floor space. UNIVAC I (Universal Automatic Computer) (1951): The world's first commercial computer (a total of 15 were sold) gained public recognition when it was used by CBS to predict Eisenhower's 1952 presidential election. The original UNIVAC was officially retired on October 3, 1963, after 73,000 hours of operation, and is now on display at the Smithsonian Institution. The IBM 360 (1964): The 360 series pioneered the concept of upward compatibility whereby a user could upgrade from one computer to the next without having to reprogram existing applications. The machine was viewed as an enormous financial gamble, but paid off handsomely as it gave IBM a dominance in mainframes which it has never relinquished. Altair 8800 (1975): The January 1975 issue of Popular Electronics featured the Altair 8800 on its cover: the first personal computer and a machine that the hobbyist could build from a kit. 2000 adventurous readers sent in their orders (sight unseen) for a kit that cost $439. The Altair had no keyboard or monitor and no available software and was programmed by switches on the front panel. Apple II (1977): The Apple Il was a fully assembled home computer in an attractive case, complete with keyboard, connection to a TV screen, color, memory to 64Kb, and BASIC interpreter. The machine was to launch the personal computer revolution and vault its founders, Steve Wozniak and Steve Jobs, from garage to glory. IBM PC (1981): IBM was neither first nor technologically innovative, but their announcement put the personal computer on the desks of America's business people, just as Apple had put the computer in the home. History of the Computer :: Technology History of the Computer The Analytical and Difference Engines (1835-1869): The English mathematician Charles Babbage (1792-1871) never got to build his invention, but his design had an uncanny resemblance to the modern computer. Ada Lovelace, Lord Byron's daughter, wrote eloquently about the device and was history's first programmer. The ABC (Atanasoff Berry Computer) (1938): John Atanasoff and Clifford Berry designed the first electronic digital computer at Iowa State, and urged the university to patent their design. Nothing was ever done and millions in potential royalties were lost. The project was abandoned in 1942 without building the computer. The ENIAC (Electronic Numerical Integrator and Calculator) (1946): was built at the University of Pennsylvania by John W. Mauchly and J. Presper Eckert. Recognized as the first operational electronic computer, it could perform 5,000 additions per second, weighed 30 tons, and required 1,500 square feet of floor space. UNIVAC I (Universal Automatic Computer) (1951): The world's first commercial computer (a total of 15 were sold) gained public recognition when it was used by CBS to predict Eisenhower's 1952 presidential election. The original UNIVAC was officially retired on October 3, 1963, after 73,000 hours of operation, and is now on display at the Smithsonian Institution. The IBM 360 (1964): The 360 series pioneered the concept of upward compatibility whereby a user could upgrade from one computer to the next without having to reprogram existing applications. The machine was viewed as an enormous financial gamble, but paid off handsomely as it gave IBM a dominance in mainframes which it has never relinquished. Altair 8800 (1975): The January 1975 issue of Popular Electronics featured the Altair 8800 on its cover: the first personal computer and a machine that the hobbyist could build from a kit. 2000 adventurous readers sent in their orders (sight unseen) for a kit that cost $439. The Altair had no keyboard or monitor and no available software and was programmed by switches on the front panel. Apple II (1977): The Apple Il was a fully assembled home computer in an attractive case, complete with keyboard, connection to a TV screen, color, memory to 64Kb, and BASIC interpreter. The machine was to launch the personal computer revolution and vault its founders, Steve Wozniak and Steve Jobs, from garage to glory. IBM PC (1981): IBM was neither first nor technologically innovative, but their announcement put the personal computer on the desks of America's business people, just as Apple had put the computer in the home.

