Charles Dickens Novel Essay Example For Students

Charles Dickens Novel Essay To the extent I can see there is just one character in Charles Dickens Novel Hard Times how really has a simple life, and that is James Harthouse this is on the grounds that he is exhausted with life and has dont most things. In this paper I will consider three primary characters from this novel that make some hard memories throughout everyday life and they are Stephan Blackpool, Sissy Jupe and Lousia Gradgrind. I have picked these characters since they are from three diverse unfulfilled obligations of social gatherings. First comes Stephan Blackpool and in the novel Stephan makes some hard memories since he is common laborers and isn't paid as much as others. His significant other is a lush and continues leaving and them returning he paid her to go and during the novel she returns and that is the place his life takes a movement south since he is infatuated with another person. Part route through the novel he goes to see Mr Bounderby for exhortation on how he may have the option to dispose of he and during their conference Stephan begins to lose trust. On the off chance that I do her any damage, Sir theres a law to rebuff me? Show me a law to help me When Mr Bounderby discloses to him that there is realize approach to dispose of his significant other he understands, as the part is named, there is realize way out for him. Another explanation his life is a struggle is on the grounds that he loses his employment since he will not join an association since he made a guarantee to the lady he adores and he is a man of his statement. Sissy Jupe has a hard life toward the start on the novel during her youth and it gets easer and easer as the plot unfurls. From the second we run over Sissy in section one she is being informed that she isn't right in her perspective on extravagant and that everything depends on actuality sold hard reality and that's it. We are educated later that her farther had run off while she was out getting some oil to rub his feet with disregarding her. From the remains her life flourishes and starts her development into a blooming accommodating youngster. This happens in light of the fact that Mr Gradgrind reveal to her that she is to proceed to live with him and his family where she will be given legitimate training. She will go Lousia Gradgrind On the other hand has had a hard life from the word go. In the novel the character lousia Gradgrind has been raised on the Fact, Fact, Fact Based training with not extravagant permitted into her now unfeeling life. She portion what she believes is directly for every other person and what is most likely not bravo. Later In the novel she weds Mr Bounderby on account of her siblings, Tom Gradgrind, romping issue thus that he could find a new line of work. She experiences serious difficulties through the activities of her farther in view of the training he gave he that shaped her activities in a mind-blowing remainder. Taking everything into account my view is that all the characters in Charles Dickens Novel Hard Times experience considerable difficulties at some point all through the novel in there own little path while in there own little lives. The three characters I have featured just two experience serious difficulties right from the earliest starting point of the novel and they are Stephan Blackpool and Lousia Grandgrind this is on the grounds that Stephan Blackpool not just lost his employment and has a boozer for a spouse yet approaching the finish of the novel he tumbles to his demise into a surrender mine. Lousia On the other hand has got her farther to fault for her aloof life. So I feel that Louisa must get the universe grant for the most exceedingly awful life ever on the grounds that she has had a terrible life since she was conceived.

History 12 Essay Example For Students

History 12 Essay By: Muhammad Ali The Rise of Fascism in Germany After the World War 1 finished, the Paris Peace Treaties solvedfewer conflictsthan it generated.The Weimar Government startedto debilitate. It started confronting numerous financial and political issues. Likewise, the arrangement of Versailles censured Germany for causing the war; subsequently Germany had to pay reparations. After the war Hitler was jobless so he joined the Germans Workers Party. Hebelieved inanti-Semitic, patriot, against industrialist, and hostile to Marxist thoughts. He reprimanded Jews for all the contentions Germany had experienced. He likewise detested the Slavs, Africans, gay people and debilitated individuals. Hitler was a freak plan who thought of rather atypical plans to ensure Germany changes over into an enemy of communist, hostile to socialist and a fundamentalist government. He was likewise egocentric since he needed to procure all the force and addition matchless quality over Germany without anyone else. After the reactionaries inside the German Armyfailedto over toss the government,Hitler turned into the pioneer of the German Workers Party and changed its name toNationalsozialistische Deutsche Arbeiterparie (NAZI).Germany lost a gigantic aggregate of cash and the individuals failed soin 1923Germany would not pay reparations however France and Belgium took steps to involve Ruhr as a method of constraining Germany to pay its reparations.Since the Weimar Government was powerless; Hitler chose to utilize these extreme timestohis advantage.He doled out Dr. Josef Goebbels as the pastor of edification and purposeful publicity in 1933.His job was to impact thepeoplethrough the utilization of media. Hitleralong with Lunderoff chose to assume control over the lager corridor in Munich. The endeavor was ineffective in light of the fact that it was poorlyplanned andas an outcome numerous individuals were executed and Hitler was captured and sent to prison. Hitlerfelt he would not have the option to govern as an extremist head if his losing streak proceeded. WhenHitler was discharged from Prison,he was resolved to build the quality of the NAZIs. He had confidence in Lebensraum (living space). He needed to murder all the local populaces of Poland and Eastern European nations since he accepted they wereinferiorand the Nazis were superior.Hitler was known for his talks; his vitality in front of an audience and his persuasive style of talking caused the majority to accept whatever he said. He would regularly assault Jews and reprimand them for Germanys financial difficulties. He wouldconvince individuals that the Aryanrace was the ace race and bound to lead the world.Hitler assignedHerman Goering as the clergyman of Air and the head of mystery police. They captured, tormented and murdered any individual who restricted Hitler. Heinrich Himmler was the head of S.S. furthermore, he likewise turned into the head of Gestapo.Himmler employedyoung men to complete fierce acts against H itlers foes. These men were given food, safe house and outfits. They were called Schutzstaffel. The S.A.was likewise used to ensure the Nazis at any gatherings or meetings that were held.In 1932, Nazis increased 230 seats and they turned into the biggest partysoonJanuary 1st1933Hindenburg who was the leader of Germany appointedHitler as the chancellor.The ascent of despotism had started. NowHitlerfinally had power yet it wasnt enough;Hitler was set up to go to any degrees togain morepower. Hewanted to end the Weimar Republic so he quickly called for new decisions and the Nazi party picked up control and transformed a vote based state into an authoritarian state. On March23rd1933Hindenburg marked the empowering actwhich gave Hitlerdictatorial powers for four years.After not many months Hindenburg passed on and Hitler turned into the leader of Germany. Despite the fact that, Hitler was the president, he was not fulfilled yet.He want towipe out all the Anti-fundamentalist gatherings; consequently, Hitler killed his political adversaries including seventy-seven Nazis whose devotion he addressed. He likewise murdered Ernest Rohm pioneer of S.A., von Schleicher and Strasser. Hitler transparently reported that he was liable for the murders.Hitler additionally made Nuremberg Laws.These lawswere a psychological militant battle against Jews. Theyforced all the Jews to wear the Star of David. They were not given any occupations with the exception of regular work. Additionally the relationships among Jews and Germans were illegal. All Jews were not considered as German residents any more. The Nazis would frequently break into their homes, wreck their shops and ruthlessly execute them.Hitlersclever ground breaking strategy was working andhe at long last got what he wanted,he had all out authority over the nation and its kin. .ucbf305525cb93fc99f869ed4fa54e1e3 , .ucbf305525cb93fc99f869ed4fa54e1e3 .postImageUrl , .ucbf305525cb93fc99f869ed4fa54e1e3 .focused content territory { min-stature: 80px; position: relative; } .ucbf305525cb93fc99f869ed4fa54e1e3 , .ucbf305525cb93fc99f869ed4fa54e1e3:hover , .ucbf305525cb93fc99f869ed4fa54e1e3:visited , .ucbf305525cb93fc99f869ed4fa54e1e3:active { border:0!important; } .ucbf305525cb93fc99f869ed4fa54e1e3 .clearfix:after { content: ; show: table; clear: both; } .ucbf305525cb93fc99f869ed4fa54e1e3 { show: square; progress: foundation shading 250ms; webkit-change: foundation shading 250ms; width: 100%; obscurity: 1; change: murkiness 250ms; webkit-change: darkness 250ms; foundation shading: #95A5A6; } .ucbf305525cb93fc99f869ed4fa54e1e3:active , .ucbf305525cb93fc99f869ed4fa54e1e3:hover { mistiness: 1; progress: haziness 250ms; webkit-change: obscurity 250ms; foundation shading: #2C3E50; } .ucbf305525cb93fc99f869ed4fa54e1e3 .focused content region { width: 100%; position: relati ve; } .ucbf305525cb93fc99f869ed4fa54e1e3 .ctaText { fringe base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content design: underline; } .ucbf305525cb93fc99f869ed4fa54e1e3 .postTitle { shading: #FFFFFF; text dimension: 16px; textual style weight: 600; edge: 0; cushioning: 0; width: 100%; } .ucbf305525cb93fc99f869ed4fa54e1e3 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; outskirt: none; fringe span: 3px; box-shadow: none; text dimension: 14px; text style weight: striking; line-tallness: 26px; moz-fringe range: 3px; content adjust: focus; content adornment: none; content shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/straightforward arrow.png)no-rehash; position: total; right: 0; top: 0; } .ucbf305525cb93fc99f869ed4fa54e1e3:hover .ctaButton { foundation shading: #34495E!important; } .ucbf305525cb93 fc99f869ed4fa54e1e3 .focused content { show: table; tallness: 80px; cushioning left: 18px; top: 0; } .ucbf305525cb93fc99f869ed4fa54e1e3-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .ucbf305525cb93fc99f869ed4fa54e1e3:after { content: ; show: square; clear: both; } READ: How The New England Colonist Altered The Enviornment Essay The World War was a huge catastrophe forGermany. Germanylost a tremendous total of cash and the individuals failed, howeverHitlerused these extreme timestohis preferred position and he came into power by controlling the individuals ofGermany through purposeful publicity and dread. Individuals thoughtHitlerwouldimprove the countrys economy andbring law andpeacebackto the countrybut the main thingHitlerbrought was dread and terror.Hitlerclaimed that he had confidence in blessedness and courage yet there is not all that much or gallant about murdering thousandsof honest in dividuals.

