First-Person Pronouns - Definition and Examples

Historical Implication of Hydropower Essay - 1661 Words

Hydropower has many applications are a clean and cheap way to efficiently bring power to devel- oping countries. The use of small hydro, specifically both micro and pico hydro, can power a small village or group of houses with little to no environmental impact. Systems have been successfully implemented in both Brazil and other developing countries. The social and geographic character- istics of this region make it a perfect place to implement policy regarding the integration of small hydro into the rural setting. The first segment of this report will seek to outline the historical implications of small hydro power, define relevant terms and theory, while also giving a geographic and cultural outline of Brazil in a historical context. The†¦show more content†¦Small Hydropower Projects Hydropower in Brazil 2 While CRELUZ does generate a profit every year, members of the co-op decide how this revenue is spent. Most of the money is reinvested in new projects or main- tenance for existing ones. This reinvestment has a direct positive impact on the community members it serves and is a plausible model for future endeavors in providing ac- cessible, cheap hydroelectricity. All of these projects are designed to have low environ- mental impacts and be sustainable and easy to maintain. Since they are mini-hydro projects, large head heights (and thus large dams) are not required [9]. Most of these 6 turbine projects favor weirs over dams which cause much less damage to both the river and the surround- ing wildlife and fish population. An example of one of these small, low impact dams can be seen in FIG. 1. The design of these system also includes many failsafes to help aid in environmental protection. Like many small hydro plants, CRELUZ’s projects include fish passes and flood controls [6]. FIG. 1: Dam and bridge at Usina Granja Velha built by CRELUZ. [6] Again, much like other small hydro projects, there is a rack at the inlet of the penstock to prevent debris from entering. However, these projects are somewhat unique in their approach to disposing of this waste. All biowaste is used to make compost, while all plastic bottles and de- bris are recycled [6]. Additionally, theShow MoreRelatedGlobalization and Energy System in Indonesia Essay2361 Words   |  10 Pagesinterconnectedness when advanced nations experienced a ruthless development by exploiting energy resources and stressing culture forms in developing countries. To identify the definition of ‘globalization’, it is significant to clarify its appearance as well as implication. An outstanding mechanism frequently used to interpret ‘Globalization’ is the ‘World Economy’. 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Fractures of the Distal Tibia Minimally Invasive Plate Osteosynthesis Free Essays

