Porter and National Competitive Advantage Essay

Porter and National Competitive Advantage - Essay Example It is evidently clear from the discussion that Porter’s National Competitive Advantage theory gives a complicated tool for evaluating competitiveness with every implication. Porter’s theory provides to recognizing the â€Å"competitive advantage of nations† in global production and trade. Its core, on the other hand, concentrates upon individual firms, in which the values of competitive advantage are involved. The concept of competitive strategy and competitiveness comes from the business. Industries compete for resources and markets, measure competitiveness by examination of comparative market shares, growth or innovation and utilize competitiveness policy to progress their market performance. Porter thought the competitiveness of a country depends on four major determinants, they are factor conditions, demand conditions, supporting industries and â€Å"firm strategy, structure, and rivalry†. Although these four determinants affect the continued existence with a competitive advantage in an entire nation, their character states that they are further exact of a particular industry rather than typical of a country. The reason for that in the theory of Porter is that the essential unit of analysis for understanding rivalry is the industry. Factor conditions being the input that affects rivalry in any firm include several broad categories. That includes Human resources, Physical resources, Knowledge resources, Capital resources and Infrastructure resources. Whereas examining these factors as a precondition for building competitive advantage, it is comparatively insignificant to highlight just their involvement in a specific industry. What decides their effect on competitiveness is the quantity of effectiveness and efficiency of the method they are organizing within an industry.

Behavioural-Based Safety in the Construction Companies Essay

Behavioural-Based Safety in the Construction Companies - Essay Example While there are many other explanations, the research paper will seek to determine the explanations that are applicable to the current case study, which is employee perception of BBS at the workplace, BBS training, safety awareness, safety participation, and group safety culture. A quantitative method study will be used for this research study with a survey-based research design. The research study will utilize probability sampling, which will seek to get at least fifteen labor workers at Tarmac Zawawi LLC. It is expected that high scores in BBS training, perception, awareness, participation, and group safety culture will result in high levels of safety and, therefore, fewer incidents and accidents. Because of the equipment, machinery, working height, and external activities involved in the construction sector, it is one of the most dangerous occupations in the industry. There are a number of factors, which lead to accidents in this setting. One of them is unsafe conditions and behavior, in which the individual’s behavior accounts for approximately 75% of all events (Roughton & Mercurio, 2012: p82). In addition, most studies suggest that unsafe behavior among workers is more to blame than the safety of conditions in the occurrence of accidents. If unsafe conditions do exist and individuals accept the risk associated with the construction and continue normally with their activities, accidents cannot be blamed on the conditions alone. Therefore, failure to identify conditions that are unsafe prior to and during construction, to continue with construction even after the unsafe conditions are identified, and unsafe performance without regard to the conditions at the site are three major reasons for construction site accidents (Roughton & Mercurio, 2012: p86). In  addition, unsafe conditions are brought about by unsafe actions from individual workers and their colleagues, management practices, and inhuman events.  