Washington D.C. Recruiting Reception COLUMBIA UNIVERSITY - SIPA Admissions Blog

Washington D.C. Recruiting Reception COLUMBIA UNIVERSITY - SIPA Admissions Blog On Tuesday, June 16th in Washington, D.C. SIPA will join four other policy schools for an evening reception featuring admissions representatives, alumni, and current students enrolled in our programs.   The event will be held at the Johns Hopkins SAIS Nitze Building. The other schools attending are: • Georgetown University â€" Edmund A. Walsh School of Foreign Service • Johns Hopkins University â€" Paul H. Nitze School of Advanced International Studies • Princeton University Woodrow Wilson School of Public and International Affairs • Tufts University â€" Fletcher School of Law and Diplomacy The doors will open at 5:30 P.M. and the main event will take place from 6:00 P.M. to 7:30 P.M.   There will be some brief presentations, followed by mingling with drinks and light hors doeuvres. The address of the event is: The Nitze Building 1740 Massachusetts Avenue Washington, DC 20036 There is no charge to attend the event, but you must register to attend. You can register for the event by clicking here.

Leadership Reflection Paper Leadership - 851 Words

Leadership Reflection Paper Leadership truly begins with understanding your strengths and is a continual process of learning how to use those strengths to influence others (Griffiths, 2014). To understand leadership the word leader has to be examined. Webster describes a leader as a guide, a person who has commanding authority or influence. Additionally, a leader must possess specific qualities and characteristics to be classified a great leader. I will future delve into these qualities and characteristic as well as discuss my own personal leadership strengths and weaknesses. Qualities and Characteristics of a leader Great leaders should have certain skills and know how to stress specific characteristics to those around them. The characteristics that encompass a great leader are competitiveness, being a change agent, and communication. Competitive All great leaders are driven by competitiveness. Intuition drives this competiveness. Great leaders have a natural intuition that guides them through their decisions to succeed. Their decisions are based on past experience, confidence, and gut instinct. Another part of a great leader’s competitiveness is growing and improving. A function of growing is always learning and gaining knowledge that will give them the upper hand in business. Learning how to change others perspective is another aspect of being a great leader. Change agent One’s ability to inspire your team and the partners to see your vision andShow MoreRelatedReflection Paper On Leadership1624 Words   |  7 PagesIn my Leadership Reflection Three paper, I asserted that leadership is fundamentally a process. My defense was that leadership is a relationship, which is lived out over time, thus a process. However, now it is clear to me that leadership is not fundamentally a process, but rather a relationship. 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These â€Å"problems† include a woman not making it to the top and women having to choose between professional success and personal fulfillment. I think that it is so wrong that a woman has to choose between having a professional life and a career. A male can have both and there’s neverRead MoreReflection Paper On Leadership1345 Words   |  6 PagesReflection Essay 1 In class, so far, we have discussed many different topics about leadership. One being different leadership theories. The one that I feel most represents the leader I want to be in the future is servant leadership. When we discussed servant leadership it was defined as this leadership model is based on the leader and the followers wanting to serve others. Basically, this means the servant leader you put your focus on the needs of others before your own. The followers goalRead MoreLeadership Reflection Paper1174 Words   |  5 Pagesleading others through a crisis are three important characteristics a leader should possess. Leadership and self-care go hand in hand. Employees respect leaders who actively listen and align their purpose around the vision and mission of the organization. Dees (2013) mentions, â€Å"Optimism is an outer display of the inner quality of hope that leads towards a positive future† (p. 222). When the honor of leadership is given to an individual, the road is not always smooth and easy. Sometimes, there areRead MoreReflection Paper On Leadership1712 Words   |  7 Pagesis recognizing when to harness something, and my peer evaluations were totally surprising, and I decided to use them anyway. Leadership Goals Perfecting your development skills can enhance your ability to be an effective leader. A successful leader is open to change and flourish as both an authority figure and an individual. Continuously working to improve your leadership skills will keep those skill sets properly aligned with the constantly fluctuating goals and priorities of today’s workforce (TopRead MoreReflection Paper On Leadership1552 Words   |  7 PagesMy first lesson in leadership was immediately after my start in the military. As a brand-new lieutenant, I had been assigned a relatively-new airman who was popular with the members of the unit, but with a less-than-stellar track record. Prior to that assignment, I thought leadership was easy. Eventually, I had to make a very difficult and equally out-of-favor leadership recommendation. The squadron commander stood by me, advising but allowing me the freedom to choose make the right, and most ethical

The Father Of Participant Observation - 870 Words

Furthermore, functionalist emphasized fieldwork much like historical particularism. The â€Å"father of participant observation† Malinowski was a psychological functionalist. His stay in the Trobriand Islands was not his choice due to war, however, his method of ethnography made him one of the greatest ethnographers known today (McGee Warms 2012: 152). Compared to historical particularism, he reinforced that anthropologist should immerse themselves in the local culture. Malinowski describes ethnographic fieldwork as â€Å"where the most generalized inferences are obtained as the result of long inquiries and laborious inductions,† (Malinowski 2012: 157). The long inquiries he is referring to is the same design Boas and Radin were doing. All three men resided with the natives for extensive periods of time to collect a complete understanding of what culture is to another group of individuals. In addition to the emphasis on fieldwork and learning the native language, functionalism and historical particularism also share concepts related to Kroeber as well as Radcliffe-Brown. Both anthropologists were interested in the roles and rules of societies and not the individual. They were stressing the super-organic nature of society. It is important to note that the idea that the individual is unimportant is not true for all advocates of historical particularism. Kroeber is the anthropologist that strays from his mentor Boas in this example. Kroeber’s idea is civilization is apart from theShow MoreRelatedThe Cognitive Behavioural Approach to Counselling Therapy.1244 Words   |  5 PagesThe cognitive behavioural approach to counselling therapy. The cognitive behavioural approach to counselling therapy. Participant observation How do we really find out about the way of life of a group of people? 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Sample Participants included 16 males and 16 females (30 Caucasian, 2 of Hispanic origin) interviewed 11 times across the period from 4 to 24 years of age. Parents level of education averaged 16.0 years for the mother and 17.0 years for the father. By the time the participants had reached age 23-24, 2 had earned junior college degrees, 14 had earned a college degree, 4 were in graduate school