Injury, Int. J. Care Injured (2004) 35, 615—620 Fractures of the distal tibia: minimally invasive plate osteosynthesis D. We will write a custom essay sample on Fractures of the Distal Tibia: Minimally Invasive Plate Osteosynthesis or any similar topic only for you Order Now J. Redfern*, S. U. Syed, S. J. M. Davies Department of Orthopaedics, Frimley Park Hospital NHS Trust, Surrey, UK Accepted 9 September 2003 KEYWORDS Minimally invasive plate osteosynthesis; Plate ? xation; Fracture; Tibia; Metaphysis Summary Unstable fractures of the distal tibia that are not suitable for intramedullary nailing are commonly treated by open reduction and internal ? ation and/or external ? xation, or treated non-operatively. Treatment of these injuries using minimally invasive plate osteosynthesis (MIPO) techniques may minimise soft tissue injury and damage to the vascular integrity of the fracture fragments. We report the results of 20 patients treated by MIPO for closed fractures of the distal tibia. Their mean age was 38. 3 years (range: 17—71 years). Fractures were classi? ed according to the AO system, and intra-articular extensions according to Ruedi and ? Allgower. The mean time to full weight-bearing was 12 weeks (range: 8—20 weeks) and to union w as 23 weeks (range: 18—29 weeks), without need for further surgery. There was one malunion, no deep infections and no failures of ? xation. MIPO is an effective treatment for closed, unstable fractures of the distal tibia, avoiding the complications associated with more traditional methods of internal ? xation and/or external ? xation. ? 2003 Elsevier Ltd. All rights reserved. Introduction Unstable fractures of the distal tibia with or without intra-articular fracture extension can present a management dilemma. Traditionally, there have been a variety of methods of management described and high rates of associated complications reported. Non-operative treatment can be technically demanding and may be associated with joint stiffness in up to 40% of cases as well as shortening and rotational malunion in over 30% of cases. 14,20 Traditional operative treatment of such injuries is also *Corresponding author. Present address: 16 By? eld Road, Isleworth, Middlesex TW7 7AF, UK. Tel. : ? 44-(0)20-8847-1370; fax: ? 44-(0)20-8847-1370. E-mail address: david. j. redfern@btinternet. com (D. J. Redfern). associated with a high incidence of complications. Intramedullary nailing remains the gold standard for treatment of most diaphyseal fractures of the tibia. However, although some authors have described good results with intramedullary nailing in the treatment of distal peri-articular tibial fractures, it is generally considered unsuitable for such injuries, due to technical dif? culty and design limitations. 17,20 Traditional open reduction and internal ? ation of such injuries results in extensive soft tissue dissection and periosteal injury and may be associated with high rates of infection, delayed union, and non-union. 5,11,13,18,19,22 Similarly, external ? xation of distal tibial fractures may also be associated with a high incidence of complications, with pin infection and loosening in up to 50% of cases and malunion rates of up to 45%. 20 Minimally invasive plate osteosynthesis (MIPO) may offer biological 0020 –1383/$ — see front matter ? 2003 Elsevier Ltd. All rights reserved. oi:10. 1016/j. injury. 2003. 09. 005 616 D. J. Redfern et al. advantages. MIPO involves minimal soft tissue dissection with preservation of the vascular integrity of the fracture as well as preserving osteogenic fracture haematoma. 3 MIPO techniques have been used successfully in the treatment of distal femoral fractures. 9,10,23 Experience of the application of these techniques to fractures of the distal tibia is less extensive and opinion regarding optimal technique differs. Some authors advocate temporary external ? xation prior to de? itive MIPO and routine ? xation of associated ? bula fractures. 7 Others advocate a more selective approach to the role of external ? xation and ? bular ? xation. 2 Purpose We report our experience with minimally invasive plate osteosynthesis in the treatment of closed, unstable fractures of the distal tibia that are unsuitable for intramedullary nailing. Patients an d methods We undertook a review of patients treated by MIPO for unstable fractures of the distal tibia in our hospital, between 1998 and 2001. Twenty-two patients were identi? d, of whom 20 had followTable 1 Patient Detailed patient data Age (years) 71 46 20 32 27 26 34 23 26 26 50 59 27 39 54 67 25 24 67 46 Mechanism of injury Fall Fall Football Motorcycle RTA Twisted Motorcycle RTA Rugby injury Rugby injury Football injury Motorcycle RTA Fall Fall Fall Fall Fell from wheelchair Fall Motorcycle RTA Motorcycle RTA Fall Fall Fracture classi? cation AO/RA 42-A2 42-B1 42-A2 42-A2 42-B1 42-C1 42-B1/grade 42-A1/grade 42-B1 42-B2 42-A1 43-A3/grade 42-A1 42-A1 42-B1 42-A1 43-B1 42-A1 43-B1/grade 43-B1/grade up available. Their mean age was 38. 3 years (range: 17—71 years). There were 18 males and 4 females. The mechanism of injury was: fall (12); motorcycle accident (6); rugby/football injury (4) (see Table 1). Fractures were classi? ed according to the AO system12 and distal intra-articular fracture extension classi? ed according to Ruedi and Allgower18 ? ? (Table 1). All 20 fractures involved the distal onethird of the tibia and in 5 cases the fracture clearly extended distally in to the ankle joint (Ruedi and ? Allgower grade I in 3 cases and grade II in 2 cases). It ? is important to note that although 16/20 of the fractures were classi? d according to the AO system as 42 (diaphyseal), this is somewhat misleading as the ‘essence’ of these fractures was metaphyseal. Within the strict AO system12 de? nition of a metaphyseal fracture of the distal tibia (43), the centre of the fracture must lie within a square of sides equal to the widest metaphyseal distance, and the centre of many of our fractures lay just outside of the ‘metaphys eal square’ (Fig. 1a). The fracture pattern was however predominantly long oblique or long spiral and as such extended well into the distal metaphysis ? extension into the joint (Fig. 1). Indications for use of MIPO technique These included distal diaphyseal, or metaphyseal fractures of the tibia that were considered unsuitable Time to callus (weeks) 8 7 8 8 8 8 10 10 8 8 11 8 12 12 8 8 10 8 10 10 Time to FWB (weeks) 12 13 12 14 8 20 12 12 10 17 9 14 13 12 N/A 12 10 13 10 12 Time to union (weeks) 26 24 20 22 20 20 24 18 28 29 24 26 24 20 24 20 20 22 24 20 Complications 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 I I II I II — Metalwork discomfort — — — — Super? cial infection Metalwork discomfort Metalwork discomfort — — Malunion CRPS (type 1) — — — — — — — RA: Ruedi and Allgower. ? Fractures of distal tibia 617 Figure 1 (a) AP and lateral radiographs of the distal tibia for case 8 (42-A1, RA grade 1). (b) AP radiograph (case 8) at 10 weeks post-operatively showing callus formation (A); AP radiograph (case 8) at 18 weeks showing radiological union (B). for intramed ullary nailing due to the distal nature of the fracture and/or intra-articular or peri-articular fracture extensions. gical evidence of callus. All patients were followedup for a minimum of 12 months. Operative technique Management protocol Initially, patients were managed in a plaster splint with elevation until de? itive ? xation could be undertaken. Surgery was undertaken on the next available theatre list and only delayed if soft tissue swelling or anaesthetic concerns dictated that this was necessary. Intravenous antibiotics were given at induction of anaesthesia and two doses following surgery. Post-operatively, patients were not routinely splinted unless deemed unlikely to comply with a partial weight-bearing regime. The majority of patients were encouraged to partial weight-bear on the limb (10—15 kg) from the ? rst post-operative day. Early active and passive knee and ankle motion was encouraged. In the majority of cases, patients were discharged from hospital 24 h following surgery. Clinical and radiological review took place at 6—8 weeks to assess for evidence of callus formation. Patients were allowed to proceed to full weight-bearing on the basis of clinical and radiological evaluation but not before there was radioloSurgery was performed with the patient supine on a radiolucent table. Routine preparation and draping of the injured limb was performed. Both indirect and direct techniques of fracture reduction were used depending upon the nature and pattern of the fracture. Reduction techniques employed included the use of manual traction, the AO femoral distracter, the AO articulated fracture distractor, and direct reduction with fracture reduction forceps across the fracture (via two stab incisions). A 2 cm incision was made proximal and distal to the fracture on the medial border of the tibia. An extraperiosteal, subcutaneous tunnel could then be fashioned between these two incisions using blunt dissection. A pre-measured and pre-contoured narrow 4. 5 mm DCP was then positioned in this extra-periosteal subcutaneous tunnel (Fig. 2). Accurate plate contouring and positioning was con? med by ? uoroscopy. The length of plate selected is important and should be as long as is reasonably possible given the particular fracture pattern. As the length of plate is 618 D. J. Redfern et al. Figure 2 Pre-contoured plate insertion with fracture reduction maintained by direct technique. increased, the strength of the ? xation construct is also increased. 21 A cortic al screw (4. 5 mm) was then inserted through a screw hole at one end of the plate via the incisions already made for plate insertion. At this stage, axial fracture alignment was con? rmed before inserting any further screws. Subsequent screws were inserted close to either side of the fracture via stab incisions. Further screws may be used depending upon the characteristics of the fracture. If possible, a lag screw was also inserted across the fracture (via the plate) in order to further reduce the fracture gap and add to the rigidity of the ? xation. However, because the technique employs a bridge plating principle, interfragmentary lag screws were not felt to be obligatory. It is not necessary to place screws through all of the remaining holes in the plate as this does not further increase the strength or rigidity of the ? ation construct4,21 but does require further skin incisions, providing more potential portals of entry for infection (Fig. 1b). The ? bula was not ? xed unless necessary for accurate reconstruction of length such as encountered with some severely comminuted fractures. With fractures extending into the ankle joint, careful attention was paid to restoration of the articular surface cont inuity and 3. 