ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction A clock is perhaps one of the oldest human developments in engineering. The name clock is coined from two Latin sounds- clocca and clagan, which denote a bell. In the early ages, a silent piece for alerting people on time was known as a timepiece (Itano & Norman, 1999, p.56). In the modern usage, a clock refers to any instrument that can be deployed to measure coupled with displaying time. Watches are version of clocks, which can be carried by an individual. Since time immemorial of the evolution of clock, the main purpose, irrespective of accuracy and preciseness of a clock version, is to determine time in lesser units relative to the accepted units of time such as a “calendar day, a lunar month, and or a year” (Itano & Norman, 1999, p.56). Over the process of evolution in the engineering of a clock, several mechanisms have been invented and deployed in the construction of an actual clock, which has often been used in cities and within people’s dwellings since the middle ages. Indeed, “devices operating on several physical processes have been used over the millennia culminating into the modern version of clocks” (Jones, 2004, p.67). These modern versions of clocks are mainly mechanical clocks having either analogue or digital display formats. One of the earliest clocks was the sundials whose operation relied on the natural phenomena of different sizes of shadows cast on an object as times progress in a day. New engineering discoveries led to the emergence of new versions of clocks such as water clocks, candle clocks, pendulum clocks, incense clocks, and later clocks with escapements and gears followed by the most accurate clocks – atomic clocks. The purpose of this paper is to scrutinize the historic evolution of a clock. The theoretical approaches deployed in the paper are from engineering paradigms. In this light, the paper tracks changes in the operation mechanisms of the clock in the quest to provide theoretical records of evolution of engineering. How the Clock developed over Early Years (1-1500 AD) in terms of Engineering Sundial Clocks Sundial clocks were deployed to measure times through a shadow cast on a cylindrical stone. This clock was widely used during ancient times since it would measure time with high degrees of accuracy. However, the time measured by the instruments was merely the solar time. The sundials were deployed to scrutinize the operation of the clocks until early in the recent times. Engineering designs deserve to be reliable over a wide range of variables. This requirement posed major challenges to the development of a more reliable clock sun was required to shine since for its operation. Consequently, the clock could not function at night or during cloudy weather conditions. Seasons change. Hence, recalibration of the clock was necessary whenever such changes occurred. These limitations made provisions for the need to develop other techniques of times measuring in a more reliable manner. Such a technique was the development of candle clock. Candle Clocks There exists a historic timeline
A stringent analysis of a business enables managers to understand the businesses’ working environment and make informed decisions. Information about the competitors, customers, the firms’ profit trend, and the risks associated with any competitive strategy helps the business managers to make meaningful decisions. This paper will give a detailed business analysis of Tweeter etc, a retailer of consumer electronics that came into being in 1972. Business Strategy Analysis At the time of its establishment, Tweeter did experience stiff competition, as many businesspersons had not ventured into the electronic industry. In fact, Tweeter encountered only two competitors, Tech Hi-fi, and Lechmere (Gourville and Wu 3). Tweeter did not focus on fighting the existing firms; therefore, it targeted the students who desired sophisticated and high quality stereo components. In a few years, Tweeter had tripled its sales and it opened new stores to reach new customers. By 1979, Tweeter had expanded its product line and it dealt with quality high-end video equipments. Bloomberg, the founder of Tweeter focused on the value and the quality of products, as well as the consumer services. Bloomberg enjoyed the increased profits until the mid 1980s when competitive entran
Introduction The McDonald’s Corporation was listed in1966 under the New York Stock Exchange as a business operating in the restaurant and bar industry. All publian cly traded companies arthe e required to make submissions of public filings to the Securities and Exchange Commission. Although compliance to the legal environment is one of the external factors that affect the operation of McDonald’s, the organization ensures that it complies wi ofth all legal requirements in all areas of its operations including timely submission of all necessary forms to the Securities and Exchange Commission. The goal of this paper is to analyze the McDonald’s segments of the generathe l environment, the forces of competition, mechanisms of improving the stability, external threats and opportunities, resources, capabilities, and core competencies, and value chain analysis. Macdonald’s segments of the general environment Organizational environment refers to all forces that shape or affect organizations. Internal and external environments make up the organizational environment. One of the components of the external environment is the general environment segments including the economic, legal, technical forces, and international forces coupled with social cultural and political segments (Hill & Westbrook, 1997). The second component of the external environment entails the specific environment. McDonald’s operations have probabilities of being highly influenced by international forces