Child’s learning and development Free Essays

Identifying the beliefs of Children ‘s Learning, Development, and the Social Influences that shaped them. A kid ‘s acquisition and development Begins from the minute they are born, the early old ages from birth to five are an of import milepost in a individual ‘s life, what a kid experiences in the early old ages has a major impact on their hereafter opportunities in life. A safe, secure and happy childhood is of import in its ain right. We will write a custom essay sample on Child’s learning and development or any similar topic only for you Order Now We can determine a kid ‘s acquisition from an early age, kids learn through experience and grownup engagement, hence interaction with babes and immature kids is basically of import, it helps to construct thoughts, creates believing and helps them develop as scholars. Babies are born with an involvement in people and a thrust to happen out about their universe. Detecting and measuring babes and immature kids is an of import footing in their acquisition and development. ‘Watching kids learn can open our eyes to the capacity of how they learn ‘ ( Pugh, 2001, p. 66 ) , and this shows us the importance of these first few old ages in a kid ‘s life. Over the decennary ‘s early instruction, policies and patterns have seen important alterations. We still use many of the earlier theories and methods through the Early Years Foundation Stage ( EYFS ) in our early instruction scenes today. The EYFS is portion of a 10 twelvemonth Childcare Strategy introduced in 2008, it relates to the Childcare Act 2006, and its purpose is to give immature kids the best start in life, it sets criterions to enable early twelvemonth ‘s suppliers to implement the rich and personalised experience many parents give their kids at place. It provides legal demands associating to larning, development, appraisals and public assistance. The EYFS rules which guide all practicians consists of four subjects ; a Unique Child, Positive Relationships, Enabling Environments, Learning And Development. It implies that all kids from birth to five will get the same accomplishments and cognition in readying for school while at the same clip recognizing that all kids are persons that require single acquisition schemes. The building of early instruction and attention of kids and immature people dates back many old ages, every bit early as the seventeenth century. Friedrich Froebel a major theoretician was born in 1782 in Thuringia what is now Germany and was good known for stating â€Å"play is a kid ‘s work† , he formulated the thought of kindergarten intending ‘children ‘s garden ‘ as a agency of educating immature kids. Play and the out-of-door environment were of import in Froebelian kindergartens. His attack emphasized that kids are able to develop their capacity for larning through drama, and that active acquisition is indispensable with counsel and appropriate way. He believed that preparation of workers within the early old ages was indispensable, and the importance of parents as spouses in the instruction of immature kids. The influence of Froebel‘s methods are good established in early old ages scenes to day of the month, his work was one of the theories that made the footing of early instruction. Many recent theoreticians based their work on these early findings, and state, he was in front of his clip as one of the EYFS subjects and committednesss, of today provinces active acquisition. Active larning it is implemented through the acquisition and development rule of the EYFS, it provides physical and mental engagement, decision-making and individualized acquisition, and it occurs when kids are acute to larn and are interested in happening things out for themselves. Play is a dynamic procedure that develops and alterations, it provides kids with chances for developing cognitive, societal, emotional and physical accomplishments. ‘Froebelian kindergartens were seen to be in-between category ; despite this his methods were adapted for usage with deprived kids and households ‘ within developing twentieth century baby’s room and infant schools. ( Pound, 2008, p. 16 ) . The first nursery school opened in Scotland in1816 by Robert Owen ( 1771-1858 ) , he was a factory proprietor who refused to use kids less than 10 old ages of age, he believed that instruction should be a common right for all kids, and that kids are inactive, contrived and by due readying and accurate attending can be formed into any human character. He managed their behavior through kindness, which in the19th century was unusual, kids every bit immature as 2 old ages attended his school. The gap of his nursery school influenced altering attitudes on kid labor, and set the footing of early instruction for immature kids. The start of the course of study method was one of Owens ‘s thoughts, his vision on education-inspired coevalss of militant ; he recognised the nexus between societal public assistance and early instruction this is an of import portion of pattern in modern twenty-four hours scenes. ‘His committednesss to instruction were extremist as were his thoughts on t he importance of equality, although his policies were a bold measure frontward, he was criticised as being rooted in his desire for net income. ( Pound, 2008, p. 13 ) ‘ ‘In the UK the development of early instruction was really slow compared to Europe, it was In 1870 that publically funded instruction became compulsory for kids age 5, the demand to understand these early childhood services is of import as they laid down the foundations of our instruction system ( Pugh, 2001, p. 8 ) ‘ During the 1960 ‘s the voluntary playgroup motion emerged. A missive sent to the Guardian by Belle Tutaev, a immature female parent of a four-year-old expressing concern to the deficiency of appropriate nursery proviso within our instruction system. For many old ages the chief agencies of early instruction was province primary schools, and this was aimed at kids over 5 old ages, after runing to the governments to no help she opened her ain playgroup, this progressed and by the 1970ss playgroups became a recognized signifier of pre-school proviso. Over the following 2 decennary ‘s the altering household forms and employment forms meant early old ages proviso were a much needed beginning, this saw the growing of private baby’s rooms. Merely after a reappraisal in 1988 on early childhood and instruction services, ( The Education Reform Act ) did the authorities realise at that place was a turning job. It found defects, in uncoordinated services, which varied between different parts of the state, compared to the remainder of Europe there were low degrees of public support. It had different services ran by a diverseness of different administrations, this meant a broad scope of clients used them, all with different purposes and intents. The instruction system needed the authorities to step in. A figure of national studies was to be published, one of them the Rumbold study published in 1990, expressed concerns about instruction and the deficiency of entree to Early Years services. It highlighted the demand for the devel opment of good quality proviso in the early old ages, and ‘believed it to be critical that all that work, or are involved with immature kids recognize the importance of their educational function and carry through it. She urged those who make proviso recognize the turning demand for and the enlargement of high quality services to run into kids and parents demands ( rumbold, 1990 ) . The study besides highlighted the manner in which immature kids learn are every bit of import as what they learn, and argued against the debut of formal acquisition. At the clip, this study was ignored but it is now used as a footing for best pattern in today ‘s Early Old ages scenes. ‘The constitution of the Early Childhood Education forum in 1993 meant conveying together all national bureaus working in the field, ‘ ( Pugh, 2001, p. 11 ) it clarified that an early twelvemonth ‘s policy is needed, and an enlargement in services, the forum gathered strength with over 45 national administrations by 1998. Its purposes were to defend kids ‘s rights and entitlements, back up the preparation development and instruction of early childhood practicians, and all those who work with kids and their households. The authorities took action and in 1995, funding for the instruction of 4 twelvemonth olds was introduced this was in the signifier of verifiers that could be redeemed in private, voluntary, or local authorization baby’s rooms, the verifiers were highly criticised at the clip and was abolished in 1997 when Labour Government was elected. The election of the Labour Government brought large alterations in the manner our whole Education System was run, particularly Early Education ; its cardinal issue is to eliminate child poorness, and supply more household friendly policies and kids ‘s Centres. The Certain Start enterprise, launched in 1999 under the National Childcare Strategy plays a major function in making this, by assisting households in local communities of demand with kids under 4years old. The authorities pledged 1.4 billion lbs over 6 old ages. This meant that parents had entree to a multi bureau of services within the Certain Start Children ‘s Centres. They are now a cardinal influence within our communities assisting kids, households and society, by larning and developing life accomplishments in the early old ages so that immature kids turn up to be happy, healthy and are able to accomplish their ends in life. The Centres are at the Heart of the Every Child Matters Change for Children 2004. The green paper Every Child Matters was published in 2003, in response to a study by Lord Laming in 2001, into the decease of Victoria Climbie. Victoria was a immature miss who was horrifically abused, tortured and killed by her great aunt, Marie-Therese Kouao and spouse Carl Manning ; they were the people who were supposed to be caring for her. Black weaknesss within a figure of systems meant on 12 occasions over 10 months the opportunities to salvage Victoria were missed. Evidence from this Inquiry demonstrated the dangers of staff from different bureaus non carry throughing their separate and typical duties. The decease of Victoria showed a cardinal demand for an incorporate service that would be portion of a political docket for many old ages, despite the Children Act 1989 commissariats, kid protection schemes and services stayed within the societal service system, and the degree of communicating and co-operation between these and other services in wellness and instruction were v ariable. The Every Child Matters docket is recognised by five results ; be healthy, stay safe, enjoy and achieve, do a positive part, and achieve economic well-being ; these results are a cosmopolitan aspiration for the authorities, and organize a strong footing for the EYFS course of study used in Early Education Settings to day of the month. The transportation of duty for kids under 8-years-old were made from the Department of Health, to the Department of Education and Skills and from 2001, an incorporate review service was introduced, conveying together all the services, enabling multi-agency working, which was an of import measure frontward. The Early Years Development and Childcare Partnership in local governments were besides introduced, assisting to increase degrees of proviso in Childcare. Working in partnership with the Local Education Authority, each authorization completed an audit, with a program to make the authorities ‘s marks for early instruction topographic points for all 3- and-4year-olds. This was made easier in the alteration of policy earlier, that allowed not maintained sectors to use for baby’s room grants, ‘children in private twenty-four hours baby’s rooms, pre-schools and some childminders could now entree their free half-day nursery proviso. In this manner the scheme sta rted to undertake the long-run split between Early Years instruction services and the child care services. ‘ ( Macelod- Brundenell, and Kay 2nd edition 2008 pg 352 ) . It has been without uncertainty that Early Education has come a long manner since Froebel in the seventeenth century, and the gap of Owen ‘s nursery school in 1816, but non many things have changed, it was apparent so that kids learn through drama and geographic expedition, and early acquisition is of import in the first five old ages. Possibly many coevalss of kids have missed out the opportunities given to immature kids of today. The EYFS has been an of import milepost for early instruction and immature kids, and is now the manner frontward in fixing a kid for school, but its existance is still in the primary phases, and many little nursery scenes may happen accommodating to these alterations and prolonging them quiet hard as the criterions and public assistance demands set are extremly high. Mentions ( Department of Children Schools and Families. ( 2008 ) . The statutory Framework for the Early old ages Foundation phase Every kid affairs change for kids. Puting the criterions for Learning Development and attention for childeren from birth to five. Macelod-Brudenell Iain and Kay Janet ( 2nd Edition 2008 ) . Advance Early Old ages And Education For Foundation grades and degree 4 A ; 5. Heinemann Oxford Pound, Linda. ( 2008 ) . How Children Learn From Montessori to Vygotsky. London: Step frontward publication. Pugh, Gillian ( 2001 ) . Contemporary Issues In The Early Old ages. Paul Chapman. London How to cite Child’s learning and development, Essay examples