5 mm cortical screws inserted through stab incisions or formal open exposure as required. In only one case was it deemed necessary to ? x the ? ula in order to accurately reconstruct length before proceeding to minimally invasive plating of the tibia. The mean hospital stay was 6 days (range: 2—31 days). The mean time to radiological evidence of callus formation was 9 weeks (range: 7—12 weeks). Sixty percent of patients achieved radiological callus by 8 weeks and all by 3 months (Table 1 and Fig. 2). The mean time to full weight-bearing was 12 weeks (range: 8—20 weeks) and the mean time to union was 23 weeks (range: 18—29 weeks). There were no non-unions and one malunion in whom there was 58 of varus angulation. There were no cases of failure of ? xation. Three soldiers have subsequently had their metalwork removed due to discomfort during training, and have reported no further symptoms. One patient required exchange of a distal screw that was too long and was impinging upon the distal tibia—? bula joint. A further patient developed type I complex regional pain syndrome (CRPS). He required guanethidine blocks to control his pain. There were no deep infections (one super? cial infection which resolved on oral antibiotics). Sixteen of the 20 patients were employed at the time of their injury. Six patients were soldiers. All patients in this study have subsequently returned to their pre-injury occupations/level of activity. Discussion Results Of the 20 patients presented, 12 were operated upon within 24 h of the injury, and 16 within 72 h of the injury. Surgery was delayed in the remaining four patients due to: transfer from another hospital (1); swelling at the site of injury (1); medical problems (1); and for further imaging (1). The surgery was performed by, or supervised by, one of six consultant orthopaedic surgeons in the department. Favourable results have been described using minimally invasive plate osteosynthesis techniques for ? xation of distal femoral fractures. 9,10,23 Cadaveric and animal studies have emphasised the importance of minimising the degree of soft tissue damage in the region of long bone fractures. 3,16,24 Recently, Borrelli et al. 1 have demonstrated that the distal metaphyseal region of the tibia has a relatively rich extraosseous blood supply, provided primarily by Fractures of distal tibia 619 branches of the anterior tibial and posterior tibial arteries. They also demonstrated that open plating in this region produces signi? cantly greater disruption of this extraosseous blood supply than minimally invasive plate application. Helfet et al. 7 described their experience with MIPO in 20 closed pilon fractures and advocated routine use of external ? xation acutely, followed by de? nitive ? xation 5—7 days later once the swelling has subsided. They also advocated the routine ? xation of associated ? bula fractures. They splinted the limb post-operatively but allowed toe-touch weight-bearing (20 lb) from the ? rst post-operative day. Their patients achieved full weight-bearing at an average of 10. 7 weeks (range: 8—16 weeks). Malunion occurred in 20% of cases although all patients had a good functional outcome and none required any further surgery. Collinge et al. 2 have reported their experience using MIPO in 17 tibial shaft fractures. Twelve cases had open injuries and ? ve of these required bone grafting at a later stage such that they suggested that this should be considered at an early stage in such injuries. The ? ve patients with closed injuries had complete union after the index procedure with no cases of malunion or infection. These closed injuries all achieved a good functional outcome. They routinely splinted the limb post-operatively with weightbearing commenced at approximately 12 weeks. In this series, we con? rm that good results can be obtained with this technique in the treatment of closed tibial fractures with intra-articular or periarticular fracture extensions, which are not suitable for intramedullary nailing. However, intramedullary nailing still remains the treatment of choice for most uncomplicated diaphyseal fractures of the tibia. We would not advocate the routine use of external ? ation in the acute management of such injuries, except in some open injuries with extensive soft tissue damage. Early de? nitive surgery negates the need for any form of temporary ? xation other than a POP back-slab for closed fractures. This avoids the added risk of complications arising from the use of such devices. It is our experience that ? xation of the ? bula is not necessary except to aid in reconstructi on of length when there is extensive comminution of the tibial fracture. In the current series (and those of Collinge et al. 2 and Koury et al. ), a 4. 5 mm DCP has been used with satisfactory results. However, this is a relatively bulky implant and lower pro? le plate designs might be expected to result in a lower incidence of postoperative metalwork discomfort along this subcutaneous medial aspect of the tibia, especially in the region of the medial malleolus. This in turn may reduce the need for subsequent implant removal. Other recent developments in plate design include pre-contoured and locking plates (e. g. LCP system, Synthes), which may offer signi? cant advantages. The ‘internal ? ator’ design of locking plates has the advantage that screw insertion does not draw the bony fragments to the plate (as occurs with traditional non-locking plates) and hence, the precise contouring of the plate is less important in achieving accurate fracture reduction. 6,15 For the same reason, the footprint of the locking plates should also be signi? cantly smaller than traditional non-locking plates, hence preserving periosteal blood supply to the fracture. 6 In the majority of cases, we have found it possible to safely mobilise patients, partial weightbearing (10—15 kg), from the ? st post-operative day without external splintage of the limb. This also allows early mobilisation of the knee, ankle and subtalar joints. Conclusion Whilst intramedullary nailing still remains the treatment of choice for most uncomplicated diaphyseal fractures of the tibia, minimally invasive plate osteosynthesis offers a reliable and reproducible technique in the treatment of closed unstable fractures of the distal tibia with intra-articular or periarticular fracture extensions. This technique may avoid the signi? ant complications encountered with more commonly used techniques of internal ? xation and external ? xation in such injuries. References 1. Borrelli J, Prickett W, Song E, Becker D, Ricci W. Extraosseous blood supply of the tibia and the effects of different plating techniques: a human cadaveric study. J Orthop Trauma 2002;16:691—5. 2. Collinge C, Sanders R, DiPasquale T. Treatment of complex tibial periarticular fractures using percutaneous techniques. Clin Orthop 2000;375:69—77. 3. Farouk O, Krettek C, Miclau T, Schandelmaier P, Guy P, Tscherne H. Minimally invasive plate osteosynthesis and vascularity: preliminary results of a cadaver injection study. Injury 1997;28:S-A7—S-A12. 4. Field RJ, Tornkvist H, Hearn TC, et al. The in? uence of ? screw omission on construct stiffness and bone surface strain in the application of bone plates to cadaveric bone. Injury 1999;30:591—8. 5. Fisher WD, Hambledon DL. Problems and pitfalls of compression ? xation of long bone fractures: a review of results and complications. Injury 1978;10:99—107. 6. Frigg R. Locking compression plate (LCP). An osteosynthesis plate based on the dynamic compression plate and point contact ? xator (PC-Fix). Injury 2001;32:S-B63—6. 7. Helfet DL, Shonnard PY, Levine D, Borrelli J. Minimally invasive plate osteosynthesis of distal fractures of the tibia. Injury 1997;28:S-A42—8. 620 D. J. Redfern et al. 8. Koury A, Liebergall M, London E, Mosheiff R. Percutaneus plating of distal tibial fractures. Foot Ankle Int 2002;23: 818—24. 9. Krettek C, Schandelmaier P, Miclau T, Tscherne H. Minimally invasive percutaneous plate osteosynthesis (MIPPO) using the DCS in proximal and distal femoral fractures. Injury 1997;28:S-A20—30. 10. Krettek C, Schandelmaier P, Miclau T, Bertram R, Holmes W, Tscherne H. Transarticular joint reconstruction and indirect plate osteosynthesis for complex distal supracondylar femoral fractures. Injury 1997;28:S-A31—41. 11. McFerran MA, Smith SW, Boulas HJ, Schwartz HS. Complications encountered in the treatment of pilon fractures. J Orthop Trauma 1992;6:273—85. 12. Muller ME, Nazarian S, Koch P, Schatzker J. The comprehensive classi? cation of fractures of long bones. Berlin: Springer-Verlag; 1990. 13. Olerud S, Karlstrom G. Tibial fractures treated by AO compression osteosynthesis. Acta Orthop Scand Suppl 1972; 1:1—104. 14. Oni OO, Stafford H, Gergg PJ. A study of diaphyseal fracture repair using tissue isolation techniques. Injury 1992;23: 467—70. 15. Perren SM. Editorial. Injury 2002;33:S-A-VI—S-A-VII. 16. Rhinelander F. The normal microcirculation of diaphyseal cortex and its response to fracture. J Bone Joint Surg Am 1968;50A:784—800. 17. Robinson CM, McLaughlan GJ, Mclean IP, Court-Brown CM. Distal metaphyseal fractures of the tibia with minimal involvement of the ankle. Classi? ation and treatment by locked intramedullary nailing. J Bone Joint Surg Br 1995;77B:781—7. 18. Ruedi T, Allgower M. Fractures of the lower end of the tibia ? ? into the ankle joint. Injury 1969;1:92. 19. Ruedi T, Allgower M. The operative treatment of intra? ? articular fractures of the lower end of the tibia. Clin Orthop 1979;138:105—10. 20. Russell TA. Fractures of the tibia and ? bula. In: Rockwood CA, Green DP, Buckolz RW, Heckman JD, editors. Fractures in adults. 4th ed. Philadelphia: Lippincott; 1996. p. 2139— 57. 21. Sanders R, Haidukewych GJ, Milne T, et al. Minimal versus maximal plate ? xation techniques of the ulna: the biomechanical effect of number of screws and plate length. J Orthop Trauma 2002;16:166—71. 22. Tornetta III P, Weiner L, Bergman M, et al. Pilon fractures: treatment with combined internal and external ? xation. J Orthop Trauma 1993;7:489—96. 23. Wenda K, Runkel M, Degreif J, Rudig L. Minimally invasive plate ? xation in femoral shaft fractures. Injury 1997;28:SA13—9. 24. Whiteside L, Lesker PA. The effects of periosteal and subperiosteal dissection. J Bone Joint Surg Am 1978;60A: 26—30. How to cite Fractures of the Distal Tibia: Minimally Invasive Plate Osteosynthesis, Papers