Creating a computer system Essay Example for Free

Creating a computer system Essay 1. 1 Introduction Wooten Basset Rugby Club, are a rugby club in the Swindon area, whom play 15 a side rugby union. They put out a numbers of teams each week ranging from junior levels, senior teams and womens rugby. Of my concern is the U-16s, whom would like to computerise a number of tasks and have a reference for relevant data including player and parent information. In any particular season there will be between 20 and 30 players at the club. These players are trained by the head coach and around three other coaches all of whom are made up of parents of the players. The head coach is responsible for much of the current administrative work. 1. 2 Current System Currently all tasks for the club are carried out manually. For example when organising a match against a rival team a letter is written specifically for each player. With as many as 30 players at the club, this is tiring and tedious work. Data is currently stored in files kept at the head coachs house. This system of holding information has become unreliable as over the history of the team players have moved on or changed their details. When this occurs due to time constraints, addresses for example are often added to rather than modified creating two distinct addresses complicating matters when important letters need to be sent. In the past when players have left their file has not been removed leaving large amounts of useless information. All of this complicates matters when searching for data making the process longer and increasingly unreliable. Among the squad of players, each player has his own specific needs. For example different players require different training methods such as fitness or tactics. With many players and few coaching staff it becomes difficult to organise. Currently this is organised through memory which is difficult due to the above reasons. The current system has no scope for evaluating players from teams the club faces. No data is kept on players from other teams like their scoring or disciplinary records. They can therefore not assess before a fixture which players are a danger and tactics suffer. Scoring and disciplinary data is stored on paper kept in files. This data is again not well managed and prone to being lost making analysing a players progress somewhere between difficult and impossible. Also they are unable to see which players are the top scorers or most ill disciplined. Money management is also a problem. Fees used to pay math officials are deducted form the fees paid by players. This is organised by the coaches, however often players miss this payment and the referees payment is short. Yet with at least 15 players playing in every match records of owes money are not kept and this information is simply forgotten. 1. 3 Interview Summary In order to create this system it was important that I conduct an interview with one of the end users for the system. This will give a good outline of the requirements for the system. The interview was with the head coach whom will be the predominant user of the system. From the interview this is an outline of what the new system will have to achieve: Â  Produce template letters for a number of issues. These letters include Match details, which will tell players about a match its date, venue and other relevant information. Invitation letter to other clubs inviting them to a match. Player and parent data. Store contact details about players and parents. Â  Statistics. Store statistics on players including points scored, tries and appearances. Â  Team information. Store details on rival teams such as contact details. Fixtures. Store fixture information including scores, dates and venues. Â  Ability to see reports on players from the club. Â  An ability to track membership payments. The system must indicate whether a players has paid his membership for that season. Â  Create leagues of the clubs leading scorers and those with the worst disciplinary records. Â  Store data about what type of training each player is on. For example some players may have fitness training or others forwards training. Monitor finances for each fixture. For each fixture a player has to pay a fee of i 2. Other important points taken from the interview: Â  System must be as automated as possible as user wants system to save him time. Simple user interface. Several of the coaches whom will use the system have very little knowledge of computers and will struggle with a complicated system. Â  System will be run from head coachs lap top computer and therefore not need any network capabilities. Head coach has copies of Microsoft Access already stored on his computer. IT experience consists only of use of Microsoft applications. Â  Data on fixtures and statistics only to be kept for one season at a time. After this period data will be deleted and new record will be kept. Â  Hold data relating to tournament and determine the clubs progress in these tournaments. 1. 4 Data Requirements From the interview it has become apparent that I will need to store a considerable amount of data. I have divided this data into the following groups: Players, Fixtures, Rivals, Rival Players, Players-Fixtures and Rival Players-Fixtures. A primary key will be used in every case to uniquely identify each record, these are marked by these symbols, and . PLAYERS deals with data relating to players such as membership and contact details: Membership Number A unique code used to identify each player. Each Membership code is made up of three numbers and a letter. The letter represents the age group, as this letter only deals with one age group each membership code will have the letter, E. For example, 001E Name Christian and Surname only Parent Store parents name for contact details. Address1 Store first line of a players address. Address2 Store second line of a players address where applicable. Postcode Training-What type of training the player is on. User will only be able to select from these values: Fitness, Backs, Forwards or General. Telephone Number Membership Paid Whether a player has paid membership fees for current year or not. FIXTURES handles data revolving each fixture played or to be played: Fixture Code Identifies each fixture uniquely as some fixture may be against the same team. Team Code Determines which team is to be played or has been played Team Score Score for Wooten Bassett, null if not played. Rival Score Score for rival, null if not played. Tournament Code Foreign key which identifies which tournament a fixture belongs to. Friendly fixtures will be determined by a specific code. Date Venue Select from either home or