The Aprenticeship of Duddy Kravitz Quote Analysis :: essays research papers

"A man without land is nothing." Though the passage I have selected is short, I believe it is the most obvious indication to the main theme of the book, as well as a common goal for not only Duddy Kravitz, but countless others, fictitious and not. I could have chosen a longer quotation from the book, but I felt that this phrase clearly communicates to the reader that the "American Dream" has been a preoccupation with Duddy since he was very young. Duddy's grandfather acted as a prominent father figure to him during his early childhood, when his father could not always be there for him, and as a result of always having him around while Duddy was so young and impressionable, he had a lot of influence on Duddy's developing mind. Coming from someone in such a position at that point in Duddy's life, a statement like "a man without land is nothing", has a particularly strong effect. The words themselves are very blunt and closed to interpretation. He wasn't simply telling him it would be nice to own property, his grandfather was telling him he will never have amounted to anything in his eyes, unless he owns land. A message that strong coming from a figure with so much influence on a boy like Duddy can have a very monumental impression. It is clear that Duddy did, in fact, take these words to heart, as he is constantly involved in get-rich-quick schemes, starting when he is still in school. This preoccupation would eventually be Duddy's downfall. Though The Apprenticeship of Duddy Kravitz was written years ago, the idea of materialism, and measuring one's success by their possessions is also a prominent theme in pop culture in the West. Luxurious and excessive lifestyles are in, perpetuated by "blinged out" rap artists and rock stars who own multiple houses, and drive unnecessarily large and expensive sport utility vehicles and sports cars. Pop music has evolved throughout the 20th Century, and has now gotten to a point where it's not just music, but an industry. Singers are actors and vice versa. To make it big in the music industry you not only have to have talent, but a strong business sense, and your own clothing line, of course. The Aprenticeship of Duddy Kravitz Quote Analysis :: essays research papers "A man without land is nothing." Though the passage I have selected is short, I believe it is the most obvious indication to the main theme of the book, as well as a common goal for not only Duddy Kravitz, but countless others, fictitious and not. I could have chosen a longer quotation from the book, but I felt that this phrase clearly communicates to the reader that the "American Dream" has been a preoccupation with Duddy since he was very young. Duddy's grandfather acted as a prominent father figure to him during his early childhood, when his father could not always be there for him, and as a result of always having him around while Duddy was so young and impressionable, he had a lot of influence on Duddy's developing mind. Coming from someone in such a position at that point in Duddy's life, a statement like "a man without land is nothing", has a particularly strong effect. The words themselves are very blunt and closed to interpretation. He wasn't simply telling him it would be nice to own property, his grandfather was telling him he will never have amounted to anything in his eyes, unless he owns land. A message that strong coming from a figure with so much influence on a boy like Duddy can have a very monumental impression. It is clear that Duddy did, in fact, take these words to heart, as he is constantly involved in get-rich-quick schemes, starting when he is still in school. This preoccupation would eventually be Duddy's downfall. Though The Apprenticeship of Duddy Kravitz was written years ago, the idea of materialism, and measuring one's success by their possessions is also a prominent theme in pop culture in the West. Luxurious and excessive lifestyles are in, perpetuated by "blinged out" rap artists and rock stars who own multiple houses, and drive unnecessarily large and expensive sport utility vehicles and sports cars. Pop music has evolved throughout the 20th Century, and has now gotten to a point where it's not just music, but an industry. Singers are actors and vice versa. To make it big in the music industry you not only have to have talent, but a strong business sense, and your own clothing line, of course.