Cartel behaviour of Australian Mining-Free-Samples for Students

Questions: 1.List potential cartel behaviour of ventures with particular reference to an Australian mining or petroleum resource joint venture. 2.List the defence to cartel behaviour. 3.List the duties and responsibilities of the manager/operator in a resource joint venture. 4.How can such duties be exploited to create a cartel behaviour. 5.What fiduciary responsibilities does the manager/operator have to the participants of tge joint venture. Answers: 1.Potential cartel behavior of ventures. A cartel is a group of businesses, operating in the same market , who instead of competing with one another, form agreements, contracts or a mutual understanding with the motive to fix and control prices, engage in collusive tendering or bid rigging, allocate market shares and suppliers, and restrict output. Any business which in collusion with a competitor, partakes in the aforementioned activities, either intentionally or unintentionally, is said to be engaged in cartel behavior or conduct[1]. Joint venture is a term referring to two or more companies pooling its resources and expertise to achieve a mutually beneficial goal. Naturally this may require the participating companies to share details regarding some of their operational details as well as lay down strategies, including agreements regarding of pricing, supply as well as market strategies. Therefore, joint ventures most certainly end up flouting anti-competitive laws by owing to its very nature[2]. The petroleum industry i s a sector which engages in a lot of joint ventures which may ultimately lead to some joint price fixing agreement or joint advertisement or agreement to sell all output to a single customer. An example would be of the joint venture of Woodside Energy, Benaris International and Origin Energy Resources which, in 2010, launched a joint marketing campaign for LPG. Consequently this implies that sale price of LPG by all the participants was pre-determined and equal to the same advertised price[3]. This technically could be classified as price fixing of cartel conduct. 2.Defense to cartel behavior. Despite the criminalization of cartel behavior in Australia as per the Competition and Consumer Act, there exists certain exemptions that are allowed for particular situations where cartel behavior might be observed. Such exceptions could include cases where there has been authorized sanctioning for the sake of public benefit where by it is deduced that the public benefits might over shadow the detrimental effects and as such upon a formal appeal to the Australian Competition and Consumer Commission (ACCC), exceptions to acts, such as, price fixing, restriction of outputs, bid rigging and allocation of market and suppliers could be granted[4]; Joint Ventures in which, if the venture deals with production or supply and has the terms of their agreement which deals with the cartel conduct compiled in the form of a binding contract, exemptions are allowed[5]; Cases relating to collective bargaining which relates to provisions involving price fixing, allocation of suppliers and customers or restriction of output and not under any circumstance include bid rigging; Collective acquisitions which deals with cases relating to mainly price fixing where the parties may seek to jointly or collectively acquire the collections from the goods or services or perhaps may be interested in joint advertisement where by it could amount to price fixing; Anti-overlap provisions which are mainly technical exemptions arising out of overlap with other provisions such as contracts that could directly or indirectly influence competition, resale prices, and exclusive dealings, companies that may be dual listed and acquisition; Finally, agreement between related corporates also fall under exemption given that they do not share a competitive positioning in the market[6]. 3.Duties and responsibilities of the manager/operator in a resource joint venture. An operator or manager in the context of a joint venture is an entity which acts as an agent of the participating organizations or companies, to undertake and oversee the management of the joint venture. It holds the responsibility of carrying out the entire operational process of the venture on behalf of the all parent companies. An operator could be a third party who is assigned to the role on a contractual basis or it could be one of the partners who have the functional expertise to carry out the project operations. Irrespectively, the manager or operator is granted exclusive authority to conduct and manage the activities of the project either through its own resources or by means of delegation after due approval of the parent companies. It is obligated to relay all information and knowledge that is accumulated in due course of the operations in order to uphold interests and rights of all members in the venture[7]. The operator is in turn answerable to the management committee, se t up for the sole purpose of representing the participants. It is to be noted that the operator is expected to act in the best interests of the joint venture and not of any individual participant or self and deliver the best service it is capable of. Additionally, the operator is responsible for all aspects of operation including engaging with third parties on a contractual basis, handling budgeted expenses of the project and dealing with emergency expenses arising out of injuries that may have resulted as a consequence of the operational process. Therefore, the operator holds the right to expend money as per requirement for the project which fall outside the sanctioned budget. It is also responsible for the joint assets including intellectual property of the participants for the duration of time it is engaged in the project. Finally the agency responsible for the operations of the joint venture is expected to transcend the cultural differences of the different parties to ensure smo oth running of the process[8]. 4.How can such duties be exploited to create a cartel behavior? Owing to the fact that an operator may engage with third parties, such as suppliers , on a contractual agreement under its own name and not as an agency of the participants, however under the authorization of the Joint operations agreement for the interest of the project in its undertaking , the parent organizations may utilize the situation as a loophole to distance itself while engaging in collusive activities such as exchanging information, limiting outputs and colluding with suppliers which amounts to cartel behavior[9]. This is made possible since, an operator, provided that it is a contractual one, is put in charge of the property, assets as well as functional control of the project and thus has the autonomy to interact with the local suppliers and other third parties who may provide scope for collusion, on behalf of the parent companies and allow them to stay under the legal radar. 5.What fiduciary responsibilities does the manager/operator have to the participants of the joint venture? Fiduciary refers to the confidentiality and loyalty that is expected out of member parties engaged in any kind of mutual agreement[10]. Fiduciary duty for the most part depends on the terms of the contract that exists between operator and the other parties involved in the venture. However, generally an operator or any participant of a joint venture is implicitly expected to act in the best interests of the joint venture entity, superseding any prospects of profits that they alone may be solely subject to which could jeopardize the venture. An operator is expected to put in their best efforts in running of the operations under their charge and abide by the confidentiality of the information regarding the participants that may be shared. It is also expected that the operator would respect the directives of any supervising authority, such as a technical committee or the management committee and report all findings, developments and expenses to the representatives of the participants[11] References Benaris International Pty Limited, Woodside Energy Limited, Origin Energy Resources Limited Response To Submission to The Australian Competition And Consumer Commission (2010)(Australian Competition and Consumer Committee, 2010) Cartels(2018) Australian Competition and Consumer Commission Competition And Consumer Act 2010 (2016) Legislation.gov.au Competition Issues in Resources Projects: Marketing Agreements between JV Partners - Anti-Trust/Competition Law - Australia (2013) Mondaq.com Cosgun, Huseyin,Criminalising Cartels: Theory and Practice in The UK And Australia(The Interdisciplinary Centre for Competition Law and Policy, 2013) Dume, Philippe and Sergey Frank, "Managing International Joint Ventures" (2015) 26(1) London Business School Review Duncan, William D.Joint ventures law in Australia. Federation Press, (2012). Harner, Michelle M., and Jamie Marincic. "The Naked Fiduciary." Ariz. L. Rev. 54 (2012): 879. Killing, Peter.Strategies for joint venture success (RLE international business). Vol. 22. Routledge, (2012). Kooroshy, Jaakko, Felix Preston and Sin Bradley,Cartels and Competition in Minerals Markets: Challenges for Global Governance(The Royal Institute of International Affairs, 2014, 2014) Cartels(2018) Australian Competition and Consumer Commission Competition Issues In Resources Projects: Marketing Agreements Between JV Partners - Anti-Trust/Competition Law - Australia (2013) Mondaq.com Benaris International Pty Limited, Woodside Energy Limited, Origin Energy Resources Limited Response To Submission To The Australian Competition And Consumer Commission (2010) (Australian Competition and Consumer Committee, 2010) Competition And Consumer Act 2010 (2016) Legislation.gov.au Duncan, William D.Joint ventures law in Australia. Federation Press, (2012). Huseyin Cosgun, Criminalising Cartels: Theory And Practice In The UK And Australia (The Interdisciplinary Centre for Competition Law and Policy, 2013) Philippe Dume and Sergey Frank, "Managing International Joint Ventures" (2015) 26(1) London Business School Review. Peter Killing, Strategies for Joint Venture Success (Rle International Business) (Routledge, 2014). Jaakko Kooroshy, Felix Preston and Sin Bradley, Cartels And Competition In Minerals Markets: Challenges For Global Governance (The Royal Institute of International Affairs, 2014, 2014) Harner, Michelle M., and Jamie Marincic. "The Naked Fiduciary." Ariz. L. Rev. 54 (2012): 879. Duncan, William D.Joint ventures law in Australia. Federation Press, (2012).