and socio-cultural forces. Health professionals create intense awareness through public health programs on the need of eating low calories foods. High calories foods are associated with obesity, and thus they are considered as a risk factor for ailments such as hypertension and diabetes. Organizations dealing with fast foods face enormous challenges in looking for new products with low calories. This aspect constitutes a major socio-cultural challenge that fast food organizations need to address sufficiently in a bid to remain profitable. McDonald’s has experienced a myriad of changes in its operational environments, especially in the wake of the increasing emphasis on the need to change eating behaviors to avoid the dangers of health risks associated with eating unhealthy foods. Health specialists classify foods containing high calories such as fast foods, which form the menus at McDonald’s, as unhealthy. Campaigns incepted by health organizations against such products lead to the emergence of demand for foods rich in fiber. Competing organizations creating their menus meeting these socio-cultural needs are likely to pose a major threat to McDonald’s operations. One of the McDonald’s strategies for enhancing its performance is venturing into new markets, especially in Asia. For instance, the company has opened various outlets in China and India. This strategic decision opens the company to effects of international forces on its operations. Such forces include differing tastes and preferences, legal, and political forces and McDonald’s is ful
Introduction In order to identify an ideal place to work, one should necessarily analyze a series of criteria critical for determining a favorable environment. Among the principal aspects, one might point out the general working conditions, the offered salary, the advancement opportunities, and the corporate policy that the relevant organization pursues. It is, likewise, crucial that the considered company follows conscious ethical and moral principles and has a reasonable management strategy. The analysis of the current working market has shown that the chain Four Seasons fits the fundamental demands of a potential applicant and represents a fine example of a trustworthy and reliable employee. The company is an unconventional leader in the hotel market due to the attractive conditions and promising opportunities it offers both to its clients and personnel. Taking into account numerous advantages of the managerial practices, one might, consequently, assume that Four Seasons is an ideal place to work. Principal Driving Forces Competing in a Global Market First and foremost, one should necessarily note that a high level of competitive ability contributes significantly to one’s desire to collaborate with a particular company. The image of a global leader appeals to employees as the latter willingly associates themselves with the corporate achievements. Moreover, working for an organization that is recognizable in the global market opens up numerous opportunities in front of a worker. Thus, the records in the CV indicating one’s occupation in a leading company add value to the professional competence and experience for a potential recruiter. From this point of view, Four Seasons is a highly favorable workplace as its hotels are believed to show the best services in the current market. The recent research shows that most of the staff express proudness for being a part of Four Seasons’ team. Hence, according to the survey, four out of five employees claim that they are satisfied with the leading image of their workplace and would like to continue cooperating with the hotel in future. The interviewed also note that they feel more successful and self-realized due to the positive image of their company (Stahl, Mendenhall, & Oddou, 2012). As a result, one might conclude, that the competitive advantage of the company constitutes one of the positive reasons to apply for a position in it. Workforce Diversity Another crucial factor that makes one consider working for Four Seasons is the proposed workforce diversity. Thus, the company shows the willingness to accept any employee to their team regardless of the age, sex or cultural background of the former. According to the Four Seasons’ annual report, their
Introduction The growth of MahmoudCo has not been matched by growth in its software hence creating a disparity, which negatively affects the business operations. Before embarking into any purchase, different considerations have to be made in order to determine whether the company is operating optimally in the provision of goods and services. Identification of the business need Before management undertakes the purchase of a product, there is a need to conduct a review of all company needs in order to identify where weaknesses lie. The needs can either be presented by employees or identified by management while reviewing company goals and employee performances. Sami, an accountant encounters problems and alerts the head accountant (Simsim T). Consequently, Mr Khalil who owns the company becomes aware of the problems. Determining a budget A budget is a critical tool that is constantly referred to as it is the blueprint to all company spending plans. In the case study above, Mr Khalil dislikes spending money and also underpays his staff as is evident with Sami. This portrays a business environment that has a rigid plan Selecting the purchasing team In this case, the marketing department has been given the responsibility by the company owner to come up with a viable option that will address all the problem areas as pointed out by Sami. In doing so, they may as well consider other aspects arising from the software problems that may have not been pointed out by the complainant and have a possibility of occurring in the future. Product specifications