Operations Management free essay sample

Some of the tools used to determine these constraints include networking and determining the critical path of a project, which is the sequence of activities that forms the longest chain in terms of time to complete. Not until these sequences have been determined can analysts and managers see the effect of various elements on an entire project as seen in the Campus Wedding cases. Network diagram: Case questions: Case A: 1. Given the activities and precedence relationships described in the (A) case, develop a network diagram for the wedding plans. SEE ABOVE) 2. Identify the paths. Which are critical? The main pathways have been identified in the diagram above. The critical pathways are as follows:  ·Start a choose pattern of dress a order and receive lace a sewing the dress a cleaning pressing a fitting a finish  ·Start a choosing invitation a printing by Bob a addressing a mailing a postal time a finish (In both the cases the time taken is 21 days, which is exactly the maximum ti me available for the wedding). ? Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ? Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course work. And in particular, look out for the references to MyOMLab in the text, and log on to www. myomlab. com* where you can ? check and reinforce your understanding of key concepts using self-assessment questions, audio summaries, animations video clips and more; ? practice your problem-solving with feedback, guided solutions and a limitless supply of questions! We want Operations Management to give you what you need: a comprehensive view of the subject, an ambition to put that into practice, and – of course – success in your studies. So, read on and good luck! Nigel Slack Stuart Chambers Robert Johnston * P. S. In order to log in to MyOMLab, you’ll need to register with the access code included with all new copies of the book. Further reading in Operations Management Take your study and interest in operations management further with these leading textbooks written by the same team of expert authors. OPERATIONS MANAGEMENT Sixth Edition Nigel Slack Stuart Chambers Robert Johnston Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www. pearsoned. co. uk First published under the Pitman Publishing imprint 1995 Second edition (Pitman Publishing) 1998 Third edition 2001 Fourth edition 2004 Fifth edition 2007 Sixth edition 2010  © Nigel Slack, Stuart Chambers, Christine Harland, Alan Harrison, Robert Johnston 1995, 1998  © Nigel Slack, Stuart Chambers, and Robert Johnston 2001, 2004, 2007, 2010 The rights of Nigel Slack, Stuart Chambers, and Robert Johnston to be identi? ed as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any af? liation with or endorsement of this book by such owners. ISBN: 978-0-273-73046-0 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Slack, Nigel. Operations management / Nigel Slack, Stuart Chambers, Robert Johnston. – 6th ed. p. cm. ISBN 978-0-273-73046-0 (pbk. ) 1. Production management. I. Chambers, Stuart. II. Johnston, Robert, 1953– III. Title. TS155. S562 2010 658. 5–dc22 10 14 9 8 7 6 5 4 3 2 1 13 12 11 10 Typeset in 10/12pt Minion by 35 Printed and bound by Rotolito Lombarda, Italy The publisher’s policy is to use paper manufactured from sustainable forests. Brief contents Guide to ‘operations in practice’, examples, short cases and case studies Making the most of this book and MyOMLab Preface Part Three PLANNING AND CONTROL xi xiv xviii To the Instructor xx To the Student xxi Ten steps to getting a better grade in operations management xxii About the authors xxiii Acknowledgements xxiv Part One INTRODUCTION 1 1 Operations management 32 3 Operations strategy 60 268 297 333 340 373 406 422 429 457 495 520 2 2 Operations performance 10 The nature of planning and control 11 Capacity planning and control Supplement to Chapter 11 – Analytical queuing models 12 Inventory planning and control 13 Supply chain planning and control 14 Enterprise resource planning (ERP) Supplement to Chapter 14 – Materials requirements planning (MRP) 15 Lean synchronization 16 Project planning and control 17 Quality management Supplement to Chapter 17 – Statistical process control (SPC) 267 Part Two DESIGN 4 Process design Part Four IMPROVEMENT 539 18 Operations improvement 540 19 Risk management 571 85 20 Organizing for improvement 601 86 Part Five CORPORATE SOCIAL RESPONSIBILITY 631 21 Operations and corporate social responsibility (CSR) 632 Notes on chapters Glossary Index 652 658 670 5 The design of products and services 112 6 Supply network design 138 Supplement to Chapter 6 – Forecasting 168 7 Layout and ? ow 177 8 Process technology 206 9 People, jobs and organization 233 Supplement to Chapter 9 – Work study 259 Contents Guide to ‘operations in practice’, examples, short cases and case studies Making the most of this book and MyOMLab Preface To the Instructor To the Student Ten steps to getting a better grade in operations management About the authors Acknowledgements xi xiv xviii xx xxi xxii xxiii xxiv Part One INTRODUCTION 1 Chapter 1 Operations management 2 Introduction What is operations management? Operations management is important in all types of organization The input–transformation–output process The process hierarchy Operations processes have different characteristics The activities of operations management Summary answers to key questions Case study: Design house partnerships at Concept Design Services Problems and applications Selected further reading Useful web sites 27 30 30 31 Chapter 2 Operations performance 32 Introduction Operations performance is vital for any organization The quality objective The speed objective The dependability objective The ? exibility objective The cost objective Trade-offs between performance objectives Summary answers to key questions Case study: Operations objectives at the Penang Mutiara Problems and applications Selected further reading Useful web sites 58 59 59 Chapter 3 Operations strategy 60 Introduction What is strategy and what is operations strategy? The ‘top-down’ and ‘bottom-up’ perspectives The market requirements and operations resources perspectives The process of operations strategy Summary answers to key questions Case study: Long Ridge Gliding Club Problems and applications Selected further reading Useful web sites 60 62 65 68 75 79 80 81 82 82 2 4 6 11 15 19 23 25 Part Two DESIGN 85 Chapter 4 Process design 86 Introduction What is process design? What effects should process design have? Process types – the volume–variety effect on process design Detailed process design Summary answers to key questions Case study: The Central Evaluation Unit Problems and applications Selected further reading Useful web sites 86 87 88 91 96 108 109 110 111 111 Chapter 5 The design of products and services 112 32 34 40 42 44 46 48 54 56 57 Introduction Why is good design so important? The bene? ts of interactive design Summary answers to key questions Case study: Chatsworth – the adventure playground decision Problems and applications Selected further reading Useful web sites 112 114 129 134 135 136 137 137 viii Contents Chapter 6 Supply network design 138 Introduction The supply network perspective Con? guring the supply network The location of capacity Long-term capacity management Summary answers to key questions Case study: Disneyland Resort Paris (abridged) Problems and applications Selected further reading Useful web sites 138 140 142 146 155 161 162 166 167 167 Supplement to Chapter 6 Forecasting 168 Introduction Forecasting – knowing the options In essence forecasting is simple Approaches to forecasting Selected further reading 168 168 169 170 176 Chapter 7 Layout and ? ow Introduction What is layout? The basic layout types What type of layout should an operation choose? Detailed design of the layout Summary answers to key questions Case study: Weldon Hand Tools Problems and applications Selected further reading Useful web sites 177 177 179 180 187 189 202 203 204 205 205 Chapter 8 Process technology 206 Introduction What is process technology? Understanding process technologies Evaluating process technologies Implementing process technologies Summary answers to key questions Case study: Rochem Ltd Problems and applications Selected further reading Useful web sites 206 208 209 221 227 229 230 232 232 232 Chapter 9 People, jobs and organization 233 Introduction People in operations Human resource strategy 233 235 236 Organization design Job design Summary answers to key questions Case study: Service Adhesives tries again Problems and applications Selected further reading Useful web sites 238 241 255 256 257 258 258 Supplement to Chapter 9 Work study 259 Introduction Method study in job design Work measurement in job design 259 259 262 Part Three PLANNING AND CONTROL 267 Chapter 10 The nature of planning and control 268 Introduction What is planning and control? Supply and demand affect planning and control Planning and control activities Summary answers to key questions Case study: Air traf? c control – a world-class juggling act Problems and applications Selected further reading Useful web sites 268 270 272 277 293 294 295 296 296 Chapter 11 Capacity planning and control 297 Introduction What is capacity management? Measuring demand and capacity The alternative capacity plans Choosing a capacity planning and control approach Capacity planning as a queuing problem Summary answers to key questions Case study: Holly Farm Problems and applications Selected further reading Useful web sites 297 299 301 309 317 322 327 328 331 332 332 Supplement to Chapter 11 Analytical queuing models 333 Introduction Notation Variability Incorporating Little’s law Types of queuing system 333 333 334 335 336 Contents Chapter 12 Inventory planning and control 340 Introduction What is inventory? Why is inventory necessary? Some disadvantages of holding inventory The volume decision – how much to order The timing decision – when to place an order Inventory analysis and control systems Summary answers to key questions Case study: Trans-European Plastics Problems and applications Selected further reading Useful web sites 340 342 342 345 346 357 362 368 369 371 371 372 Chapter 15 Lean synchronization Introduction What is lean synchronization? Eliminate waste Lean synchronization applied throughout the supply network Lean synchronization and other approaches Summary answers to key questions Case study: Boys and Boden (BB) Problems and applications Selected further reading Useful web sites Chapter 16 Project planning and control Chapter 13 Supply chain planning and control 373 Introduction What is supply chain management? The activities of supply chain management Types of relationships in supply chains Supply chain behaviour Supply chain improvement Summary answers to key questions Case study: Supplying fast fashion Problems and applications Selected further reading Useful web sites 373 375 377 386 391 394 400 401 404 405 405 Chapter 14 Enterprise resource planning (ERP) 406 Introduction What is ERP? How did ERP develop? Implementation of ERP systems Summary answers to key questions Case study: Psycho Sports Ltd Problems and applications Selected further reading Useful web sites 406 408 408 415 417 418 420 421 421 Supplement to Chapter 14 Materials requirements planning (MRP) 422 Introduction Master production schedule The bill of materials (BOM) Inventory records The MRP netting process MRP capacity checks Summary 422 422 424 425 425 428 428 429 429 431 435 447 449 452 453 455 456 456 457 Introduction 457 What is a project? 459 Successful project management 461 The project planning and control process 462 Network planning 475 Summary answers to key questions 487 Case study: United Photonics Malaysia Sdn Bhd 488 Problems and applications 493 Selected further reading 494 Useful web sites 494 Chapter 17 Quality management 495 Introduction What is quality and why is it so important? Diagnosing quality problems Conformance to speci? cation Total quality management (TQM) Summary answers to key questions Case study: Turnround at the Preston plant Problems and applications Selected further reading Useful web sites 495 497 501 502 508 515 516 518 519 519 Supplement to Chapter 17 Statistical process control (SPC) 520 Introduction Control charts Variation in process quality Control charts for attributes Control chart for variables Process control, learning and knowledge Acceptance sampling Sampling plans Summary Selected further reading Useful web sites 520 520 521 527 528 532 533 533 535 536 536 ix x Contents Part Four IMPROVEMENT Chapter 18 Operations improvement 539 540 Introduction Why improvement is so important Elements of improvement Approaches to improvement Improvement techniques Summary answers to key questions Case study: Geneva Construction and Risk Problems and applications Selected further reading Useful web sites 565 569 570 570 Chapter 19 Risk management 571 Introduction What is risk management? Assess the potential causes of and risks from failure Preventing failure occurring Mitigating the effects of failure Recovering from the effects of failure Summary answers to key questions Case study: The Chernobyl failure Problems and applications Selected further reading Useful web sites 540 542 542 549 558 564 571 573 573 586 592 593 596 597 599 600 600 Chapter 20 Organizing for improvement 601 Introduction Why the improvement effort needs organizing Linking improvements to strategy Information for improvement Improvement priorities – what to start on? Improvement culture Implementing improvement Summary answers to key questions Case study: Re-inventing Singapore’s libraries Problems and applications Selected further reading Useful web sites 601 603 603 606 612 617 620 624 626 628 628 629 Part Five CORPORATE SOCIAL RESPONSIBILITY 631 Chapter 21 Operations and corporate social responsibility (CSR) 632 Introduction What is corporate social responsibility? How does the wider view of corporate social responsibility in? uence operations management? How can operations managers analyse CSR issues? Summary answers to key questions Case study: CSR as it is presented Problems and applications Selected further reading Useful web sites 632 633 646 648 649 650 651 651 Notes on chapters Glossary Index 652 658 670 637 Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 1 Operations management p. p. p. p. p. p. p. 3 8 9 14 21 21 27 IKEA Acme Whistles Oxfam Pret A Manger Formule 1 Mwagusi Safari Lodge Concept Design Services Global UK Global Europe/USA Europe Tanzania UK Retail Manufacturing Charity Retail Hospitality Hospitality Design/manufacturing/ distribution Large Small Large Medium Large Small Medium Chapter 2 Operations performance p. p. p. p. 33 41 43 44 Dubai and UK UK General India Transport Agricultural Healthcare General service Large Small Medium Large p. p. p. p. 47 49 51 57 A tale of two terminals Lower Hurst Farm Accident recovery Dabbawalas hit 99. 