Benefits of Social Media free essay sample

In today’s society, communication is somewhat effortless with as much as a cell phone or computer. A text or instant message, via one of the various social networking sites, is how the majority of people today interact with one another. Social media has allowed new unconventional means of education to thrive amongst students of all ages and facilitated new means of easier communication among family and friends. However, along with a broadened network of communication there are precautions and concerns that many have taken in response to the vulnerability of this vast cyberspace. Although social media has its pitfalls, it has also changed the world for the better because it has introduced new innovative methods of education, facilitated easier communication, and has created a new environment for self-expression. Social networking, such as Facebook, Twitter, Myspace, Formspring, and Instagram, has virtually enabled students around the world to create online study groups and chat rooms to enhance their learning experience. We will write a custom essay sample on Benefits of Social Media or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In an article by Paulette Stewart, an author for Feature magazine, a group of high school library volunteers are brought together by their librarian to test out an online literature study group on Faceboook. The students mingle and begin to become thoroughly engaged as they read one book each month and then converse about the literature they had read. Throughout the simulation, the students begin to come forward and speak more openly about their opinions and literary views of the novels they had read (29). This example shows how Facebook, a social networking site, proved to be a productive educational outlet for students to engage socially with each other in a virtual classroom which resulted in authentic research and easier communication amongst students via a social media outlet. Although social media such as Facebook, has helped broaden education into different outlets other than the traditional classroom, there are some questions many people have about how safe these online environments are. Dr. Stephanie Huffman, an Associate Professor at the University of Central Arkansas with a PhD in Leadership Studies, reveals that â€Å"social networking increases the likelihood of new risks to the self†¦Ã¢â‚¬  and â€Å"†¦loss of privacy† are very prominent aspects of joining a social networking site (154). There are many disputes today that debate whether social networking is safe because it allows, not only friends and family, but an entire network of people, most of whom are strangers, to see personal information, interactions with others, and individual thought. Although there are some risks of putting information on the web that reveals ones identity, as Stewart mentioned in her article previously, there are many privacy settings that are enabled to the user of the account (30). For example, on Facebook there are settings that allow the user to limit their profiles to be viewed by only people that they are friends with, which are called â€Å"Privacy Settings†. Websites, such as Facebook, Twitter, and other social media are very beneficial in many ways that are helpful for education and introduces new styles of education to educators. Even though these new forms of learning are not traditional and physical forms of a classroom setting, these virtual classes still provide all the necessary components of learning. For example, Stewart conveyed activities such as social camaraderie amongst students by working together, researching subjects in more depth due to access to more information, and students having more honest opinions in a non face-to-face environment versus an online group chat (32). However, students are warned to remain aware that â€Å"once information is released into cyberspace, it becomes a part of a global network† (Huffman 155). On the other hand, students do have the choice to take full advantage of privacy settings and monitoring the status of their information that they release to the web, friends, and potentially unknown viewers of their information. Overall, when using social media for educational purposes there are many benefits that, when taken advantage of, enhance educational experiences because of modern-day advancements in social media and networking. Over the last decade, social media has undoubtedly changed the way people communicate. Two people no longer have to be face to face to communicate and can now receive responses within seconds. In an article written by Nafaa Jabeur, Sherali Seadally, and Biju Sayed, authors for the Communications of the ACM journal, called â€Å"Mobile Social Networking Applications†, GPS tracking systems in Mobile Social Networking (MSN) devices allows users to locate other users, areas and amenities nearby that concern the same interests as them (74). Social media has assisted communication by facilitating the means of connecting multiple individuals. Examples include Jabeur, Zeadally, and Sayed’s article’s claim that news is easier spread using the technology of MSN, which helps notify copious amounts of people in an urgent manner, of incidents in their local areas (Jabeur. Zeadally, Sayed 76). However, there are questions about if social media is taking over society in a negative aspect rather than helping it. In a study called â€Å"Problematic Use of Social Networking Sites†, documented by Dr. Parth Singh Meena, Pankaj Kumar Mittal and Ram Humar Solanki, Psychiatrists for the Industry Psychiatry Journal, research shows that social media is greatly increasing in, mainly, teenagers and young adults to somewhat of a dangerous high (94). Studies have shown that â€Å"from April 2008 to April 2009, the total minutes spent on Facebook in the U. S. , in particular, has increased from 1. 7 billion minutes to 13. 9 billion minutes† (Meena, Mittal, and Solanki 95). Although these numbers of the increased amount of social media users is shocking, there are many beneficial reasons for taking advantage of new technology. A positive example of why excessive use of social media may be helpful is received through an article called â€Å"Targeted Social Mobilization in a Global Manhunt† where Alex Rutherford, data scientist at the UN Global Pulse Research Center, and many other researchers followed a simulation to track down five individuals in many different cities and states based on just a headshot, using nothing but social media sites for urgent information (1). Using websites such as Twitter, Facebook, and Google search engine, the simulation found three out of the five individuals only used social media (Rutherford, et. al. 2). This example shows how using social media can be helpful in communicating with people around the world in urgent situations. Social networking sites such as Twitter, Facebook, Formspring, and Myspace make it capable to talk to people’s next-door neighbors or to talk to someone halfway across the world. These sites allow individuals to create profiles and custom pages that showcase personal information, interests and hobbies for virtually anyone to see. For example, Twitter has a certain section of the website that allows users to see â€Å"Trending Topics† around the world that involve the most popular topics of conversation to be shared with the entire Twitter community. By using the Trending Topics the user is connected with, virtually, the entire world by communicating with people from different countries, backgrounds, languages, and cultures. Dr. Stephanie Huffman, as mentioned earlier, believes that social networking allows users to broaden their experiences â€Å"through presentation of self, learning, building relationships, exposure to other diverse groups† and many more valuable attributes (154). An important issue to be made aware of in social media is cyber-bullying. There have been numerous studies and extensive research about the effects of cyber-bullying and speculation of how to put an end to this phenomenon. Neal Geach, a professor and extensive researcher at the University of Hertfordshire, and Nicola Haralambous, a researcher and professor of Criminal Law at Coventry University, produced an article, â€Å"Regulating Harassment: Is the Law Fit for the Social Networking Age? †, that discusses the dangers of cyber bullying and the laws that are being put into place to regulate it. Their article exhibits many laws, some of which do pertain to the Internet and social media. There are laws being put into place specifically dealing with harassment that occurs on online social media sites (Geach and Haralambous 248). Dr.  Peter Kiriakidis, a professor of research at the University of Queens and has a Ph. D. in Educational Leadership, and Dr. Demarques Lakes performed a case study on student-to-student bullying to gain insight from teachers and educational staff on what they have observed about online bullying. Their research found that â€Å" most teachers also reported that they associate academic underperformance of certain students to be the result of some form of cyber bullying† which supports the idea that educator’s are becoming more aware of this issue and it’s side effects and trying to find helpful solutions (Kiriakidis and DeMarques 109). The Internet can be a productive and innovative outlet for positive self-expression if used correctly and cautiously. Social networking sites help users gain insight for themselves and others by discovering new interests and groups of people that enjoy the same pastimes as them (154). Although these freedoms come with a price, there are many ways to cut down online obstacles such as bullying, harassment, and negative pressures of society. There are several privacy settings on sites such as Twitter, Facebook, and Myspace that eliminate the chance of an unknown user viewing your profile and personal information (Stewart 30). Also available to all users on every social networking site is a â€Å"Block Report† button that allows the user to block as many other users as they want from their page so that none of their information, comments, or personal information is released to that certain user. If a certain user is becoming an issue with violent or irrational behavior over the Internet, every user also has the option to report another user for inappropriate behavior to the site to resolve the issue. In conclusion, society has benefitted greatly from social media networks and offers a multitude of advantages for many reasons. Education has been greatly impacted by the numerous and endless possibilities of transforming the concept of learning into a more modern and experimental structure. Social media has facilitated a new form of open communication that has made long distance relationships possible and global communication easier. Social networking has also introduced a new era of presentation of self by allowing online users to share their monumental, life moments through pictures, status’, comments, and interests. When all is considered, social media among children, teens, college students, and other adults is overall beneficial and innovative to society.