The accounting software needed by MahmoudCo must first be able to read both Hirji and Gregorian calendars as this will make it easier to do accounts for the different branches in different countries. Secondly, the software should allow for different security levels to make sure that junior accountants do no have access work from their senior counterparts. Lastly, the software should be able to automatically convert currencies in its calculations making the accountants’ work easier. Searching for options In the specifications given, there are three choices that meet the criteria given. Different channels e.g. internet are used to come up with different options (Kotler, 2003, p. 47). The first option is OpenERP which is multi-business, multi-currency, has calendar options and can be customized by the user giving different security levels. It is also web based and can therefore be accessed in many places. The second is ApacheOFBiz which has many qualities similar to those of OpenERP, including currencies and security levels. The difference is that this option does not have the option of different calendars but is however highly rated due to its track record and reliable use around the world. The third is PostBooks created by xTuple and which supports multi-currency and multi-language capabilities but without the option of a calendar too and is for small businesses. It is also can be customized by the client making it secure at different levels. Evaluation of options In this case, OpenERP is the best option because apart from having the basic qualities as outline
Most individuals talk of the third place as an aspect of social community building. This gives a meaning that is not connected to the home environment or the workplace. These include café’s, coffee shops, playgrounds, shopping malls, bars, beauty parlors, arboretums and zoos, motels, among other social places that people attend to relax and spend time away from their normal schedule of work or home places. According to Oldenburg (1997) in the book “Great Good Place” these third places are a haven and necessary for the continuity of life. He describes the third place as a necessary condition that completes the social status of an individual. Oldenburg describes the first place as the home where the person finds comfort and spends some considerable amount of time. The second is the workplace which is where the individual derives his daily bread and represents the place where he is most likely to spend most of his/her time. The third-place has a significant meaning in the life of the individual and the society at large. The help identifies the individual and is the stronghold of the life of the community. It gives society an identity in that it facilitates and brings better creative social interactions. Oldenburg (20) is on the view that a certain third place may be good to one community while being unpleasant to others. He gives an example of a beer joint in middle-class America and contrasts it to a coffee shop in Viennese. The third-place also describes the virtues of the community or individuals involved. The third-place also gives friends a common ground which is neutral for them to meet and have a perfect time. Oldenburg (24) describes the third place as a leveler which means it is a place to defy all odds and barriers between individuals and have a union that will equate all their ranks with true friendship while they are together. This third place is never restrictive; it is inclusive and open to the general public and there are no criteria used for admission or exclusions (Oldenburg 26). The author explains that most of the third places must have rules, and outlines the rules which he describes as; keeping silent while others talk, attention, being free in talking what is in the mind and not hurting others, avoiding topics that are not related to general interest, keep secrets of personal details, don’t be subjective in speech, and maintaining a low tone in speech but be audible. Games may be integrated with the third place and some come in handy. Such games are those that will use wits, humor, sarcasm, logic, and experimental demonstrations. The game should be simple and understandable and the spectators should also enjoy it, it should be all-inclusive taking into consideration gender and physical skills, such games include pool tables and round songs among others. The third place should be accessible and accommodative. It should be where the individual can go at any time and with ease, having an assurance of acquaintance. These places are made enjoyable when there is the usual presence of regular visitors. Indeed, one feels comfortable and in place since everyone around is famil
Background The differences between various cultures demand the proper format of cross-cultural communication. Therefore, one’s values further determine one’s behavior, attitude, and core beliefs. Such knowledge is widely employed in cross-cultural psychology to examine one’s culture’s influence on many personal aspects. Overall, it is crucial to identify the contrast between several cultures while participating in an international group in any setting, work, or even family. One of the most frequently used models to compare cultures is Hofstede’s model of cultural dimensions. This project aimed at comparing the Italian and the US cultures and activities of Non-Government Organizations. Analysis of Cultures Overview of Cultures To begin with, my African-American heritage is a vital driving force in my life. To be more exact, family reunions are significant rituals that assist me in maintaining my heritage even in challenging times. Such gatherings should include older members of the family, keepers of the generation’s African-American legacy. Unlike general US population, African Americans are more collectivistic and value tradition. Additionally, as an American, I am short-term oriented and tend to avoid uncertainty. Italians have two distinct cultures, as Southern Italians are Different from Northern Italians. For instance, the northern population is more focused on careers, they share individualistic ideas, and they seem always to be active. The southern residents, on the contrary, find their peace in the family and follow rather collectivistic traditions. In addition, Italians are highly focused on their image and reputation and consequently perceive everyone according to it. However, all Italians are highly patriotic, proud of their nation, and, therefore, value their heritage. Hofstede’s Model In 1980, Hofstede introduced a unique model for defining and understand