9999% dependability BBC Aldi Hon Hai Precision Industry Mutiara Beach Resort, Penang Global Europe Taiwan/China Malaysia Media Retail Manufacturing Hospitality Large Large Large Medium Global/Europe Large Large Large Europe Manufacturing service/ transport Retail Retail/business services Military UK Sport Small Chapter 3 Operations strategy p. 61 p. 68 p. 74 p. 77 p. 80 Two operations strategies: Flextronics and Ryanair Giordano Amazon what exactly is your core competence? Sometimes any plan is better than no plan Long Ridge Gliding Club Asia Global Large Chapter 4 Process design p. p. p. p. 87 90 107 109 McDonalds Daimler-Chrysler, Smart car Heathrow The Central Evaluation Unit (European Union Directorate) USA France UK Belgium Quick service Auto manufacturing Transport Non-governmental organization Large Large Large Large Chapter 5 The design of products and services p. p. p. p. p. p. 113 116 120 122 125 135 Airbus A380 Dyson Square water melons Daniel Hersheson Art Attack! Chatsworth House Europe Global Japan UK UK UK Aerospace Design/manufacturing Retail/Agriculture Hairdressing Media Tourism Large Large Various Small Small Medium Chapter 6 Supply network design p. 139 Dell Global Large p. 145 Hon Hai, Quanta and Compal Taiwan p. 147 p. 149 p. 151 Tata Nano Tesco High-tech subcontracting India Thailand India/China p. 162 Disneyland Paris France Computer manufacturing Computer manufacturing Manufacturing Retail Research and development Entertainment Large Large Large Medium/large Large xii Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 7 Layout and ? ow p. p. p. p. Tesco Surgery Yamaha Cadbury Global UK Japan UK Large Medium Large Large 178 180 185 186 p. 203 Weldon Hand Tools UK Retail Healthcare Piano manufacturing Entertainment and manufacturing Manufacturing Chapter 8 Process technology p. p. p. p. p. p. p. p. Airlines Robots Yo! Sushi IBM Farming QB House SVT (Sveriges Television) Rochem Ltd All All UK USA Netherlands Asia Sweden UK Airlines Security Restaurants Disaster recovery Agriculture Hairdressing Media Food processing Large Various Medium Large Medium Medium Large Medium Chapter 9 People, jobs and organization p. 234 W. L. Gore and Associates Global Large p. p. p. p. 237 247 250 256 Google McDonalds Lloyds TSB Service Adhesives Global UK Europe Europe Manufacturing and research e-services Restaurants Banking Manufacturing Large Large Large Large Chapter 10 The nature of planning and control p. p. p. p. 269 273 281 286 UK Global All All Service and repair Airline Healthcare Food processing Medium Large Large Large p. 292 p. 294 BMW dealership Air France Accident and Emergency Chicken salad sandwich (Part 1) Robert Wiseman Dairies Air traf? c control UK All Milk distribution Air travel Large Medium Chapter 11 Capacity planning and control p. p. p. p. p. p. p. p. 298 304 309 310 315 317 326 328 Britvic Seasonal products and services British Airways London Eye Lettuce growing Seasonal products and services Greetings cards Madame Tussauds, Amsterdam Holly Farm Europe All UK Europe UK/Global All Netherlands UK Distribution Various Tourism Agriculture Food processing/media Design Tourism Agriculture/ entertainment Large Various Medium Large Large Large Medium Small Chapter 12 Inventory planning and control p. p. p. p. 341 348 356 369 UK National Blood Service Croft Port The Howard Smith Paper Group Trans-European Plastic UK Europe UK France Healthcare Beverages Distribution service Manufacturing Large Large Large Large Chapter 13 Supply chain planning and control p. 374 Siemens Europe Large p. 379 p. 384 Ford Motor Company Levi Straus Co Global Global p. p. p. p. TDG Northern Foods Seven-Eleven Japan HM, Benetton and Zara Europe Europe Japan Global Service and manufacturing Auto manufacturing Garment design/ retailing Logistics services Food services Retail Design/manufacturing/ distribution/retail 207 210 211 213 218 220 224 230 385 397 398 401 Large Large Large Large Large Large Large Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 14 Enterprise Resource Planning p. 407 p. 410 p. 411 Global Global All Aerospace IT services Food processing Large Large Small p. 414 p. 417 p. 418 Rolls Royce SAP Chicken salad sandwich (Part 2) SAP What a waste Psycho Sports Ltd Global US All IT services Waste management Manufacturing Large Large Small Chapter 15 Lean synchronization p. 430 p. 440 Toyota Motor Company Hospitals Global UK Auto manufacturing Healthcare Large Medium/large Chapter 16 Project planning and control p. p. p. p. 458 465 47 488 The Millau Bridge The National Trust Access HK United Photonics Malaysia Sdn Bhd France UK Hong Kong Malaysia Construction Heritage Charity Research and development Large Various Small Medium Chapter 17 Quality management p. p. p. p. p. p. p. 496 499 500 505 507 512 516 Four Seasons Hotel Tea and Sympathy Magic Moments Vitacress Surgical Statistics IBM Rendall Graphics Global/UK USA UK Europe US Canada Canada Hospitality Hospitality Photography services Agriculture Healthcare IT services Manufacturing Large Small Small Large Various Large Medium Chapter 18 Improvement p. p. p. p. 541 548 556 565 Heineken International (Part I) Erdington Xchanging Geneva Construction and Risk (GCR) Netherlands UK Europe Europe Brewery Beverage Process outsourcing Insurance Large Large Large Large Chapter 19 Risk management p. 572 p. 575 p. 577 Global USA Global Confectionary Airline Internet Large Large Various p. 592 p. 597 Cadburys Salmonella outbreak Not what you want to hear Viruses, threats and 30 years of spam Otis Elevators Chernobyl Global Ukraine Facilities services Power generation Large Large Chapter 20 Organizing for improvement p. p. p. p. 602 620 622 626 Taxing Quality Heineken International (Part II) Work-Out at GE Singapore Libraries Denmark Netherlands Global Singapore Public service Brewery Various ? Large Large ?Large ? Chapter 21 Corporate social responsibility (CSR) p. 635 p. 638 p. 642 Ecological footprints HP Recycling Program The Gap between perception, reality and intention CSR as it is presented All Global Global All Manufacturing Retail All Large Large Various Various Various p. 649 xiii Making the most of this book and MyOMLab Check your understanding Each chapter opens with a set of Key questions to identify major topics. Summary answers conclude the chapter. You can check your understanding of each chapter by taking the Sample tests of self-assessment questions on MyOMLab at www. myomlab. com. 56 Chapter 2 Part One Introduction Summary answers to key questions Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www. myomlab. com. Operations performance ? Why is operations performance important in any organization? Introduction Key questions ? Why is operations performance important in any organization? ? How does the operations function incorporate all stakeholders’ objectives? ? What does top management expect from the operations function? ? What are the performance objectives of operations and what are the internal and external bene? ts which derive from excelling in each of them? ? How do operations performance objectives trade off against each other? Operations are judged by the way they perform. There are many individuals and groups doing the judging and there are many different aspects of performance on which the assessment is being made. The people doing the judging are called ‘stakeholders’ and the aspects of performance they are using are called ‘performance objectives’. And if we want to understand the strategic contribution of the operations function, it is important to understand how we can measure its performance. So this chapter starts by illustrating how operations performance can impact on the success of the whole organization. Second, we look at various perspectives on, and aspects of performance. Finally, we examine how performance objectives trade off against each other. On our general model of operations management the topics covered in this chapter are represented by the area marked on Figure 2. 1.  ¦ Operations management can either ‘make or break’ any business. It is large and, in most businesses, represents the bulk of its assets, but also because the operations function gives the ability to compete by providing the ability to respond to customers and by developing the capabilities that will keep it ahead of its competitors in the future. ? How does the operations function incorporate all stakeholders objectives?  ¦ At a strategic level, performance objectives relate to the interests of the operation’s stakeholders. They relate to the company’s responsibility to customers, suppliers, shareholders, employees, and society in general. ? What does top management expect from the operations function?  ¦ Operations can contribute to the organization as a whole by: – reducing the costs – achieving customer satisfaction – reducing the risk of operational failure – reducing the amount of investment – providing the basis for future innovation. ? What are the performance objectives of operations and what are the internal and external bene? ts which derive from excelling in each of them?  ¦ By ‘doing things right’, operations seek to in? uence the quality of the company’s goods and services. Externally, quality is an important aspect of customer satisfaction or dissatisfaction. Internally, quality operations both reduce costs and increase dependability.  ¦ By ‘doing things fast’, operations seek to in? uence the speed with which goods and services are delivered. Externally, speed is an important aspect of customer service. Internally, speed both reduces inventories by decreasing internal throughput time and reduces risks by delaying the commitment of resources.  ¦ By ‘doing things on time’, operations seek to in? uence the dependability of the delivery of goods and services. Externally, dependability is an important aspect of customer service. Internally, dependability within operations increases operational reliability, thus saving the time and money that would otherwise be taken up in solving reliability problems and also giving stability to the operation.  ¦ By ‘changing what they do’, operations seek to in? uence the ? exibility with which the company produces goods and services. Externally, ? exibility can: – produce new products and services (product/service ? exibility); – produce a wide range or mix of products and services (mix ? exibility); – produce different quantities or volumes of products and services (volume ?exibility); – produce products and services at different times (delivery ? exibility). Figure 2. 1 This chapter examines operations performance Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www. myomlab. com. Making the most of this book and MyOMLab Practice makes perfect Worked examples show how quantitative and qualitative techniques can be used in operations management. Problems and applications at the end of the chapter allow you to apply these techniques, and you can get more practice as well as guided solutions from the Study plan on MyOMLab at www. myomlab. com. 306 Part Three Planning and control Effective capacity Utilization Ef? ciency Chapter 11 Capacity planning and control run continuously at its maximum rate. Different products will have different coating requirements, so the line will need to be stopped while it is changed over. Maintenance will need to be performed on the line, which will take out further productive time. Technical scheduling dif? culties might mean further lost time. Not all of these losses are the operations manager’s fault; they have occurred because of the market and technical demands on the operation. The actual capacity which remains, after such losses are accounted for, is called the effective capacity of operation. These causes of reduction in capacity will not be the only losses in the operation. Such factors as quality problems, machine breakdowns, absenteeism and other avoidable problems will all take their toll. This means that the actual output of the line will be even lower than the effective capacity. The ratio of the output actually achieved by an operation to its design capacity, and the ratio of output to effective capacity are called, respectively, the utilization and the ef? ciency of the plant: Utilization = Ef? ciency = Problems and applications These problems and applications will help to improve your analysis of operations. You can ? nd more practice problems as well as worked examples and guided solutions on MyOMLab at www. myomlab. com. 1 actual output design capacity actual output effective capacity 2 Worked example Suppose the photographic paper manufacturer has a coating line with a design capacity of 200 square metres per minute, and the line is operated on a 24-hour day, 7 days per week (168 hours per week) basis. Design capacity is 200 ? 60 ? 24 ? 7 = 2. 016 million square metres per week. The records for a week’s production show the following lost production time: 1 2 3 4 5 6 7 8 9 10 Product changeovers (set-ups) Regular preventative maintenance No work scheduled Quality sampling checks Shift change times Maintenance breakdown Quality failure investigation Coating material stockouts Labour shortages Waiting for paper rolls 20 hrs 16 hrs 8 hrs 8 hrs 7 hrs 18 hrs 20 hrs 8 hrs 6 hrs 6 hrs 3 4 Design capacity = 168 hours per week Effective capacity = 168 ? 59 = 109 hrs Actual output = 168 ? 59 ? 58 = 51 hrs Utilization = actual output 51 hrs = = 0. 304(30%) design capacity 168 hrs Ef? ciency = actual output 51