away. Round Determines which round of the competition, for example first round or semi final. RIVALS holds data on teams played by the rugby club, this includes contact details: Team Code Each team will be assigned a unique in case of two teams having the same name. Team Name Name of each rival team. Telephone Address1 First line of each teams address. Address2 Second line of each teams address if applicable. City Postcode Directions Description of how to reach rival club. PLAYERS-FIXTURES relates to the actions of players in each fixture, this includes scores and disciplinary information: Membership Number Used to identify player for which record is stored. Fixture Code Identifies which fixture record relates to. Tries Number of tries scored by a particular player in each fixture. Penalties All penalty kicks converted by a player in a fixture. Drop Kicks All drop kicks scored by a player in a fixture. Disciplinary Whether a player was disciplined in a fixture and what level of action, a yellow card for example. Fee Owed -The amount paid will be displayed from. TOURNAMENT holds data relating to tournaments the clubs plays in: Tournament Code Unique code which identifies each tournament. Winner Eventual winner of tournament. 1. 5 Entity Relationship Diagram This diagram of how data will be kept in the new system. The Players-Fixtures data store will link Players and Fixtures together. It will store data relating to what a particular player does in each game. Each record will be identified by using a players membership code and the corresponding fixture code, these two foreign keys will create a composite key. Each player may have played in many fixtures and therefore have many records in Players-Fixtures. This creates a one to many relationship between, Players and Players-Fixtures. Similarly many records in Players-Fixtures may relate to one fixture and so a one to many relationship exists between Fixtures and Players-Fixtures. The Rival Players-Fixtures data store is similar to Players-Fixtures, however it stores data about rival players as opposed to players for Wooten Bassett rugby club. Each record will be uniquely identified using the foreign keys of rival player code to determine which player, and fixture code to determine the fixture. Again a one to many relationship exists between Fixtures and Rival Players-Fixtures as one fixture may have many related records in Rival Players-Fixtures. Each Rival Player may have many records in Rival Players-Fixtures as they have played in many fixtures, a one to many relationship will exist here. Wooten Bassett will face many different rival clubs with many different Rival Players. Therefore Rivals will store data about all rival clubs and each record will be uniquely identified by team code. Rival Players will store data will store data about all the players who play for these clubs will be identified by the rival player code. To determine which player plays for which club Rival Players will have the foreign key Team code. This means many Rival Players can play for one club, again a one to many relationship will exist here. Each fixture will be against one of the teams detailed in Rivals. In order to identify which team is being played the foreign key, team code from Rivals will be used. One Rival may play in many fixtures creating a one to many relationship from Rivals to Fixtures. Tournament holds data relating to competitive fixtures. Therefore one tournament will have many records in fixtures, and again a one to many relationship is present. 1. 6 Data Flow Diagrams 2 Design 2. 1 System Design. The system will be divided into five entities described in Analysis. These are Players, Rivals, Fixtures, Players-Fixtures and Tournament. 2. 2 Attribute Design Following are description of all the attributes to be stored in the system: 2. 3 Form Design In order for the user to interact with the system, it must be presented in a user friendly interface. Within Access this is done using forms and reports, each form should allow the user to easily understand the information and be able to perform sufficient actions such as adding or deleting data. Following are the forms required by the system: 1. frmFixtures. This form will deal with all the actions relating the handling of data with fixtures. Here the user will be able to add, alter or delete any records from the Fixtures table. For example if a new fixture has been organised then the user can use the Add Fixture button to add a fixture to the schedule. Also changes to the date for example can be made. In order to maintain the consistency of data validation is being used. The FixtureCode attribute is updated automatically as an auto number preventing the user from making mistakes. Also a TeamCode will be selected from a combo box so a user cannot enter a team that does not exist. Also only two values will be able to be entered into the Home/Away attribute, home or away. To simplify the users navigation of the system a combo box at the top of the form allows the user to select any existing record quickly. 2. frmPlayers The Players form works on a similar principle to the Fixtures form. There are button to add and delete Player records and there is also a combo box to allow the user to navigate through the system. For validation the training attribute uses a combo box to ensure the user enters the correct value and an input mask controls the MembershipNumber, so that data is entered in the appropriate format. 3. frmRivals Again the Rivals form works in a similar fashion to Players and Fixtures. Buttons on the right control adding and deleting functions and a combo box is used for navigation. Validation is ensured by using an auto number data type to automatically update the TeamCode attribute. 4. frmTournament The tournament form works exactly the same as the previous forms, with add and delete buttons clearly labelled and a combo box for navigation. The TournamentCode attribute does not require input as it is an auto number ensuring validation. 5. frmFixture Statistics This form is directly different form the previous forms. In this form a user can manipulate data in the Players-Fixtures entity. The user can view specific fixtures through a combo box, when a fixture is selected it will open a sub form containing all the data about the players whom played in that match. Here new data can be added about a fixture or incorrect data can be corrected. The FixtureCode and MembershipNumber attributes will be controlled by a combo box, eliminating user error and the consistency of the data. 2. 4 Query Design For the system to perform the function required of it queries are used to extract the precise data from the database.