Since metaphysics considers phenomena and people unrelated to each other, taking a somewhat idealistic position to the idea of the world, one can never take metaphysics as the basis for modern philosophy. Suggesting reconciling metaphysics with the rest of the sciences, Horkheimer discovers a new specific approach that evolves into an influential theory. Describing the problem of metaphysics, Horkheimer (1982) emphasizes that it is extremely detached from the rest of the theories; he practically proves that it is miles away from the rest of the sciences. Considering the latter the main problem of metaphysics, Horkheimer (1982) deals with the inner structure of metaphysical logics and its flexibility: Metaphysics claims to apprehend being, to grasp totality, and to lay bare using cognitive methods available to every man meaning of the world independent of man. (p.132) However, Horkheimer does not deny metaphysics and its use in the world of science – on the contrary, he suggests that it should be taken into the scientific pattern along with moral ideas (p.133). Insisting on the necessity to coordinate science and society, Horkheimer concludes that the lack of assurance which is the basic trait of metaphysics fails the latter, hindering it to obtain certain traits of science. Insisting on the fact that modern science needs a certain element of morality and spirituality, Horkheimer finally suggests that metaphysics must be shaped into “true knowledge” (p.136), which is the golden mean between the two extremes which science is apt to fall in. Reconciling empiricism with theory, scientists will be able to reach the “true knowledge”, Horkheimer says. Disillusioning modern philosophers with their ideas of metaphysics as the only source of cognition, he opened a new way to the world of real science. Reference List Horkheimer, M. (1982) Critical Theory: Selected Essays . New York, NY: Continuum International Publishing Group. Osborne, E. (2007) The Rise of the Anti-Corporate Movement: Corporations and the People Who Hate Them . Greenwood Publishing Group: Westport. CN.
Playability and marketability are the two essential concepts that are used to determine whether or not a film could have a good position in the marketplace. It is important to analyze the two aspects before a firm is launched because a thorough analysis could greatly help in implementing measures that could result in profitability. Playability and marketing are quite different with regard to film promotion. Marketability is the extent to which a film can attract an audience. Films can be marketable only when they sound appealing to the targeted audience. The aim of producing a film is to make it appeal to many people. A high number of people who go to watch a film implies increased revenues because they pay to watch, or when they buy the films. Thus, the production team should focus on aspects that could increase the marketability of a film. For example, a film could adopt a successful book and/or famous personnel to make it increase its marketability. Audiences across the world like to associate with successful people or things. Therefore, a film that uses renowned people and things that are known by a significant number of people have high chances of attracting audiences due to their appealing marketability. For example, film directors have been used to increase the extent to which films attract audiences. Other aspects that could be used to increase marketability of a film include stories, acting, and cinematography. Therefore, when analyzing marketability of any film it is essential to ask “how many people can this film attract into the theatre?” Such an analysis could be important in understanding the strengths and weaknesses of a film. If the weak points are known, then they could be rectified so that they could not negatively impact the performance of a film in the marketplace. On the other hand, playability is used to analyze what occurs in the audience in the theatre. It does not consider what makes an audience enter the theatre, but their experience with regard to a film. Playability could involve the analysis of the following questions:  1. Does the film play well?  2. How is the film rated by the audience?  3. Has the movie generated word of mouth?  4. Does the film catch the attention of film reviewers? Therefore, playability predicts the extent to which a film will be received by an audience based on how it would meet expectations and other cues adopted in the marketing platform. Expectations of a film are often set by names of films. Playability of a film is more important than film marketability. Playability implies the quality of production, themes and stories in a film. Even if a film with poor playability is marketed well it cannot withstand the dynamics of film markets. For example, the best marketing approaches could be used to promote a film, but the targeted audience will spread the word portraying the poor quality of such a film. However, a film that is characterized by a high quality of playability has the potential to make people convince their friends an