Conflicts and Their Effects on Group Performance

Table of Contents Introduction Conflicts Factors through Which Conflict Affects a Group Group Characters that influence effects of conflict Conflict Effectiveness Conclusion References Introduction The production process has improved nowadays becoming complex day by day hence requiring people to change the method of production as the technology changes. On the same note, due to division of labor that has become the order of the day; many people have chosen to specialize in certain areas only in order to advance their productivity.Advertising We will write a custom research paper sample on Conflicts and Their Effects on Group Performance specifically for you for only $16.05 $11/page Learn More This has led to the need of people to work together so that each can perform the task he or she is well qualified in hence enhancing productivity and quality. As group working becomes more important so are the issues that affect the groups. Difference in opinion s and the fact that people are socialized differently, gives rise to disagreements in any group thus affecting its performance either positively or negatively. Conflicts are evident in every group and their effects to the performance and continuity of the group varies due to different factors. Conflicts These are disagreements over various issues affecting the group which can vary from personal behavior and interaction to professional and process accomplishment. Conflicts can be divided into three broad groups that are seemingly distinct from each other and each of which can be addressed separately (Thompson 2008). These are task conflict, process conflict and relationship conflict. Task conflict can be defined as the disagreement among the group members on how to accomplish a given task given the different ways that are available (Draft 2011). Task conflict is majorly unavoidable since people have different views on how to perform any given duty and many people have the tendency of trusting their view more than that of others. Disagreements on how the current promotion criterion is implemented or on the data base security system are examples of task conflicts (West 2012). On the other hand, relationship conflict is disagreements on personal factors which are not related to the tasks being performed such as; personal clothing, family issues and social political opinions among others. It is quite difficult to understand the complexity of human diversity which brings about difference in views and opinions, hence a group can perform well if it develops a common culture that relies on shared norms and values thus eliminating the possibility of opinion conflict (Draft 2011). Relationship conflicts tend to touch on the self esteem of a person and adversely affect how the members of the group will relate with each other. It also to some extent touches on the willingness of a member being ready to interact with others in the group.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Process conflict has been defined as the disagreement among the group members as regards to the execution of a given task, and the most qualified person to perform a certain duty. It highly touches on matters of logistics and division of labor among the participants (Passos 2005). In most cases it has been discovered that process conflict has quite different effects on group performance as compared to task and relationship conflict. Factors through Which Conflict Affects a Group It has been noted that conflict affect certain issues that directly influence the outcomes of the group and that it does not in itself directly affect the group. Such issues as the amount of trust that group members have both on the group as a whole and on individual group members highly determine the productivity of the group (West 2012). In conjunction with that, the bond that puts together in dividual members in the group is of importance, as it determines the likelihood that the members can enjoy working together hence, influencing group outcomes. The cohesiveness of the group if threatened by the conflicts will therefore negatively affect the outcomes of the group besides hindering the processing of any input. On the same note, loss of trust, in either a member of the group or the group in general, due to given conflicts will also impact negatively on the group productivity (Sosik Jung 2002). When there is argument as to why one should be given a certain duty and not any other, trust among the group members is affected thus, reducing the morale of working together therefore reducing the output of the whole group. Additionally, group members need to feel that their contribution is valued in the group’s proceedings for them to confidently give their opinions. When one’s contributions are openly challenged each time, the person feels that either him or her as a person or the contributions are not respected and therefore becomes unwilling to work with others. This has negative impacts on the group as it reduces productivity while at the same time it jeopardizes the group’s continuity (Child 2006). Besides, all forms of conflicts have varied effects on the cohesiveness of the group which in turn affects performance given that the productivity directly depends on the ability of people to work as a group. Therefore, conflict through affecting the confidence that people have with their surrounding, the feeling that group members have as regards to the respect they have from other group members and strengthening or weakening the group bond, is able to influence both group viability and performance (Shaw, Zhu, Duffy, Shih Susanto 2011).Advertising We will write a custom research paper sample on Conflicts and Their Effects on Group Performance specifically for you for only $16.05 $11/page Learn More Group Characters that influence effects of conflict Certain characters among the group members influence the way conflict affects the group. The way the group perceives and receives a conflict coupled with how the group members think the conflict will affect them individually plays a greater role in determining the effects conflict will have to the group (Brody 2005). Anger and frustration are common emotional reactions that accompany any form of conflict and these emotions tend to impact negatively on the group performance. Strong and negative emotional attachment to conflicts will reduce trust, respect and weaken the bonds that hold the group together thus reducing the group’s productivity. On the other hand, members who have had a heated debate, especially over personal issues, where emotions were high and negative would not be able to give any task the concentration it requires for its optimum execution thus they produce below their ability and expectations (Shaw et al. 2011). It is important to note that, negative emotions tend to mostly affect the outcomes of the group, if the conflict in question is relationship conflict. On the contrary, as far as task and process conflicts are concerned, negative emotions does not in any way influence the performance of the group. The way various conflict issues are addressed also influences the effects of conflicts on group performance (Thompson 2008). If members felt that they would openly discuss their opinions with others, then the effects of task conflict on cohesion, trust and respect among the group members is positive hence the performance of the group is enhanced. But as relationship conflict is concerned, the norms of discussing openly the issue of the conflict have adverse negative effects on self esteem and thus, reduces the viability and productivity of the members. On the other hand, encouragement of open discussions as regards to process conflict will encourage people to feel free to seek for guidance where they are not sure of which action to take and therefore, increase the productivity of the group (Passos 2005). It is therefore advantageous if the group encourages open discussion on matters that are directly related to the task to be completed and the logistics of completion, while discouraging the same on personal issues which are not task related (Brody 2005).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The probability that the group members perceives in the opportunity to resolve the conflict will also to larger extent influence how the conflict will impact on the group’s output. If a certain member who has a relationship conflict with another in the group has no hopes that the conflict can be resolved, there is no possibility that the two can ever be at ease when working together and this will negatively impact on the group’s continuity. Process conflict and task conflict are also highly affected by the possibility of conflict resolution among the individual group members. When group members have the belief that it is possible to solve any issues that may arise from a conflict, they stop thinking that conflicts are only detrimental to the group and thus, their personality is boosted which triggers positive effects on trust as well as group bonding therefore, improving group output. On the same note, high possibility of conflict resolution enhances cooperation among the group and reduces competition which would lead to every person wanting to outdo the other in their actions thus, disregarding some contributions which would be helpful (John, Greer, Levine Szulanski 2008). Though some researchers have argued that the importance attached to a certain conflict by group members influences the effects of the conflict to the group, this has been refuted by many recent researchers who have noted that it is not necessarily the case. In recent researches, it has been depicted that the interpretation of the level of importance is what matters (Child 2006). Conflict Effectiveness Relationship conflict tends to have negative effects on the group performance though mostly, people try to avoid directly working together with those they share different views with or they avoid bringing personal issue to work place hence, effects of relationship conflict are not very pronounced. On the other hand, task conflict is moderated by open discussions which tend to re store trust and respect of the group members. Furthermore, task conflict and process conflict can be avoided by developing, as part of the group culture, the opinion that it is actually possible to solve any conflict that may arise (John et al. 2008). It should however be noted that to some extent some level of task conflict is advantageous as it has led to innovation. Additionally, all these types of conflicts are correlated to a larger extent and therefore, the possibility of one conflict leading to another one is very high. It is important to note that, open discussions are partly advantageous and partly detrimental as far as process conflict is concerned and should therefore be handled with care. Conclusion Group working is inevitable and therefore group conflicts will always be an issue that should be addressed diligently for the sake of performance. Though research on the effects of conflicts to group performance and how the negative effects can be mitigated, more still needs to be done as these researches present several limitations. The interrelationship of the conflicts together with the effects of different group characteristics, still need to be explored more. Furthermore, given that sometimes the conflicts present both positive and negative effects, it is paramount that it is known what type of conflict to encourage to what extent and the method of achieving this. References Brody, R. (2005). Effectively Managing Human Service in Organizations. Thousand Oaks: Sage Publishers. Child, D. (2006). The Essentials of Factor Analysis. New York: Continuum International Publishing. Draft, L. R. (2011). Management. Stanford: Cengage Learning. Passos, A. M. (2005). Exploring the Effects of Intragroup Conflict and Past Performance Feedback on Team Effectiveness. Journal of Managerial Psychology, 20, 231-244. Shaw, D. J., Zhu, J., Duffy, K. M., Shih, H. Susanto, E. (2011). A Contingency Model of Conflict and Team Effectiveness. Journal of Applied Psychology, 9 6 (2), 391-400. Sosik, J. J. Jung, D. I. (2002). Work-Group Characteristics and Performance in Collectivistic And Individualistic Cultures. The Journal of Social Psychology 142 (1), 5-23. Thompson, L. L. (2008).Making The Team Work: A Guide for Managers. Upper Saddle River: Prentice hall. West, A. M. (2012). Effective Teamwork: Practical Lessons from Organizational Research. Hoboken: John Willey sons. John, A. K., Greer, L., Levine, S., Szulanski, G. (2008). The Effects of Conflict Types, Dimensions and Emergent States on Group Outcomes. Springer Science Business Media B.V 2008, 465-495. This research paper on Conflicts and Their Effects on Group Performance was written and submitted by user Jaydin J. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