Various Types of Drivers

Various Types of Drivers Drivers come in many different forms and each carry their own characteristics. When on the road, one can experience several different drivers and their driving habits. The different drivers you experience during your journey may result in many things such as you being late to your destination or even become part of a car crash. Most motorists would like to make it to where they need to go on time, but how they get there depends on their style of driving as well as the types of drivers they encounter along the way.Despite the many driving skills motorists may come across during their journey, they should always drive safely following the rules of the road to avoid any dangerous car collisions. The various types of drivers can be broken down into three categories which include non-obedient, careful and reckless. Non-obedient drivers are often the ones who disrupt traffic and sometimes cause traffic jams. They have poor judgment in performing road tasks such as making turns, using their indictors when necessary and drifting within a traffic lane.These motorists lack the ability to change behavior in unexpected or dangerous situations. They have a tendency to slow down traffic, aggravate other drivers and cause inconvenience for other motorists. They fail to function properly and the proficiency to focus quickly is nonexistent. This causes avoidable accidents and puts their lives as well as others in danger. For instance, there was a time where my mother and were watching the news and a middle aged woman switched from the right lane into the left lane without using her indicator.The fact that she fail to signal that she was merging into the next lane resulted in her getting rear ended by another driver. Had she done the simple task of using her indicator, this rear end collision could have been avoided. Motorist who are more precautious and careful while behind the wheel tend to have a more decent style of driving. They are usually more lik ely to follow the rules of the road. This includes wearing their seatbelt at all times, using their indicators and driving by the appropriate speed limit.They usually have steady concentration while on the road, which allows their mind to be fully focused while driving. These drivers have a good idea of what is happening in their surroundings and have keen awareness skills which are vital when driving. There was a time when my mom and I were driving and approached a four-way street. The roads on our left and right were obligated to stop and the road in front of us and the only we were driving on had no stop signs. Although we were not required to stop we did.Had we continued driving we would have been involved in car accident because a driver required to stop ran the stop sign and would have crashed directly into us. Careful drivers not only look out for themselves but for other motorist as well to ensure the safety of all drivers while on the road. Drivers that have the least respe ct for other motorist or the can be known to have a reckless style of driving. These drivers can sometimes be very dangerous because they are not afraid to get a bit irresponsible while on the road.For example they do things like run stop signs, traffic lights and make illegal turns. Motorist like this have a tendency to weave in and out of traffic at fast speeds with no regard for other drivers. For example my brother and I were driving on the highway and one motorist was driving at speed way above the 60mph speed limit. This driver switched in and out of lanes without using their indicators and cut many people off almost causing fatal car accidents. Actions such as these puts many innocent lives at risk and force people to be more aware of their surroundings.The driving skills people have may vary. Many drivers experience the different types of motorist on a daily basis. Drivers should always follow the rules of the road and avoid any distractions while driving. Many drivers fail to do so putting themselves and others at risk. This can result in fatal car crashes that could have been avoided if motorists were more cautious when driving. Drivers should always maintain good driving skills, not only to guarantee their own safety but the safety of others while on the road.

Management and Diversity Essay

Susan Jackson states in Diversity in the Workplace: Human Resource Initiatives that, â€Å"Surveys of business leaders confirm the perception that interest in managing diversity successfully is widespread. In a study of 645 firms, 74% of the respondents were concerned about diversity, and of these about one-third felt that diversity effected corporate strategy.† This means that the majority of organizations feel diversity is important, and see the need to take action, however; implementing the process can be more difficult. This paper will outline a human resources strategic plan that includes diversity training for all employees to include managers and frontline staff. It will focus specific diversity training segments to address management’s perspectives, and will use a change model to persuade management to implement needed modifications to the organizations practices. This paper will also propose a brief training outline of diversity content. Finally, this paper wil l recommend a comprehensive method of evaluation to ensure the training will create the needed changes. Mark Winston states in The Importance of Leadership Diversity: The Relationship between Diversity and Organizational Success in the Academic Environment that, â€Å"Fostering diversity in organizations is generally considered a priority in relation to the increasing diverse population, as well as inequities, current unfairness, and underrepresented.