The Deming Theory Of Management Information Technology Essay

The Deming Theory Of Management Information Technology Essay Quality became an important business issue due to the increase in competitiveness in world markets. The total quality management approach introduced by W. Edwards Deming used by several organizations in the world to improve their operations and the processes used in all functional areas of their organizations. The basis of TQM is to reduce the errors produced during the manufacturing or service process, increase customer satisfaction and improve product/service quality, productivity, and competitiveness by improving communications with stakeholders (customers, suppliers, employees, shareholders and society). The application of TQM can vary from business to business, even across the same industry. William Edwards Deming (1900 1993) was an American statistician, professor, author, lecturer, and consultant. He was widely credited with improving production in the United States during the Cold War, although he was well known for his work in Japan. Deming made a significant contribution to Japans later reputation for innovative high-quality products and its economic power. He was regarded for his impact on Japanese manufacturing and business. Despite he was being considered as a hero in Japan, he got a widespread recognition in the U.S. at the time of his death. During Demings work in Japan in 1940s, his message to Japans chief executives was improving quality will reduce expenses while increasing productivity and market share. A number of Japanese manufacturers adopted his techniques widely and experienced an increased level of quality and productivity. After some time quality prize was introduced under Demings name, which is given to companies have experienced a major influence directly and indirectly on the development of quality control and quality management in Japan. Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs by reducing waste, rework, staff wasted time and increase customer loyalty. The key is to practice continence improvement and think of manufacturing as a system, not as bits and pieces. The Deming Theory of Management is a management philosophy based on four principles: Appreciation for systems. Knowledge of variation. Theory of knowledge. Psychology. Deming was well known for his model introduced for problem solving based on the Japanese approach of quality. The model was called as Deming cycle or PDCA (plan, do, check, action). He also introduced 14 points used to reach TQM in organizations as follows: Create constancy of purpose to improve product and service. Adopt new philosophy for new economic age by management learning responsibilities and taking leadership for change. Cease dependence on inspection to achieve quality by building quality into the product. End awarding business on price; instead, minimize total cost. Improve constantly the system of production and service to improve quality and productivity and to decrease costs. Institute training on the job. Institute leadership to help do a better job. Drive out fear so that all may work effectively for the organization. Break down barriers between departments; research, design and sales; therefore all teams should work together to resolve problems in production and use. Eliminate slogans, exhortations and numerical targets for the workforce. Eliminate quotas or work standards, and management by objectives or substitute leadership. Remove barriers that rob people of their right to pride of workmanship; hourly workers, management and engineering; eliminate annual or merit ratings and management by objectives. Institute a vigorous education and self-improvement program. Put everyone in the organization to work to accomplish the transformation. (Ahmed and Zairi, 2006) Characteristics of Successful TQM Companies based on Deming theory are common to companies that successfully implement TQM in their daily operations are as follows: Strive for owner/customer satisfaction and employee satisfaction. Strive for accident free work places. Recognize the need for measurement and fact based decision making. Arrange for employees to become involved in helping the company improve. Train extensively. Work hard at improving communication inside and outside the company. Use teams of employees to improve processes. Place a strong emphasis on the right kind of leadership. Involve subcontractors and suppliers in continuous improvement. Strive for continuous improvement. (http://www.authorstream.com/Presentation/5034-314271-total-quality-management-tqm-entertainment-ppt-powerpoint/, 2010) Joseph Moses Juran (1904 2008) was a 20th century management consultant who was mainly remembered as a caller for quality and quality management, writing several influential books on those subjects. During his 1966 visit to Japan, Juran learned about the Japanese concept of Quality Circles which he actively used in the West. Juran also acted as a matchmaker between U.S. and Japanese companies looking for introductions to each other. Juran was widely credited for adding the human dimension to quality management as he pushed for the education and training of managers. He was also credited for illuminating the core problem in reforming business quality. For Juran, human relations problems were the main issue in most of the organizations. Resistance to change was identified by Juran as the root cause of quality issues. He developed the Jurans trilogy, an approach to cross-functional management that is composed of three managerial processes: Quality planning. Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimize the product features so as to meet our needs and customer needs. Quality control. Develop a process which is able to produce the product. Optimize the process. Quality improvement. Prove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations. http://www.70620.com/tag/joseph-m-juran-philosophy-characteristics Malcolm Baldrige (1922 1987) was working as United States Secretary of Commerce and then confirmed by the United States Senate in 1981. During his life journey he played a major role in developing and carrying out Administration trade policy. Baldrige was a supporter of quality management as a key to U.S. wealth and long term strength. He took an initiative in developing the legislation that became the Quality Improvement Act of 1987 and helped draft one of the early versions. In recognition of his contributions, the congress named the annual quality award under his name Malcolm Baldrige National Quality Award. This award contributed to long-term improvement in economy, efficiency, and effectiveness in government. There are seven Criteria Categories that cover that was set by Baldrige in every management system: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Process Management 7. Results He also divided the way of how the apply the above criteria based on the work segment: one for education, one for healthcare, and one for business, nonprofits, and government organizations. The Baldrige Criteria are built on 11 interrelated core values and concepts: Visionary leadership Customer-driven excellence Organizational and personal learning Valuing workforce members and partners Agility Focus on the future Managing for innovation Management by fact Societal responsibility Focus on results and creating value Systems perspective These core values and concepts are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a framework. (http://www.baldrige.com/criteria/baldrige-core-values , 2010) Deming, Juran and Baldridge difference in their quest for Quality: Each one of the above quality gurus is looking into quality from different aspect. They all are working to improve the USA organizations to get better output of products and services. Deming was focusing on the use of statistical quality control. Juran was focusing on managing for quality and started Quality Management courses concentrating on top and middle management of organizations. Baldridge was focusing his on management system to reach performance excellence. He was working on developing the legislation that became the Quality Improvement Act. This was the key to introduce the Malcolm Baldrige Quality Award that recognizes U.S. businesses that excel in quality achievement and quality management. If we compare Baldrige with other types of standards we will find that the Baldrige Criteria serve as a comprehensive framework for performance excellence. They focus on business results as well as organizational improvement and innovation systems. Lean and Six Sigma methodologies drive waste and inefficiencies out of processes, and ISO 9000 is a series of standards for an efficient quality conformance system. Overall, ISO 9000 registration covers less than 10 percent of the Baldrige Criteria (http://www.nist.gov/baldrige/improve.cfm , 2010). Quality model in practice: In my opinion Malcolm Baldrige quality model is the one that it is in practice due to different reasons: Baldrige developed the legislation that became the Quality Improvement Act since 1987. Introduction of Malcolm Baldrige Quality Award that became a method to motivate U.S. organizations to develop their quality based on a set of standards. It focuses on management system to reach performance excellence. It focuses on business results, organizational improvement and innovation systems. Quality Awards: One of the well known quality awards is the Malcolm Baldrige Quality Award. It recognizes U.S. businesses that excel in quality achievement and quality management. There are different purposes for the award are: To promote recognition of the importance of quality. To recognize quality related achievements of U.S. organizations. To publicize strategies that improves quality. This award is providing a detailed feedback for additional step the organizations has to take care of in case they would like to meet todays quality standards. The candidates, selected are going through three stages review process are: Evaluation of written examinations submitted by candidate. Site visits to companies with high scores on the written examination. Final overall evaluation. (http://www.questia.com/googleScholar.qst?docId=5000218317 , 2010) They are assed based on seven Criteria Categories that was set by Baldrige are: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Process Management 7. Results The above criteria will asses every single detail of the organization in order to check their quality excellence. Even if the organizations do not want to go for the process of the award, they can go through the award documents, use the awards assessment criteria to check their status and then adapt the applicable quality model on their process in order to reach the quality standard. Conclusion: Quality has become an important approach that organizations are taking care of while developing their process of work and managing their resources. Quality gurus have introduced several types of management improvement tools to reach quality excellence. Moreover, awards were introduced to check organizations process and motivate them towards quality excellence. REFERANCE Abdel Ahmed and Mohamed Zairi and Ali Asseri, 2006. TQM Fundamentals: Chapter 1 The Quality Planning Process. Hamdan Bin Mohammed e-University. Baldrige core values. Retrieved on April 18.2010 from http://www.baldrige.com/criteria/baldrige-core-values/ Joseph M. Juran. (2010, March 10). In Wikipedia, The Free Encyclopedia. Retrieved 06:29, April 14, 2010, from http://en.wikipedia.org/w/index.php?title=Joseph_M._Juranoldid=348984076 KC 1.5.3 Quality Pioneers Joseph M. Juran. Retrieved on April 14, 2010 from http://www.70620.com/tag/joseph-m-juran-philosophy-characteristics Malcolm Baldrige, Jr.. (2010, April 6). In Wikipedia, The Free Encyclopedia. Retrieved 06:33, April 14, 2010, from http://en.wikipedia.org/w/index.php?title=Malcolm_Baldrige,_Jr.oldid=354335958 PDCA. (2010, April 14). In Wikipedia, The Free Encyclopedia. Retrieved 07:46, April 14, 2010, from http://en.wikipedia.org/w/index.php?title=PDCAoldid=355860177 Total quality management. (2010, April 13). In Wikipedia, The Free Encyclopedia. Retrieved 12:41, April 16, 2010, from http://en.wikipedia.org/w/index.php?title=Total_quality_managementoldid=355765150 Total Quality Management a continuous improvement process, 2010. Retrieved on April 14, 2010 from http://www.authorstream.com/Presentation/5034-314271-total-quality-management-tqm-entertainment-ppt-powerpoint/ What is Baldrige? Retrieved on April 18, 2010 from http://www.baldrige.com/baldrige-process/what-is-baldrige/ Y.K. Shetty, The quest for quality excellence: lessons from the Malcolm Baldrige Quality Award. Retrieved on April 20, 2010 from http://www.questia.com/googleScholar.qst?docId=5000218317