About Me Essay

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Conservation Of Forest Resources In North India Environmental Sciences Essay

Conservation Of Forest Resources In North India Environmental Sciences Essay Forests are natural umbrellas for ground surface because they protect the ground surface from erosion by falling raindrops and control radiation balance of the earth and the atmosphere by consuming increased amount of carbon dioxide released from ever increasing human volcanoes (chimneys of the factories) and thus prevent the earth from becoming too hot. Removal of forest cover exposes the ground surface to the atmospheric processes. Forest is a living resource. A large number of people of the hills and plains depend on forest resources especially in the North-Eastern Region of India. It is a renewable resource if properly managed. Deforestation can take place in no time but generation of forest takes a long time to develop into a self contained viable ecosystem.Today, there is a great awareness of the problems of forests in our country as well as in North East India. 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The region is rich in orchids, ferns, oaks bamboos, rhododendrons; magnolias etc.With the shrinkage of green cover everywhere, the region is also experiencing an impact on its ecological system. The major threats to the rich biodiversity of the region are expansion of agricultural activities, over-exploitation of forests for firewood, shifting cultivation, extensive timbering, grazing, urbanization, man-made forest fires, introduction of exoticplants, ill-managed road construction, mining, etc. which lead to habitat loss and habitat fragmentation that ultimately results in biodiversity loss. Natural calamities such as landslides, floods and forest fires also result in biodiversity loss to some extent. The region is known for its age old institutional mechanisms on cultural and social values for biodiversity conservation, namely sacred groves or forests in Meghalaya, Manipur and Nagaland; sacred landscapes in Sikkim and sacred hilltops in Arunachal Pradesh.Conserved as the abode of lo cal dieties, these ecosystems represent remnants of ancient forests, but these practices are rapidly vanishing due to modern education and conversion of religion, which have led to the giving up of traditional and ethnic beliefs. India has strengthened its hold on biodiversity conservation by implementing the Indian Forest Act, 1927; the Wildlife (Protection) Act, 1972; the Forest (Conservation)Act, 1980; the Environment(Protection) Act, 1986; the Biodiversity Act, 2002; the Biodiversity Rule, 2004,etc. The northeastern part of India, known for its diverse and most extensive lush forest cover, is sadly one of the major regions facing severe deforestation. Forests of this region are unique structurally and species composition. It is a meeting region of temperate east Himalayan flora, palaeo-arctic flora of Tibetan highland and wet evergreen flora of south-east Asia and Yunnan forming bowl of biodiversity. One of the states of this region viz., Arunachal Pradesh occupies a significant place as a crucible for the evolution of flora in north-east India and for speciation. The Brahmaputra valley sandwiched between Eastern Himalaya in the north, Garo/Khasi/Jaintia and Mikir/Cachar/Barail hills ranges in the south; is a meeting ground of the temperate east Himalayan flora and the wet evergreen and wet deciduous floristic elements. The Khasi-Jaintia hills function as a corridor of the south-east Asia floristic elements into the Indian subcontinent through the Arakan arc. The altitudinal var iation and rainfall patterns of southwest and northeast monsoon play a significant role in the development of ecological niches in this region of India.   The forest cover of north-east India has been assessed by the government at 1, 64,043 sq. km of the total geographical area of 2,55,083 sq.km. In the states of north-east India the heaviest demand on forest is for fuel wood and agricultural lands. The precise of deforestation cannot be accurately assessed due to the remoteness of many areas from which forest is removed and the lack of written records for deforestation. The forest area of the states like Assam, Meghalaya, Manipur and Mizoram has been reducing at an alarming rate. It is to be noted that the forest areas of the plains of the north-east India are considerably below national norm. In fact during the last few decades, there has become a rapid degeneration of forest resources in the region which threatened the economy and ecology of north-east India requiring the intervention of the supreme court of India. According to an official estimate based on satellite images (survey report of FSI), northeastern region has 1, 63,799 sq.km of forest, which is about 25% of the total forest cover in the country (Anon., 2000) The management of the forest has suffered in the recent past due to pressure on land, decreasing cycle of shifting cultivation, exploitation of forest for timber and lack of scientific management strategy. The age-old practice of shifting cultivation has been a single factor responsible for the forest and land degradation, thereby changing the landscape extensively. About 0.45 million families in northeastern region annually cultivate 10,000 sq.km forests whereas total area affected by jhumming is believed to be 44,000 sq.km (Singh, 1990). Degraded secondary forests, bamboo thickets and weeds or simply barren land dominate todays jhumscapes (Toky and Ramakrishnan, 1981; Roy and Joshi, 2002) Further, the problem has been getting worse through the indiscriminate felling of trees to satisfy the ever-growing hunger of industries surviving on forest products such as paper and pulp, plywood, match stick, etc. There is an urgent need of policy measures to undo the massive losses to the green cover of this region. Unlike other regions of the country administrative control regimes of forest cover in Northeast is different. A large part of the forests in this area fall under the category of open forests with a crown density of 10-40% and only few areas qualify as dense forests i.e. of crown density of 40% or higher. According to 1995 estimates, these states including Arunachal Pradesh, Assam, Meghalaya, Manipur, Mizoram, Nagaland and Sikkim accounted for a loss of 791 sq. km forest area in two years viz. from 1993 to 1995 (FSI, 1996). Administrative classification of the forest cover in Northeast India State Total Reserved Protected Unclassified Total Shifting Cultivation (1987-97) Tripura 0.63 0.36 0.05 0.22 0.63 0.06 Sikkim 0.26 0.22 0.03 0.01 0.26 * Nagaland 0.86 0.01 0.05 0.80 0.86 0.39 Mizoram 1.59 0.71 0.36 0.52 1.59 0.38 Meghalaya 0.95 0.10 0.01 0.85 0.96 0.18 Manipur 1.50 0.14 0.40 0.96 1.50 0.36 Assam 3.07 1.81 0.40 0.86 3.07 0.13 Arunachal Pradesh 5.15 1.53 3.61 0.01 5.15 0.23 Total 14.01 4.88 4.91 4.23 14.02 1.73 Land Use/Land Cover in Northeast India. (Source: Anon., 2002a) Land cover (Vegetation Type) States Area (km2) Area (%) Tropical Evergreen Forest Nagaland, Arunachal Pradesh, Assam, Mizoram, Tripura 5246.202 2.001 Hollong Forest (Dipterocarpus) Arunachal Pradesh, Assam 980.87 0.374 Tropical Semi-Evergreen Forest Manipur, Nagaland, Arunachal Pradesh, Assam, Meghalaya, Mizoram 15363.42 5.86 Moist Deciduous Forest Manipur, Nagaland, Arunachal Pradesh, Assam, Meghalaya, Tripura 19727.24 7.524 Riverain Arunachal Pradesh 209.36 0.08 Hollock (Terminalia sp.) Arunachal Pradesh 108.87 0.042 Sal (Shorea robusta) forest Sikkim, Assam, Meghalaya, Tripura 526.61 0.201 Teak (Tectona grandis) Plantation Assam 15.71 0.006 Dry Deciduous Forest Manipur 79.00 0.03 Subtropical Evergreen I Arunachal Pradesh, Meghalaya 20866.83 7.959 Subtropical Evergreen II Arunachal Pradesh 3559.08 1.358 Sub-Tropical Broad leaved Forest Mizoram 509.95 0.195 Broad-leaved Hill Forest Sikkim 1876.18 0.716 Mixed Pine Meghalaya 1020.07 0.389 Pine Forest Manipur, Nagaland, Arunachal Pradesh, Assam, Meghalaya 1647.27 0.628 Temperate Broadleaved Arunachal Pradesh 20785.02 7.928 Mixed Temperate Forest Nagaland 509.95 0.195 Wet Temperate Forest Mizoram 448.16 0.171 Temperate Coniferous Forest Arunachal Pradesh 3190.60 1.217 Fir Forest Arunachal Pradesh 159.11 0.061 Sub-alpine and Rhododendron Sikkim, Arunachal Pradesh, 276.35 0.105 Total 97104.60 37.04 Land Cover States Area % Associated vegetation type Abandoned Jhum Manipur, Nagaland, Arunachal Pradesh, Assam, Meghalaya, Mizoram, Tripura. 