† To have a diversity strategy that becomes a strategic part of organization it must align with the overall goals of the organization. Nagel, CEO for Cisco states in the Hewlett Associates Creating a Sustainable Inclusion and Diversity Strategy: Build on Your Company’s Goals and Strengths that, â€Å"This position of inclusion and diversity must be an integral part of the company’s key business goals, rather than an add-on whose value and cost constantly need to be justified. A successful and sustainable I&D (inclusion and diversity) strategy cannot be built in a silo. Similarly, for I&D to receive the organizational support required to achieve its goals, it needs to be represented and play a central role in decision-making at the highest level. To ensure that I&D is integrated at every level of the company, not just an HR focus.† To have this strategy start at the top of the organization is critical to the success of the initiative. This would begin with the forming of an Inclusion and Diversity Council. This counsel would be led by the Vice President of Human Resources, and the members are all executive level positions that represent each component of the company. The goals for this council would be to develop the Inclusive and Diversity vision to align with the goals of the company, develop the strategy behind the diversity and inclusion, and the execution plan. This council would also start gathering data to begin employee network groups in whic h all employees have the opportunity to join. It would review and advocating policies that support an inclusive environment including training for all employees, and implement a metrics for measuring the impact of Inclusion and Diversity initiatives. Through creating this type of board for the organization places diversity as a top priority and demonstrates the seriousness of integrating diversity into the organization. This would also exhibit to the EEOC a good faith effort to inaugurate diversity into the company. Below the council would be an additional group of managers that are composed of different business segments and would each hold a leadership type position in the employee network group. This group of managers would be responsible for building a strategy and executing a plan to implement the council’s decisions. This would allow an additional team of employees be involved in the inclusion and diversity strategy. â€Å"Because I&D goals are aligned with the overall business goals, I&D initiatives have a greater impact than before and are seen as a company priority.† (Hewett, 2009). Through starting the diversity strategies at the top and including additional manager throughout the company shows that this initiative is not a fad and that it is being taken seriously. The council will begin the inclusion and diversity process and communicate to managers and the overview the hiring and team the employees that make up the organization. In addition to the council, managers that recruit and hire employees will go through interviewing skills and be required to have a diverse slate based upon the geographic location. Adding more diverse candidates to the interview process gives managers the opportunity to hire more diverse candidates if they are the most qualified for the position. Interviewing more diverse candidates, allows more opportunity to hire and retain a diverse workforce. This will lead to less discrimination lawsuits based on hiring and retaining more diversity within the organization. Another key point is developing and engaging the talent that the organizat ion currently has. This would include promotions of internal candidates. This type of development would include mentoring groups that could be utilized through the employee network groups. This would reach all levels of employees throughout the organization. Finally, there will be training for all employees in regards to diversity and inclusion, harassment, and stereotypes and biases. By training employees and holding then accountable for improper practices or behavior, helps the organization develop standards and omit any inappropriate behaviors. Through aligning diversity and inclusion with the company’s overall goals and including key leaders in the organization states that this is a high priority and is supported by the overall company. By engaging managers at different levels through employee network groups and having diverse slates in hiring practices allows the company to continue to grow in diversity and inclusion. Finally, providing training and policies in place to encompass all employees gives everyone the understanding of what behavior is acceptable and that the work environment is inclusion for everyone. There can be a variety of reasons that managers or employees would resist change. According to the article, Workplace Diversity: How to Tackle Resistance it states, â€Å"Employees resist diversity for a number of reasons; if the organization’s definition of diversity is not broad enough and inclusive, some employees may feel excluded or left out of the change process. Furthermore, employees who are not often made to feel included in the process, such as white men, may feel blamed for inequities in their organization and react with defensiveness. On the other hand, employees specifically included in diversity efforts – such as women or people of color- may express resistance because they do not want to be singled out or perceived as having succeeded purely as a result of the change effort. Finally, employees are also cynical and reluctant to get involved with new diversity efforts when past change efforts have not been successful.† To address the managers that would be implementing these practices I would first start with training the understanding of the alignment of diversity with the organizational goals. This would include ten session training about diversity and the way that it effects the organization. Through establishing and defining the organization’s definition of diversity and how it will help the company grow would help the managers understand the company initiative and that the top leaders of the organization are implementing and enforcing this program. It would also allow the managers to understand diversity and the components of it. The second training would entail having a diverse slate to interview, interviewing candidates, and selecting the best talent. â€Å"One common misperception is the belief that unearned benefits or advantages will be given to a specific group, such as white women, or people of color; as well as that one has to part of a specific group in order to be promoted.