Biography of Richard Aoki, Asian-American Black Panther

Biography of Richard Aoki, Asian-American Black Panther Richard Aoki was a field marshal in the Black Panther Party, the less well known colleague of Bobby Seale. Eldridge Cleaver. Huey Newton. These names often come to mind when the Black Panther Party is the topic at hand. But after his death at the age of 70 in 2009, there has been a renewed effort to familiarize the public with this Panther who’s not as well known. Fast Facts: Richard Aoki Known For: Civil rights activist, founder of the Asian American Political Alliance and field marshal of the Black PanthersBorn: November 20, 1938, in San Leandro, CaliforniaParents: Shozo Aoki and Toshiko KaniyeDied: March 15, 2009, BerkeleyEducation: Merritt Community College (1964–1966) Sociology BS, University of California at Berkeley (1966–1968) MS Social WelfareSpouse(s): noneChildren: none Early Life Richard Masato  Aoki was born Nov. 20, 1938, in San Leandro, California, the eldest of two sons born to Shozo Aoki and Toshiko Kaniye. His grandparents were Issei, first-generation Japanese Americans, and his parents were Nisei, second-generation Japanese Americans. Richard spent the first few years of his life in Berkeley, but his life underwent a major shift after World War II. When the Japanese attacked Pearl Harbor in December 1941, xenophobia against Japanese Americans reached unparalleled heights in the U.S. The Issei and Nisei were not only held responsible for the attack but also generally regarded as enemies of the state still loyal to Japan. As a result, President Franklin Roosevelt signed Executive Order 9066 in 1942. The order mandated that individuals of Japanese origin be rounded up and placed in internment camps. The four-year old Aoki and his family were evacuated first to the Tanforan Assembly Center in San Bruno, and then to a concentration camp in Topaz, Utah, where they lived without indoor plumbing or heating. â€Å"Our civil liberties were grossly violated,† Aoki told the Apex Express radio show of being relocated. â€Å"We were not criminals. We were not prisoners of war.† During the politically tumultuous 1960s and ’70s, Aoki developed a militant ideology directly in response to being forced into an internment camp for no reason other than his racial ancestry. Life After Topaz After his discharge from the Topaz internment camp, Aoki settled with his father, brother and extended family in West Oakland, a diverse neighborhood that many African Americans called home. Growing up in that part of town, Aoki encountered blacks from the South who told him about lynchings and other acts of severe bigotry. He connected the treatment of blacks in the South to incidents of police brutality he’d witnessed in Oakland. â€Å"I began putting two and two together and saw that people of color in this country really get unequal treatment and aren’t presented with many opportunities for gainful employment,† he said. After high school, Aoki enlisted in the U.S. Army, where he served for eight years. As the war in Vietnam began to escalate, however, Aoki decided against a military career because he didn’t fully support the conflict and wanted no part in the killing of Vietnamese civilians. When he returned to Oakland following his honorable discharge from the army, Aoki enrolled in Merritt Community College, where he discussed civil rights and radicalism with future Panthers, Bobby Seale and Huey Newton. Black Panther Party Aoki read the writings of Marx, Engels and Lenin, standard reading for radicals in the 1960s. But he wanted to be more than just well read. He also wanted to effect social change. That opportunity came along when Seale and Newton invited him to read over the Ten-Point Program that would form the foundation of the Black Panther Party. After the list was finalized, Newton and Seale asked Aoki to join the newly formed Black Panthers. Aoki accepted after Newton explained that being African-American wasn’t a prerequisite to joining the group. He recalled Newton saying: â€Å"The struggle for freedom, justice and equality transcends racial and ethnic barriers. As far as I’m concerned, you black.† Aoki served as a field marshal in the group, putting his experience in the military to use to help members defend the community. Soon after Aoki became a Panther, he, Seale and Newton took to the streets of Oakland to pass out the Ten-Point Program. They asked residents to tell them their top community concern. Police brutality emerged as the No. 1 issue. Accordingly, the BPP launched what they called â€Å"shotgun patrols,† which entailed following the police as they patrolled the neighborhood and observing as they made arrests. â€Å"We had cameras and tape recorders to chronicle what was going on,† Aoki said. Asian American Political Alliance But the BPP wasn’t the only group Aoki joined. After transferring from Merritt College to UC Berkeley in 1966, Aoki played a key role in the Asian American Political Alliance. The organization supported the Black Panthers and opposed the war in Vietnam. Aoki â€Å"gave a very important dimension to the Asian-American movement in terms of linking the struggles of the African-American community with the Asian-American community,† friend Harvey Dong told the Contra Costa Times. In addition, the AAPA participated in local labor struggles on behalf of groups such as the Filipino Americans who worked in the agricultural fields. The group also reached out to other radical student groups on campus, including those that were Latino- and Native American-based such as MEChA (Movimiento Estudiantil Chicano de Aztln), the Brown Berets and the Native American Student Association. Third World Liberation Front Strike The disparate resistance groups eventually united in the collective organization known as the Third World Council. The council wanted to create a Third World College, â€Å"an autonomous academic component of (UC Berkeley), whereby we could have classes that were relevant to our communities,† Aoki said, â€Å"whereby we could hire our own faculty, determine our own curriculum. In winter of 1969, the council started the Third World Liberation Front Strike, which lasted an entire academic quarter- three months. Aoki estimated that 147 strikers were arrested. He himself spent time at the Berkeley City Jail for protesting. The strike ended when UC Berkeley agreed to create an ethnic studies department. Aoki, who had recently completed enough graduate courses in social work to obtain a master’s degree, was among the first to teach ethnic studies courses at Berkeley. Teacher, Counselor, Adminstrator In 1971, Aoki returned to Merritt College, a part of the Peralta Community College district, to teach. For 25 years, he served as a counselor, instructor and administrator in the Peralta district. His activity in the Black Panther Party waned as members were imprisoned, assassinated, forced into exile or expelled from the group. By the end of the 1970s, the party met its demise due to successful attempts by the FBI and other government agencies to neutralize revolutionary groups in the United States. Although the Black Panther Party fell apart, Aoki remained politically active. When budget cuts at UC Berkeley placed the future of the ethnic studies department in jeopardy in 1999, Aoki returned to campus 30 years after he participated in the original strike to support student demonstrators who demanded that the program continue. Death Inspired by his lifelong activism, two students named Ben Wang and Mike Cheng decided to make a documentary about the onetime Panther titled â€Å"Aoki.† It debuted in 2009. Before his death on March 15 of that year, Aoki saw a rough cut of the film. Sadly, after suffering several health problems, including a stroke, a heart attack and failing kidneys, Aoki died on March 15, 2009. He was 70. Following his tragic death, fellow Panther Bobby Seale remembered Aoki fondly. Seale told the Contra Costa Times, Aoki â€Å"was one consistent, principled person, who stood up and understood the international necessity for human and community unity in opposition to oppressors and exploiters.† Legacy What distinguished Aoki from others in the black radical group? He was the only founding member of Asian descent. A third-generation Japanese-American from the San Francisco Bay area, Aoki not only played a fundamental role in the Panthers, he also helped to establish an ethnic studies program at the University of California, Berkeley. The late Aoki’s biography based on interviews with Diane C. Fujino reveals a man who counteracted the passive Asian stereotype and embraced radicalism to make long-lasting contributions to both the African- and Asian-American communities. Sources Chang, Momo. Former Black Panther leaves legacy of activism and Third World solidarity. East Bay Times, March 19, 2009.  Dong, Harvey. Richard Aoki (1938–2008): Toughest Oriental to Come out of West Oakland. Amerasia Journal 35.2 (2009): 223–32. Print.Fujino, Diane C. Samurai Among Panthers: Richard Aoki on Race, Resistance, and a Paradoxical Life. Minneapolis, University of Minnesota Press, 2012.

Methods on muslim arrange marriages Essay Example | Topics and Well Written Essays - 3000 words

Methods on muslim arrange marriages - Essay Example This essay discusses that a majority of the persons questioned disagreed with the institution of arranged marriages. Arranged marriages could possibly be a better institution of marriage because it creates stability of families and therefore better protection of children. The main problem with arranged marriages is that it devalues the equality and the role of women. In the Western world where women’s equality is paramount then this makes it a negative institution in the eyes of the West. Yet is it possible that their views are distorted by Westernized beliefs that arranged marriages are in the interests of connections and affluence, i.e. selling their daughter on the basis of gaining a better status or money? The main positive that arranged marriages do have is that they last longer, therefore promoting more stability within the family home. This is the main positive that the questionnaire and the literature bore out, whilst the main negatives are the fact that the women†™s status is devalued. This is not agreed to by the older Western and Muslim generations because up until just the last 50 years arranged marriages were still present in the UK. Therefore not a wholly Muslim practice, which illustrates the current ignorance of youths today in the history and benefits of the practice. Rather, this paper would argue that the benefits and negatives have to be properly balanced and possibly and compromise be met where there a practice of bringing suitable suitors for sons and daughters together and allowing a free choice to be made.