A Walk In The Woods: Chapter 9 :: essays research papers

Bill Bryson the author of the short story ‘A Walk in the Woods’ constructs the story in a certain way to try to get the reader to accept his attitudes and values about how dangerous and death defying Earl V. Shaffer and other’s are in attempting to travel the trail. He uses the techniques of emotive language, unusual language and use of first hand accounts in the short story ‘A Walk in the Woods‘ . The use of descriptive and humorous language, combined with conversational text has allowed Bryson to express his feelings and opinions on his and others experiences on the Appalachian Trail to the audience. The language that the author uses in the short story is very emotive and expressed the feeling which have been felt by others on the trail. The author uses emotive language throughout the story to position us to feel amazed and astonished toward Earl V. Shaffer’s 2000 mile journey on the trail. †He spent long periods bushwhacking over tangled mountains or following the wrong path when the trail forked.†, this text shows that Shaffer was a tough and sturdy and wouldn’t give up for any reason. â€Å" On the other hand, even the dustiest little hamlets nearly always have a store of cafà ©, unlike now, and generally when he left the trail he could count on a country bus to flag down for a lift to the nearest townâ€Å". The reader is also told that he might have been helped along the way, so suspicion arises. â€Å"...Reduced to a rutted, muddy track†¦Ã¢â‚¬  shows that the trail conditions at times were anything but perfect. ‘Rutted’ and ‘muddy’ describe the Appalachian Trail as an almost tough and hardy trail to trek across. â€Å"The trail Shaffer found was nothing like the groomed and orderly corridor that exists today† shows how the Appalachian trail appears to Bryson and portrays to the audience a trail affected by modern societies requirement of health and neatness. 'orderly' and 'groomed' are used to portray an image of a beautiful trail that is set out neatly, far from what Shaffer would have experienced on his travel along the trying trail. The attempts of Bryson to explain the conditions fought by Shaffer on his trip were well complimented by descriptive and explanatory sentences.Bryson uses the very distinct humorous and silly style of writing which entertains the audience very well.

Dynamic Characters In A Tale O :: essays research papers

Dynamic Characters in A Tale of Two Cities   Ã‚  Ã‚  Ã‚  Ã‚  The English novelist, Charles Dickens, is one of the most popular writers in the history of literature. During his life, he wrote many books, one of them being A Tale of Two Cities. Dickens uses many dynamic characters in this novel. Dynamic characters or, characters that drastically change, play a very important role in the novel A Tale of Two Cities.   Ã‚  Ã‚  Ã‚  Ã‚  Towards the beginning of the novel, Jerry Cruncher’s actions are rather disturbing. Mrs. Cruncher is very religious and is always praying. Jerry constantly refers to her praying as flopping and unnatural, even though she says her prayers â€Å"only come from the heart. . . . they are worth no more than that †(49). He does not put up with her flopping and even abuses and criticizes her when she chooses to pray. â€Å"I won’t be prayed agin, I tell you. I can’t afford it. I’m not a going to be made unlucky by your sneaking. If you must go flopping yourself down, flop in favour of your husband and child, and not in opposition to ’em† (49). Jerry Cruncher has a secret second occupation that no one knows about. He is a body snatcher and hides this from his family and everyone else. When Mr. Lorry finds out about this, he is very disappointed and says, â€Å"My mind misgives me much, that you have used the respectable an d great house of Tellson’s as a blind, and that you have had an unlawful occupation of an infamous description† (286). At the end of the story, Jerry Cruncher makes two vows to Miss Pross. One of them is that he will never interfere with his wife’s praying. He says, â€Å"and let my words be [taken] down and [taken] to Mrs. Cruncher through yourself—that wot my opinions respectin’ flopping have undergone a change, and that wot I only hope with all my heart as Mrs. Cruncher may be a flopping at the present time† (340). The other promise he made to Miss Pross is that he will give up body snatching. Another dynamic character in A Tale of Two Cities is Dr. Alexander Manette. Before Dr. Manette went to the Bastille, he is a â€Å"young physician, originally an expert surgeon, who within the last year or two has made a rising reputation in Paris† (298). When the reader met Dr. Manette for the first time, much of is memory is forgotten and he is very weak.