â €  (Catalyst, 2009). Through understanding the correct interview process, having a diverse number of candidates for promotion or hiring, and asking job related questions will allow the organization to continue to build on diversity and inclusion and train as well as show the managers the correct hiring process. The third training would allow the manager to understand and analyze their own stereotypes and biases. Through identifying that everyone, absolutely everyone has stereotype and biases, allows the manager to identify them and then look past them. This would help with the fair treatment of all employees. All three of these training sessions, understanding diversity, interview with diversity, and understanding stereotypes and biases will allow the company to continue to grow in diversity and inclusion. The organization will also be in compliance with sound hiring practices and treatment of employees including harassment. Dr. John Kotter’s 8-Step change model is one that can be utilized to impl ement and explain the change in the organization’s diversity and inclusion. According to the article The development of a model to support synchronous change, Kotter’s eight steps are: create a sense of urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short term wins, build on the change, and anchor the changes in corporate culture. The first step is to create a sense of urgency. In this case the urgency has already been put in place by the charges faced by the EEOC. Due to the charges the organization must put a plan into effect quickly; this will be vital to the success of the organization. In step two, formulating a coalition, this can be done through establishing the diversity council in which key leaders will initiate the beginning of the diversity and inclusion component of the company. This will help the organization to all be on the same page and implement a strategy from the top. The third step includes the vision for change. This is done through aligning the goals of the organiz ation to the goals of diversity. This part of the plan would create goals such as meeting diversity goals, creating an inclusive environment, and training goals for the employees. Creating a work environment that is diverse as well as inclusive is an ideal work environment. Step four, communicate the vision, can be accomplished through the trainings conducted with the managers. These trainings would explain the diversity goals of the organization and have the frontline staff complete 5 diversity training sessions, and manager complete 10 diversity training sessions. In addition to the training, the managers should have constant open and honest communication about the changes that are happening and how those changes are effecting the organization. The fifth step, removing obstacles, would need to be in place when the employees are resisting the changes. Removing obstacles is part of the overall plan in which resistance comes up it is addressed immediately and allows the organization continue to build on its strategy. This fifth step is important in which managers that are following the diversity vision are rewarded and those that are not a redirected to follow the guidelines in place. This came be done by offering diversity bonuses based on having a diverse hiring slate, but not by hiring the most diverse candidates. The important part is still hiring the best candidates, but having a variety of candidates to choose from. The sixth step, create short-term wins, allows the employees to process and be successful in intervals. This would include reaching goals such as completing training, and having the correct amount of people to interview to complete a diverse slate. Step seven, build on the change, allow employees to celebrate the small successes that will then lead to additional wins of having a diverse and inclusive work environment. Finally, the eighth step, anchor the changes in corporate culture, is the complete process in which the changes are adapted to the culture of the organization. This is when the new staff as well as the old staff has accepted the culture and ensures that the changes continue. Each component of Kotter’s eight step process is important and necessary to achieve success. This plan of implementing change in accordance with the eight steps lays the foundation for the organization to make a positive change and provide a more diverse and inclusive work place. Described previously there were would be diversity training composed of ten (10) sessions. These sessions are based off of the Workplace Diversity Foreword, Managing Workplace Diversity. The first five sessions would be for both frontline employees and managers. The remaining sessions six to ten would be for managers only. The first session would entail an understanding of what diversity is. Although diversity can be different to each individual, this would focus on the defining diversity, giving history of the organizations diversity, and legal overview. The second training session would explain what stereotypes are as well as biases. In the course participant would identify their own biases through active listening. Once the biases and stereotypes are identified, the third session would include breaking down your own biases through changing how the participants view their approach and the encouraging workplace and social changes. The fourth lesson would then identifying the proper communication stating that listening and hearing are two different things. This would help open up communication among all individuals to incorporate an all-inclusive environment. Lesson five would