International hospitality management Essay Example | Topics and Well Written Essays - 750 words

International hospitality management - Essay Example This was followed by hotels, motels, and Inns. The first hotel can be traced to City hotel in New York City in 1794 which started with 73 rooms (Schonwalder, 2000). Apart from accommodation, the hotel offered meetings rooms and soon became the social center of the city. This was the first building in America built especially to be a hotel. The first five star hotel was the Tremont House in Boston, built in 1829, which marked the beginning of first class service. The Hilton International The Hilton International started its journey in 1919 by Conrad Hilton when he took over a property in Texas. Its international arm, Conrad Hotels, had locations across Australia, England, Ireland, and Egypt among many others. By 1940 the group owned a chain of premium hotels worldwide but in 1960 it sold its international operations. In 1989 it also relinquished interests in its gaming companies and focused on core hotel business. Focusing on contracts and franchising, today Hilton Hotels Corporation is a leading hospitality company that owns, manages, and has franchised over 2000 hotels the country (Funding Universe, n.d.). The well-known brands under its chain include Doubletree, Embassy Suites, Hampton Inn, Homewood Suites, and Harrison Conference Centers. Marriott International Marriott International, Inc., with the spirit to serve, was formed in 1993 (Funding Universe1, n.d.). Before this, they were in the restaurant business but in 1993 they split the company in two – lodging and contract services company, thus marking the beginning of Marriott International, Inc. Marriott International manages and franchises more than 1350 lodging properties under ten different hotel brands across the world. These include the Fairfield Inns and Suites, the Marriott, Ritz-Carlton, Renaissance, and New World brands. Its strategy to manage rather than own property has been found to be paying the Group rich dividends. Global Hyatt Corporation Global Hyatt Corporation, one of the leadin g luxury hotel companies in the world, operates in major and secondary cities, at airport locations and leading resort areas throughout the world (Advameg, 2011). It specializes in deluxe resorts with meeting facilities and special services for the business traveler. The Group manages or licenses the management of more than 210 hotels and resorts (with a capacity of more than 90,000 rooms) in 43 countries around the world. In addition to its core Hyatt Regency brand, it has developed other special concepts like the Grand Hyatt, the Park Hyatt, and Classic Residence. With its property in 1957, Hyatt grew to a chain of 13 hotels by 1969. Conclusion Hotels and chains have grown and developed due to mergers and acquisitions (M&A), which is a common form of strategy and growth in every sector. This is used as a strategy to enhance profitability and survive in the competitive growth environment. Several major mergers and acquisitions took place in the hotel industry between 1979 and 2004 (Quek, 2011). However, M&A activities in the sector need financial support because of the high capital costs involved. Deregulation in the industry helped to generate funds easily which benefited the hotel companies by allowing them easier access to capital. As borders across nations blurred and visitors started traveling overseas for work, the demand for excellent facilities increased. Acquisitions in the hotel sector were done with the

Questions on Karl Marx Alienation, and J.S.Mill on Liberty Dissertation

Questions on Karl Marx Alienation, and J.S.Mill on Liberty - Dissertation Example For them to survive, the labourers had to submit to wage labour, a new form of exploitation. Capitalism involved a fundamental adjustment in the relations between men, the materials of production, and the instruments of production. These fundamental adjustments meant that every aspect of human life underwent transformation (Allan 2004, p. 3). In the modern world, the reality of alienation is prevalent and can be seen everywhere. In simple terms, alienation means the separation from what is desirable or desired. Marx analyzes the alienation idea in the context of capitalist means of production with a goal of making profits. Marx identified the process of individual finding valuable things in nature and then taking them since they were freely available. The people modified these natural resources through working on them, thus enhancing their usefulness. Alienation has origins of the production of surplus value after satisfaction of all the immediate and basic needs. Surplus value impli ed wealth, and it became a product when some individuals realized that it could be used as an exchange for commodities if there is a shortage in supply of commodities (Allan 2004, p. 6). According to Karl Marx, there are four aspects of man’s alienation that arise in a capitalist society. The aspects include the product of labor, fellow human beings relations, the labor process, and human nature. Marx argued that the product of labor of the employee is alienated from the object he or she produces since it is bought, possessed and disposed off by somebody else (the capitalist). In all societies, individuals employ their creative capabilities to produce commodities, which they exchange and sell amongst themselves. Marx believes that, in capitalism, this becomes an alienated activity since the worker cannot utilize the products that he or she produces to engage in other productive activities. Marx argues that there is the intensification in the alienation of the labourer from wh at he produces, when the products of labour begin to dominate the labourer (Allan 2004, p. 12). The worker is paid less than the value he creates. He argues that a portion of what the labourer produces is appropriated by his employer leading to exploitation of the worker. Workers employ creative labour in the products they produce, but they cannot obtain any creative labour to replace it. Marx also describes the labour process as the second factor of alienation. Marx recognized this as a lack of control over the production process. He argues that lack of control in the process of work transforms the capacity of workers to work innovatively into the opposite and the laborer experiences activity as passivity. The worker views his or her actions as independent of himself or herself and does not consider these actions as belonging to him or her any longer (Allan 2004, p. 15). The fetishism of commodities refers to individuals’ misconceptions of the products of labour once they en ter the exchange; this misconception accords to forms of leading roles. The metamorphosis of value is a story about the man, his productive capacity and products, and what happens to these products in a capitalist society. Misreading this tale as one about the activities of inanimate objects, attributing them qualities which could only be possessed by human beings, positing living relations for what is dead, is what Marx refers as the fetishism of co

Use of the path-goal theory

Use of the path-goal theory Use of the path-goal theory The Reasoning for the Use of the Path-Goal Theory in the Jeanne Lewis Case Jeanne Lewis, by any measure of the imagination is any prospective employers dream team member. She was committed, articulate, productive, smart, sensitive, motivated, and responsive to challenges. According to Peter Drucker (1998), â€Å"Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes† (Hersey, Blanchard Johnson, 2008, p. 109). Lewiss team tripled direct product profitability (DPP) and invigorated sales of under-performing stores. All these and much more were demonstrated time and time again throughout Lewiss career at Staples. The Leadership Behaviors that Lewis Used with Her Employees Lewis engaged in different types of leadership behaviors depending on the situation at hand. Her approach to situations and the type of behavior she used further supports Marian Andersons statement that â€Å"Leadership should be born out of the understanding of the needs of those who would be affected by it† (Hersey, Blanchard Johnson, 2008, p. 108). Shortly after Lewis assumed the position of the marketing manager at Staples, she assessed the situation regarding low performance of the stores, and she quickly came to the conclusion that strong leadership was lacking. As a result, she substituted 25 store associates over a 12-month period, which turned around the stores performance for better. Achievement-oriented leadership behavior was what Lewis utilized to achieve this result. Secondly, the tripling of the direct product profitability (DPP) by Lewiss team was another area where Lewis demonstrated a different type of leadership behavior-participative. Lewiss direct report s and peers appreciated her thoroughness when it came to getting her to support their position. The fact that her team members understood this much about her indicated she carried her team along while making decisions. Another way Lewis demonstrated a different type of leadership behavior was duringthe time she tried to foster relationships between the marketing organization and the in-house advertising agency. Her bimonthly meeting was met with stiff resistance. Realizing this was not a good strategy, Lewis changed the meeting to a one-on-one type that yielded results. Here, Lewis demonstrated a supportive type of leadership behavior, since this is what appeared to be desirable to the team members at this point. Also, Lewis used a directive leadership style when she warned her staff she would want to â€Å"ride shotgun† with them. She made it clear to the team what her expectations were. This leadership behavior typically results in improved satisfaction and performance. The director of marketing administration was satisfied with Lewiss strategy to such an extent that she set up one-on-one meetings between her team members and Lewis. Lewiss Leadership Behavior as it Relates to the Characteristics of Path-Goal Theory Path-Goal theory was premised not only on explaining which leadership style was effective, but why the leadership style was effective. House and Mitchell (2008) described path-goal theory as how a leader influences a followers perceived work goals, personal goals, and path to goal achievement. House and Dessler (1974), described path-goal theory as the effective leadership behavior needed in any instance which depends on the characteristics of the situation and the followers characteristics. Theresult Lewiss team was able to achieve as a result of her strategy change could have influenced her team members work goal, thus prompting them to perform well. Secondly, the tripling of the direct product profitability (DPP) by Lewiss team was another area that showcased path-goal theory. Lewiss team members and peers appreciated her thoroughness when it came to getting her to support their position. The fact that her team members had this level of understanding about her clarified the path to their goal, which then showed on the DPP result. Another way Lewis demonstrated characteristics of the pat-goal theory occurred duringher initial days as the vice president of retail marketing, where she set up several one-on-one meetings with her direct reports so that she could understand what part of the marketing puzzle each of them constituted. The marketing administration director saw something in this strategy, which led her to make a move to setup one-on-one meeting between Lewis and each of her own team members. This could have been as a result of the fact that Lewiss behavior was motivating to the extent that this director saw it could influence the attainment of her goal. Furthermore, the productivity that ensued after Lewis changed her strategy to be having a one-on-one status meeting with her team members after her initial bimonthly meeting approach flopped exemplified path-goal theory in that her team members could have gotten their work done due to the fact that th ey saw a clear path to them achieving their goal. The Behavior of Employees in Relation to Lewiss Leadership Style Several of Lewiss direct reports commented on her behaviors. One of them said: â€Å"Jeannes charm could be disarming. She worked really hard, and her personality motivated you. She tended to manage tightly at first, then loosened the reins. She challenged us a lot, and invited us to challenge each other†(Suesse Hill, 2005, p. 86). The directive leadership behavior Lewis used when she warned her staff she would want to â€Å"ride shotgun† with them was well accepted-as shown by the reaction of the marketing administration director. She was so satisfied with Lewiss strategy that she setup one-on-one meeting between her team members and Lewis. Employeeswarmlywelcomed Lewiss supportive leadership style as depicted with her change in strategy after the time she tried to foster a relationship between the marketing organization and the in-house advertising agency. Even though her bimonthly meeting was met with stiff resistance, her one-on-one meetings yielded good results. Thirdly, the participative leadership style used by Lewis during the tripling of the direct product profitability (DPP) was received well by employees. Initially they had mixed feelings about Lewiss leadership behavior, which one of them first felt was micro-managing before realizing that Lewis was just someone who liked to promote dialogue and debate to ensure that the best decision was arrived at. The fact that Lewis and her team in marketing while she was a manager there were able to invigorate sales performance within a 12-month period was an indication that she carried them along well and they were pleased with the things that they were able to archive together. This is consistent with achievement-oriented leadership behavior. Aspects of the Relationship of Employee Behavior as it Relates to the Characteristics of the Path-Goal Theory Path-Goal theory explains leaders effectiveness and the impact that leaders have on the followers motivation. The framework of instrumentality theory and path-goal theory suggest that the effectiveness of any leader at any given point depends on the characteristics of the situation and the characteristics of the follower. Several instances of this were observed throughout Lewiss carrier at Staples. It was repeated time and time again that Lewis had a personality that many may have misconstrued because of its confrontational nature. During her early days at Staples, Lewis herself acknowledged that she might not be able to work across the organization. At this point, she had barely been appointed a leader. One could then infer that all the zeal and the willingness to get things done was as a result of the belief that her hard work would someday get her into a management position, which she highly valued. The rejection that Lewis received when she started a bimonthly meeting was not a result of the ineffectiveness of the new structure she was trying to put in place; it was due to the fact that this did not influence her team members expectations, and their work and personal goal perhaps did not hinge on this. The same structure when changed to a one-on-one status meeting yielded the desired results. According to the observation made by one of the managers about the one-on-one status meetings, â€Å"She asks the kind of questions that provoked real interaction, so it really is a joint discussion† (Suesse Hill, 2005, p. 86). The South Africa studies around participation, individual differences, and job satisfaction among black and white employees results are better explained by the path-goal theory. Contrary to the expected conclusion that participative leadership is positively related to the individual differences, the theory concluded that participative leadership actually depends on the attributes of the task regardless of the predispositions of the subordinates. In the same vein, a study of the subordinates achievement (NACH) and affiliation (NAFF) needs as moderators of leader path-goal relationship conducted in Pennsylvania State University, drawn several interesting conclusions. One of the findings is that high NACH individuals prefer leaders with good strategies, policies, and rules who clarify paths to achievement (Orpen Ndlovu, 1977).