Emergence of Kannada News Channels

Emergence of kannada news channels- Though India emerged as a sovereign, democratic republic in 1950. The electronic media gained freedom from total government control only in 1997, when prasar bharati-the broad casting corporation of India was established as a public service broadcaster. The proliferation of private TV news channels and the use of satellites to reach audience have made a big difference in the way TV news is cast and presented.It became as a part of India’s media growth. Karnataka too contributed a small share in India’s media growth. In Karnataka ther are 7 regional news channels. It all started because of audience interest and technology. In 1977 doordarshan started primary service in Gulbarga, not with the impressive growth and reach on November 1st 1983 doordarshan opened its office in Bangalore. In 1988 doordarshan extended its news service up to 15min. ater on 1st January 2000, doordarshan Bangalore Kendra was responsible for news and news graphic ’s growth in kannada and created new pathway for news channels and they indeed dependent totally on foreign broadcast organization to establish in India, during this critical period, Tamil nadu based sun network came forward and opened a satellite channel in Karnataka. Sun network was the company formed under sumangali publication private limited which is owned by Dr. kalaingar M. karunanidi. on may 2nd 1994 sun network launched kannada regional channel in karnataka under the name udaya TV.On june 30th,2000 virappan, a sandalwood smuggler kidnapped kannada movie star Dr. Rajkumar and it created quite a stir. In order to encash such an opportunity udaya decided to launch its new channel, as a result on 31st June 2000, udaya vartegalu started. It didn’t perform well, but it showed a space and opportunity for news in Karnataka market. Currently seven news channels in Karnataka, all channels performing better and also achieving good rating. Seven channels as follows: 1. Ud aya vartegalu 2. TV9 karnataka 3. Suvarna news 24? 7 4. Samaya 24? 7 5. Janashree news channel | | 6. Kasturi newz 24 7. Public TV Emergence of Kannada News Channels Emergence of kannada news channels- Though India emerged as a sovereign, democratic republic in 1950. The electronic media gained freedom from total government control only in 1997, when prasar bharati-the broad casting corporation of India was established as a public service broadcaster. The proliferation of private TV news channels and the use of satellites to reach audience have made a big difference in the way TV news is cast and presented.It became as a part of India’s media growth. Karnataka too contributed a small share in India’s media growth. In Karnataka ther are 7 regional news channels. It all started because of audience interest and technology. In 1977 doordarshan started primary service in Gulbarga, not with the impressive growth and reach on November 1st 1983 doordarshan opened its office in Bangalore. In 1988 doordarshan extended its news service up to 15min. ater on 1st January 2000, doordarshan Bangalore Kendra was responsible for news and news graphic ’s growth in kannada and created new pathway for news channels and they indeed dependent totally on foreign broadcast organization to establish in India, during this critical period, Tamil nadu based sun network came forward and opened a satellite channel in Karnataka. Sun network was the company formed under sumangali publication private limited which is owned by Dr. kalaingar M. karunanidi. on may 2nd 1994 sun network launched kannada regional channel in karnataka under the name udaya TV.On june 30th,2000 virappan, a sandalwood smuggler kidnapped kannada movie star Dr. Rajkumar and it created quite a stir. In order to encash such an opportunity udaya decided to launch its new channel, as a result on 31st June 2000, udaya vartegalu started. It didn’t perform well, but it showed a space and opportunity for news in Karnataka market. Currently seven news channels in Karnataka, all channels performing better and also achieving good rating. Seven channels as follows: 1. Ud aya vartegalu 2. TV9 karnataka 3. Suvarna news 24? 7 4. Samaya 24? 7 5. Janashree news channel | | 6. Kasturi newz 24 7. Public TV