explain body language and it is not what you say, but how you say it. This would allow employees as well as managers to understand that there is more to communication than just words. The sixth training would encourage diversity in the workplace through establishing guidelines and teaching employees about preventing discrimination. The seventh training would entail identifying discrimination and the options in which an employee or manager would have if this happened. The eight training would explain the processes used if you as a manager are involved in a complaint, understanding the role that you play as a manager that represents the company as well as an individual. The ninth training would teach the manager how to properly document the complaint and identify the appropriate actions including contacting the human resources department. The tenth training would explain the steps in receiving the complaint formally as then looking back at the incident and learning from the experience. All ten of these trainings, establish the guidelines that the organization is looking to enforce and support. Each component both explains and defines what diversity is, how it is involved in the day to day work environment, and how to prevent as well as respond to a complaint. Once all of the trainings are completed managers as well as employees will understand the overall goals of the company, how diversity plays a role in those goals, how each employee and manager can contribute towards those goals, and what to do when the resistance to diversity is encountered. Finally, this paper will recommend a comprehensive method of evaluation to ensure the training will create the needed changes. One way to measure the success of diversity initiative is if there are any additional complaints filed with the EEOC, and of the goals or requirements put in place by the EEOC are met. Tracking and evaluating the hiring process and the applicants considered will show the strides or lack of follow through for the organization. Also following the guidelines given and continued follow through with compliance would allow the organization to track and view the changes. Another way to establish if the goals and measures are successful is through looking the amount of promotions if internal candidates. This will show how many employees are taking advantage of the mentoring, employee networking, and diversity training through embracing the goals of the company and making themselves more promotable. â€Å"The organization’s retention rate by demographic group compares favorably with external retention rates.† (Bliss, Keary, Loftus, Outwater, Porter & Volpe, 2011). This would show how many minorities had been hired and promoted. An additional measure could also be an employee survey conducted. â€Å"Employee satisfaction survey results by demographic group show the feelings or rates on the diversity in the organization.† (Bliss, et al, 2011). Through seeking the employee input on how they view diversity, training and the inclusive environment, and how successful they feel it is will allow the organization to gage how successful the diversity initiative is and how to continue to build upon it. Finally the organization can look specifically in the diversity of top level managers. â€Å"Consistent with applicable law, representation of minorities and women in positions is enhanced.† (Werner & DeSimone, 2012). This would directly look to see how engaged the top level of the company is and the continued support needed to continue to grow the diversity of the organization. Each measurement will allow the organization to understand and e nhance the diversity and inclusion strategy. â€Å"Practicing diversity management means operating at a level that is the best with respect to diversity management.† (Werner & DeSimone, 2012). This paper outlined a human resources strategic plan that includes the creation of a diversity council of top managers, an additional group of managers to help implement diversity changes, employee network groups, and diversity training for all employees to include managers and frontline staff. This paper focused on specific diversity training segments to address management’s perspectives through establishing a diversity training model for all employees. This paper used Kotter’s eight (8) step change model to persuade management to implement needed modifications to the organizations practices, and proposed a brief ten (10) training outline of diversity content. Finally, this paper recommended a tracking system through the applicant flow log to overview the diversity process as well as a survey for employees to complet e to ensure the training will create the needed changes. References Bliss, W., Keary, D., Loftus, J., Outwater, L., Porter, G., Volpe, N., (2011). The SHRM Learning System: Module Three Human Resource Development. Alexandra, VA: Society for Human Resource Management. p. 206-221. Catalyst., (2009, May 13). Workplace Diversity: How to Tackle Resistance. Women’s Media. Retrieved December 15, 2012, from http://www.womensmedia.com/lead/119-workplace-diversity-how-to-tackle-resistance.html Hewett, A,. (2009). Creating a Sustainable Inclusion & Diversity Strategy: Build on Your Company’s Goals and Strengths. Retrieved December 15, 2012 from: http://www.cisco.com/web/about/ac49/ac55/white_paper_Diversity_102709.pdf Jackson, S., (1992) Diversity in the Workplace: Human Resources Initiatives. Guilford Publications. New York, NY. Managing Workplace Diversity Website. (2012). Work Place Diversity Foreword. Retrieved December 15, 2012, from http://pdtraining.com.au/workplace-diversity-training-course Redvers C., Tennant,C., Neailey, N., (2005) The Development of a Model to Support Synchronous Change. Measuring Business Excellence, Vol. 9 Issue: 3, pp.13 – 20. Werner, J., & DeSimone, R. (2012) Human resource development (6th ed.) Mason OH: South Western Cengage Learning Winston, M., (2009). The Importance of Leadership Diversity: The Relationship