20065.36 7.653 Open Bamboo Brakes Nagaland, Arunachal Pradesh, Meghalaya, Mizoram, Tripura 9501.57 3.624 Degraded Forest Arunachal Pradesh, Assam, Meghalaya, Mizoram, Tripura 15189.12 5.793 Subalpine and alpine Scrub Arunachal Pradesh, Sikkim 2654.88 1.013 Alpine Pastures Arunachal Pradesh, Sikkim 4697.66 1.792 Other Grasslands Assam, Meghalya 1971.18 0.752 Shrub/Scrub Assam 581.14 0.222 Total 151765.51 57.89 Orchards (including tea gardens) Arunachal Pradesh and Assam 6896.67 2.631 Non-forest/Current shifting cultivation/Fallow/Barren/ Alpine Barren/Agriculture/ Settlement/Others Arunachal Pradesh, Assam, Mizoram, Tripura,Nagaland, Sikkim, Manipur, MeghalyaArunachal Pradesh, Sikkim, Manipur 83032.75 31.67 Cloud/Snow/Shadow 16164.00 6.165 Water Body Arunachal Pradesh, Assam, Mizoram,Tripura,Nagaland, Sikkim, Manipur, Meghalya 4320.07 1.648 Total 262179.00 100 Statewise area under forest(sq. km.) in 2001:, Sl no State Geographical area Total forest Dense forest Open forest Percentage of forest area to geographical area 1 Arunachal Pradesh 83,743 68,045 53,932 14,113 81.25 2 Assam 78,438 27,714 15,830 11,884 35.33 3 Manipur 22,327 16,926 5,710 11,216 75.81 4 Meghalaya 22,429 15,584 5,681 9,903 69.48 5 Mizoram 21,081 17,494 8,936 8,558 82.98 6 Nagaland 16,579 13,345 5,393 7,952 80.49 7 Tripura 10,486 7,065 3,463 3,602 67.38 Source: state of forest report 2001. Quoted in statistical abstract, India, 2002, Forest cover in northeast India A review of the forest cover statistics of northeast India reveals some unexpected and contradictory trends. Data from the Forest Survey show an increase in forest cover of 3,398 square kilometers, an annual rate of 0.5 percent, for northeast India between 1987 and 1991, and a steady reduction in forest cover of 2,443 square kilometers, an annual rate of 0.15 percent, during the 1991-2001 periods. This increase between 1987 and 1991 seems to contradict the general perception of steady forest loss during the last decades (Barik and others 2005; Roy and Joshi 2002). North East India: Changes in Forest Cover 1987-2001 Annual rate of loss of forest cover due to shifting cultivation in north-east India: State Area affected by shifting cultivation in sq. km per year Population dependent on shifting cultivation(000) Arunachal Pradesh 703 270 Assam 700 403 Manipur 500 300 Meghalaya 760 350 Mizoram 600 260 Nagaland 730 400 Tripura 170 100 Source: report of the forest survey of India,2001 Percentage Annual Change in Forest Cover in North East India 1987-2001 :Ministry of Environment and Forest State-level data provide a clearer indication of the regional trends. The data reveal, for the period 1987-1989, a near 4 percent and over 5 percent increase in forest cover in Arunachal Pradesh and Sikkim respectively. This seems implausible since natural regeneration processes are typically considerably slower. Equally improbable is the annual growth rate for Tripura, which is recorded at almost 11 percent between 1999 and 2001.The reasons for this sudden expansion in forest cover are unclear, though it is suggested that the data reflect changes in methodology and scale. For instance the 2001 data include all lands with a tree canopy density of more than 10 percent, irrespective of land use. Thus tea plantations, agro- forestry plantations, and fruit orchards are all defined as forests. In addition, a number of districts previously ignored have been included in the assessments, which probably leads to some increases. Hence the Ministry of Environment and Forests cautions against temporal comparisons as technique and scale of interpretation were both different (Ministry of Environment and Forests 2001). Open and Dense Forest Developments in North East India 1997, 1999 and 2001 THE MAJOR CAUSES OF DEFORESTATION: Conversion of forest land in agricultural land: Due to the increasing population and subsequent food pressure over limited agricultural land, forest land is been brought under cultivation so that agricultural production may be substantially increased and food may be provided to hungry human population. Shifting or jhuming cultivation: Shifting cultivation is a major cause of forest lost in north-east India. The loss of forest cover due to shifting cultivation is increasing every year Overgrazing of forest of moderate cover by animals has resulted into large scale degradation of natural vegetation if not the complete destruction of forest. The deforested areas has been worst affected by grazing animals because no fresh regeneration of plant has been allowed by large herds of grazing animals. Forest fires: Forest fire whether natural or man made is effective destroyers of forest covers. Atmospheric lightning is the major source of natural forest fires besides man causes forest fire through his intentional/advertent and unintentional actions. Besides destroying vegetations, forest fires harden the ground surface which decreases the porosity of the soils and consequently there is a little infiltration of rain water. Lumbering: Lumbering for domestic and commercial purposes is the real cause of large scale destruction of forest cover. Ever increasing demand of timber for various purposes due to industrial expansion, urban growth and rapidly increasing human population has done great damage to natural forest covers. Multipurpose river projects: Multipurpose river projects require larger areas to be submerged for the storage of huge volume of water in the reservoirs constructed behind the dams. Thus, submergence of forested riverine areas completely destroys the natural forest. Steps taken by the government: The national forest policy of India, 1998, is now in force. Its formulation has been timely and certainly a marked improvement over the policy of 1952, which emphasized on increasing the area under forest cover to 33% or 1/3rd of the country total geographical area and 60% in the hills of north-east India. Forest development agency (FDA) is a central agency which provides financial help to the state government for the planting of trees and conservation of forest area. The government of Assam has of late formulated a forest policy, developing a common approach to manage both environment and biodiversity. The new policy, 2004, which is first of its kind, seems to be a comprehensive thoughtful one fuel, because the policy has considered almost all the major environment concern like flora and fauna, wildlife, soil fertility etc. the policy provides a comprehensive strategy for environmental conservation and improved support system for livelihood for the people living in the fringe areas of forests and thereby seeks to overcome the two major environmental problems- degradation of biodiversity and forest cover. CONSERVATION STRATEGY of FOREST RESOURCES IN NORTH EAST: Management of Biosphere Reserves, National Parks, Sanctuaries etc. in the region. Regulation of Sacred Groves. Introduction of more programs on Afforestation. Possible Replacement of areas under Shifting Cultivation by alternative economic activities. Ecosystem based forest management has to be adopted to maintain ecological balance. Reforestation in the deforested areas must be regulated to restore the ecological balance. Plantation of trees and vegetation should be made a compulsory feature in educational institutes, Youth clubs and in communities. Areas of water-shed should also be managed through afforestation programs. Alternative Livelihood must be provided for forest dwellers. Over-exploitation, habitat loss and fragmentation are the three major factors that threaten the biodiversity of this region. Forest is the vital components to sustain the life support system on the earth.Forests are playing an important role in the socio-economic development of a country or region. The role of forest in ecological balance, Last but not the least, serious efforts will have to be made to protect and conserve forest both at government as well as public level. Due attention should be given to forest management. Some of the useful steps for the conservation of forest are as follows: A proper ratio between forest cutting and plantation of trees should be maintained. Actual growth of trees is supervised. Strict prohibition of the cutting of trees for fuel is imposed. Protection from forest fire. Development of Natural Park and sanctuaries. Social forestry is developed. Forest survey, be conducted and classification be done accordingly. Plantation of trees according to local ecological condition. Long term master plan for forest conservation and development is prepared. CONCLUSION: Environmental stability, bio-diversity conservation, food security and sustainable development has been widely recognized at many aspects of conservation strategies. The key role of the forest has been recognized in their ecological, cultural, commercial and aesthetic aspects, yet rapid shrinkage of forest cover is threatening to tilt the ecological balance in the North Eastern Region. A sizeable disappearance of forest cover is causing serious damage to forest ecosystem of the region. The fast dwindling of forest cover is attributed to rampant encroachment and unchecked habitat expansion in the forest land. Encroachment is more aggressive in forest areas located along the inter-state boundary with Nagaland, Arunachal Pradesh, Assam and Meghalaya. For the Northeast the CDM funding potential can be maximized if the definition allows for high crown density and height. Appropriate areas can be readily identified through comparative assessments of forest cover changes using the widely av ailable aerial maps of the region. However, in the absence of an agreed definition it is impossible to quantify the financial opportunities that could emerge from the CDM. Further assessments must await government decisions Man has always had an integral association with nature, and thereby with forest. He has gradually changed the aspect of natural ecosystem into man-made ecosystem. Thus it can be said that man has the power too to control the further degradation of our natural environment if he desires to do the needful action and it would be possible only through the participation of man in respect of the preservation and conservation of various natural resources where, forest resource is one of the vital one. Hence it is worth mentioning that conservation of forest resources in North East India is need of the hour.