Hysteria Changes People Essay -- essays research papers

Hysteria is a mental disorder marked by excitability, anxiety, or imaginary disorders. It can play an important role in people’s lives. Hysteria supplants logic and enables people to believe that their neighbors, whom they have always considered highly respectable, do things they would never expect them of doing. In â€Å"The Crucible†, hysteria causes people to believe their friends are committing deplorable acts. The townsfolk accept and become active in the hysterical climate not only out of genuine religious piety but also because it gives them a chance to express repressed sentiments and to seek reparations from grudges. Hysteria suspends the rules of daily life and allows the acting out of every dark desire and hateful urge under the charade of righteousness. In â€Å"The Crucible† by Arthur Miller, the hysteria due to the paranoia of witchcraft causes Abigail to lie in order to save herself, Danforth to ruin the community, and Proctor to be convicted of w itchery. The hysteria surrounding the witchtrials causes Abigail to lie in order to save herself. She is affected by the hysteria because she does not want to exposed as a liar. She forgets about the people that are close to her in order to protect her reputation and identity. Abigail abandons Tituba, and accuses her of "sending her spirit on me in church; she makes me laugh at prayer" (41). Abigail also says Tituba "comes to me every night to go and drink blood (41). Abigail reacts like this only to save her fro...

Log Mgmt

Log Management in the Cloud: A Comparison of In-House versus Cloud-Based Management of Log Data A SANS Whitepapers – October 2008 Written by: Jerry Sheen Sponsored by Alert Logic Basic Practices Questions for the Cloud Provider Considerations for In-House Log Management Executive Summary In the 2008 SANS Log Management Survey, 20 percent of respondents who were satisfied with their log management systems spent more than one week each month on log analysis. Most of those companies were in the Global 2000.The remaining small- and medium-sized businesses (SMB) and government organizations spent twine a half-day to five days per month on log analysis. The survey also showed that, because of difficulties in setup and integration, most organizations have only achieved partial automation of their log management and reporting processes. These difficulties have organizations, particularly SMB, wondering if they should turn over log management to an in-cloud provider†one that prov ides their log management software and log data storage over the Internet.In January, 2008, Stephen Northup, president of the SANS Technology Institute, wrote that there are pitfalls with putting log management in-the-cloud. On the plus side, he adds, â€Å"you will almost certainly save money. In addition, real experts on log analysis are hard to find†¦ † 1 Recently, vendors began offering log management in-the-cloud (otherwise known as Software as a Service or AAAS), as a way to simplify log management because the provider can dedicate the material resources and retain the talented, focused personnel to do a better Job for less money.This particularly makes sense not only for SMB without the dedicated manpower, but also for enterprises whose IT resources are stretched trying to manage multiple distributed Lana. While IT managers agree that log management is difficult, they are leery about handing over their log data to a third party application provider because the dat a might not be available when they need it, not to mention the sensitive nature of some of the data that shows up in log files.Before deploying or overhauling log management systems, organizations need to weigh the benefits and drawbacks of each model in context of their business requirements. To simplify the process, this paper presents some questions to consider when vetting those business needs against each (and in many cases, both) of these log management models. Www. Sans. Du/resources/leadership/log_logic_interview. PH Log Management in the Cloud Basic Practices When looking at both models of log management (internally or in the cloud), begin with the end in mind by clearly laying out the reasons you want to collect log data.The following are some pre-selection tenets to keep in mind when considering both models of log management: Identify Your Goals One of the keys to any successful project deployment is identifying the goals before starting. Log management needs are differen t for each business unit staking a claim in the process. The IT group may be interested in the value of log data for problem solution; the security team may be interested in information management or event management tied into an overall SEEM; and the audit and compliance group is most likely interested in tracking what people are doing in regard to sensitive data.Other possible uses for log data include marketing, forensics and HER accounting. As they identify goals, companies would do well to consider the broader advantages of log management and analysis, and look for systems or services that will allow a migration toward a more complete use of log data in the future. Of importance to all groups is the type of reporting supplied by the service or system. Log management systems often have reporting that is geared toward compliance for PC, SOX, HAIFA and other similar standards.Apart from required reports, log management can generate reports that are helpful for system maintenance, security management and many other purposes. Whether log management is handled in-house or in the cloud, reporting and correlation features should be easy to use and able to meet current and future business goals. Locate Resources Critical to the success of any log management initiative is finding the staff needed to implement, manage and maintain the system. This is particularly difficult for SMB and government agencies that can't afford top dollar for IT talent.Yet, according to a Gardner paper in May of 20082, compliance drivers are pushing organizations with smaller security staffs to acquire log management systems. In these cases, in-cloud services make sense. Larger organizations with dedicated security staffs and advanced log management processes, on the other hand, are more likely to keep log management functions in-house. But even those organizations might use log management services for branches, or as a part of their larger security or network management operations. 2 GO 56945, Mark Nicole and Kelly Savanna's.SANS Analyst Program Try Before You Buy The computer industry is fraught with solutions that don't work nearly as well as they purport. So, testing and trial use is critical to determine whether the system or service suits your needs. Put the search interface through its paces to test for functionality and accuracy. Start off with a few devices sending log data, but also set up as many devices as you are allowed to test during the trial period. Some log management systems work very well for a small amount of data; but as the data feed test larger, the performance goes down quickly†and the systems or services can miss events.A good way to test the system or service is to send some suspicious data to a device that is being monitored. Then go look for that particular data to make sure it's all there in the logs. One way to do this is to use the Kiwi Slog Message Generators to send messages to the target, for example by using an option in the program to send a simple text message followed by a number. This makes it simple to see if any of the test messages have been picked up by the log management system or service and reported upon as required.If there is a security component to the monitoring service (there usually is), try attacking your server and see how the provider responds. The specifics of how you would do this testing will vary with your goals, but logging in as a user and intentionally mistyping the password enough times to lock the account should get a response from the log service or system. I have actively used this testing approach on some appliances that collected security information and never got a response. If you choose to do this kind of testing, start slowly to get an idea of where the response threshold is.In addition to testing for nationality and security, pay attention to the user interface. In most cases, this will be a Web-based front end. Go through all the options and make sure they work. A lso, make sure that responses to the GUI are intuitive. If you have a report that you need regularly, you should be able to get that report reasonably easily, even have it e- mailed to a specified account. Custom reports and specialized reports may be more complicated to receive as a test, but the basic flow of the system should make sense.Finally, make sure that the people who will use the service test the interface before decisions are finalized. Www. Sociology. Com/kiwi-slogged-overview Questions for the Cloud Provider Selecting a log management software service provider is more like cementing a partnership than making a purchase. The service provider will have copies of critical log data†at times they may have the only copies of that data. The table below offers a quick snapshot of what to cover in a Service Level Agreement with a log management cloud service provider.Following that are questions to consider before taking the plunge. AAAS availability No more than 2 minute s of downtime a day and no more than 5 minutes per week. Timeliness of log data showing up in system Individual logged events must be available to a search from the customer portal within 90 seconds of the event. Timeliness of log data analysis Regulatory compliance Alerts must be delivered to the client within 30 minutes of a critical event. The AAAS provider must maintain compliance to changing regulations within 30 days of notification of change.New attack vectors should be applied to the processing system within 24 hours of a new attack being identified. The processing system must be upgraded to support changes and modifications to alerting from supported systems when systems are available for mineral release. Prompt upgrades to support new attack vectors Prompt upgrades to support upgrades to hardware and software 4 When considering cloud-based log management applications, organizations should ask the following questions (most of which can also be applied to in-house log manage ment systems): Is It Safe?Many IT managers are concerned with the safety of their log data, and rightly so: Log data can be dangerous if it falls into the wrong hands. Attackers can get valuable information from reading the logs. For example, they can see if their attacks work, been known to show up in logs). Log data as common as Web or e-mail traffic often contains confidential information. Having control of logs can be useful to attackers who, in some cases, will try to clean the log data to remove any traces of their activity. Therefore, it's important to look at the safety of log data†whether it's stored on- or off-site.If the log data is stored locally, it's often kept on each individual computer producing the data. Larger organizations will have log servers that will store the log data in a centralized attached storage device. Those systems are, in an ideal situation, secured and difficult to break into. In the cloud model, this data storage would be handed off to the c loud provider, which relieves the organization of the hardware, security and HER burdens involved with keeping storage in-house. However, as they lose control of that data, organizations must rely on the cloud service to handle their data securely.The issue of whether a service organization is competent is difficult to determine, and is ultimately based on reputation. Cloud providers must create a trust model as they manage collected log data securely and separately in a multi-tenant environment. This creates the need for additional layers of security to operate multiple tenants from one another on a shared server, while also protecting the data stores from attackers. Firewalls, encryption and data loss prevention are all areas of security that apply to sensitive log data stored in the cloud†a cloud that's increasingly brutalized.Fertilization, in itself, is not necessarily a negative, as long as proper security procedures are followed within the virtual cloud. The same charac teristics of fertilization that make it a concern as a hacking agent also provide a hiding technology that has the potential to make user accounts harder for attackers o access. Already security vendors are developing virtual technologies so that their anti-mallard products can't be detected and overruled by today's kernel boot- level rootlets. 5 How Is It Transported?Ask the cloud provider for specifics about how the data gets transmitted from your systems to their operations center. Is the data encrypted in transit? What type and strength of encryption is used? Is the encryption proprietary? Be wary of providers that claim their encryption information is confidential or proprietary; instead, look for providers that use proven technologies such as SSL or AES. There are numerous examples of companies that have invested vast amounts of money in creating their own encryption technologies only to find out after release that they missed a critical component.How Are Keys Stored? It would be easier for a log management vendor to use the same encryption secrets client, that attacker can access the accounts of all clients. A different key for each customer account would not only offer better protection against customers accessing one another's accounts, but also against an attacker cracking a password and getting the keys to the entire kingdom. Logical separation of key storage is also important for the same reasons. How Often Is The Data Transmitted? Most log management systems send data in batch mode.The collection appliance typically waits for either a specified time or amount of data before transmission. In general, a quicker frequency is better because the data is getting processed faster. More frequent transmission minimizes traffic bursts and gives an attacker less time to interrupt or block the transmission of alerts, a technique attackers use in an attempt to avoid detection. What Is The Level Of Compression and Bandwidth Utilization? Bandwidth utilization is a question that you'll want to keep an eye on as you test your log management service.It is common to get 90 percent compression or better on ASCII (plain text) logs, while binary log compression ratios may be less. If your Internet connection is currently heavily utilized, the log traffic may impede other traffic, and you'll want to plan for this issue ahead of time. One way to monitor the bandwidth is to capture traffic statistics using Net Flows. If you aren't monitoring your overall Internet traffic utilization, it's best to get a handle on that prior to implementing a log management service and use this number as a baseline. What Backup and Redundancy Is Included ? If a cloud provider claims to be set up to handle this type of data correctly, verify that it is, in fact, doing a better Job than you would. The provider should have data stored at multiple locations and secure backups for redundancy. Check, too, with the company that is actually doing storage. In the cloud model, storage could be handed off to another vendor. Ask questions about how stored data is encrypted, how it is transferred, where the tapes or other media are stored, and if there is a process for racking tapes.Find out how long backup data is retained, how it's destroyed, and what happens to the data if the service is terminated. It will probably be impossible to verify most of this, but the cloud provider should be able to answer questions and provide benchmarks, customer references, service agreements and other documentation. What Are The Responding Options? System. These built-in reports typically cover things like regulatory compliance and common performance and security metrics. Verify that the reports your organization needs are included as overbuilt reports, or that they're easy enough to customize.Often, reporting is not as straightforward as people would like it to be. Sometimes, the logging application won't provide the required information directly, but it may be available i ndirectly. For example, a security manager may want to identify invalid session IDs on a Web site because a high frequency of invalid session IDs may point to an attacker trying to guess a session ID and clone or hijack the session. If the log manager doesn't report that information directly, it may be possible to get similar information by tracking the number of connections built from any given IP address. How Much Of The Data Is Actively Searchable?In some cases, the most recent data will be more quickly accessible for searching than data that has been removed from an active state. Moving data out of an active part of the database can make databases faster, so some data may be moved into an area that provides slower access. Ask if there are any special requirements to access archived data or whether the only issue is a performance penalty†and request a demonstration. 7 How Much Of The Data Is Stored? If data is moved out of primary storage, is the full log data retained or w ill recovery of data be limited to searchable data fields and metadata?If some detail is eliminated, determine whether this will cause problems with regulatory compliance, forensics processes and other log management and reporting needs required across your organization. If there are processes that automatically eliminate some data, can those processes be suspended for special circumstances, such as litigation requiring the preservation of data? How long does it take to make such changes? What Log Data Will Be Accepted? What specific devices, operating systems and applications are supported?Several operating systems and hundreds of widely used appliances and devices are critical o today's diverse organizational IT infrastructures. The number of applications a log manager may be called upon to understand is staggering. Prioritize on all your critical devices and applications. How are they supported by the service provider, and how thorough is that support? How Are Its Instructions Fo r Setting Up Devices? Log management can become more complicated as the number of log-producing for setting up devices, operating systems and applications that need to be monitored.Often, a company will need to deviate from the normal setup procedure, based on the peculiarities of its business that complicate the log data life cycle. As a result, setup instructions should be termed as guidelines, not hard and fast rules. Rules often must be massaged to work with the varying operating systems and applications (including their versions) that an organization needs coverage for. 8 How Are Alerts Determined? If the cloud provider is offering to send alerts for events of interest, find out how they determine what is of interest and compare that to what is of interest to your organization.Are they looking solely at security events or do they include more routine support and maintenance events? If the events of interest include both types f events, how do they distinguish between the two? H ow much involvement does the log management client have in setting up what alerts are of interest to them? If a drive runs out of space, for example, that can often be Just as big a problem as an attacker compromising a system. Ask, also, if they can correlate related events to give the analysis situational awareness. For example, an administrator logging into a domain controller at 10 a. . And creating a user is quite different from the DNS process starting a command shell and creating a user in the middle of the night. In both cases, a user is being created. In the first instance, the process seems normal; but in the second instance this combination of events could be associated with the RPC DNS exploit as demonstrated in an April, 2007, SANS Webmaster. Cloud (and in- house systems) should, therefore, include situational awareness to understand when creating a user is a normal event and when, as in the second example, it is not normal.In addition to automated monitoring and alerts , it would be ideal if cloud providers could offer human review of logs as an add-on fee for service. Human review is required under some regulations, and is a good basic best practice for organizations to follow because automated systems don't catch everything. How Quickly Does Processing Occur? Timing is an important issue with log management that the cloud model is well- suited to address. One typical problem with in-house log management is that events are often found after a problem is noticed.It is, of course, best to detect log events leading up to a critical event in order to avoid the critical event. The question about processing speed encompasses a number of different issues: Once an event has been logged at the local device, how long does it take for that event to show up in the yester? If that event should trigger an alert, how long will it be before the alert is relayed to the client IT department? Is there an option for the vendor to do more than April 24, 2007 Webmaste r – www. Sans. Org/websites/show. PH? Beastie=90861 9 How Often Are The Alerts Updated? Operating systems and network devices are constantly coming under new and different attacks requiring new responses. The errors from these devices also change with some upgrades, so it is important for the Log Management provider to conduct regular and timely updates to its system, and respond reasonably when errors occur. How Are System Upgrades Handled? In the cloud, upgrades to the log management systems are handled by the provider, thereby relieving the organization from having to maintain these systems in-house.There is a risk, however, that the upgrades may cause outages in coverage by accidentally introducing new compatibility or protocol problems. It would be a good to ask the cloud provider about how upgrades are handled and how clients are protected during the upgrades. By the same token, how would updates to any internal system log-generating devices affect the cloud provider's coverage? 10 Considerations for In-House Log Management Many of the same questions that apply to companies offering log management service in the cloud also apply to internally-managed log management systems.The 2008 SANS Annual Log Management survey indicates it is still incredibly difficult to automate log management systems to the degree organizations need. A recent article by Patrick Mueller in Information Week refers to log management as a â€Å"monster. † Just because it's difficult doesn't mean log management needs to be outsourced. When weighing in-house log management, consider the following factors: Could A Personal Change Ruin Your Log Management Process? Log management is often the pet project of one person while the rest of the IT staff tries not to get involved.If that person leaves the company, it can be difficult for initiatives. Will Your Staff Monitor The Logs Regularly And Maintain Updates? Log management services have requirements built into their contract s for response time and full-time monitoring. Can your staff live up to those same expectations? One of the issues for log management companies is keeping up with updates to applications, operating systems and regulatory issues. Is your staff able to keep up with the changes? As an example, how did your staff do when Windows Server 2008 changed all its event Ids?At the time, most administrators used a collection of scripts; however, all those scripts, which were working, suddenly became broken. Floggers lashed out about it. For a log administrator who finally has everything working, that sort of a situation can be a demoralizing surprise. Maintaining updates and monitoring logs is complicated by the fact that most companies support a diversity of logging devices. To properly support local log management, an IT group will need to work with different vendors ho use different types of log data.At times, it may be necessary to bring in consultants to assist with tracking down specific i ssues. Organizations need to consider the associated costs and frustrations of working with multiple vendors and integrators along with the costs of the initial deployment and ongoing internal staffing requirements. 56 www. Informational. Com/story/charities. Jhtml? Articled=208400730 www. ultimate windows security. Com/wick/WindowsServer2008VistaSecurityLog. Sash 11 Roll Your Own Or Buy An Appliance? A big debate in the log management arena is how to deploy log management tools.According to the SANS Log Management survey, the majority of organizations (38 percent) are building home grown solutions through the use of slog servers, custom scripts and applications. The remaining respondents used a combination of commercial software and appliance-based tools or checked â€Å"other. † In either case, organizations are not happy with their level of automated correlation or system coverage, according to the survey. Coverage, automation, correlation and access must all be addressed, maintained and improved upon as needs dictate, regardless of which option is chosen.