Butler, Tennessee :: Observation Essays, Descriptive Essays

The town of pantryman is not a very well known place, but I would not trade anything in the world for it. In this quaint little town one will find a wide variety of year round activities and traditional festivals. I have traveled to many another(prenominal) places in our nation and to other nations, but I have yet to find a place that is as dear to me as my hometown. nearly of the inhabitants of pantryman will tell you the same thing, whether they have traveled or not. Butler has such a picturesque landscape that it is often the subject of many photographers. The chronicle of this town is also one of the qualities that make it such a fantastic and unique place. The friendly people, various activities, such as water sports hiking, and the wonderful landscape in the town of Butler, TN, make it one of the premier vacation spots and home sites in the nation. Butler is located on the very northeasterly tip of Tennessee. Approximately 40 miles from the ETSU campus on Highway 67, one will first cross the Butler Bridge overlooking Watauga Lake. Then about a mile later the road begins to descend into the little town of Butler. Most of my family has lived in Butler each of their lives, so they know first hand the history of Butler. This towns history is very unususal Watauga Lake now covers the previous location of Butler. The TVA project moved this town from what used to be a flood-prone area to a higher elevation. Butler has its own museum devoted to this move. It contains old artifacts, pictures old Butler before and after the lake was drained, and many handmade quilts dating back to the 19th Century. The Butler Museum is located at Babe Curtis Park at the end of McQueen Street in Butler. Entire books have been written on the subject of old Butler such as Lost Heritage by Russ Calhoun Sr.Beautiful mountains with small creeks, a pristine lake, and rolling grassy valleys make the landscape of this stunning place. Regardless of the time of year one will always fi nd breathtaking landscape in the town of Butler, except for the mid winter when all of the leaves are off the trees and they look like skeletons, which can be very depressing. The natives of Butler are people who love their land and tend to stick with traditions.

John Steinbecks Of Mice and Men :: Essays Papers

Of Mice and Men - Critical Evaluation Of Mice and Men is a book, which deals with the issues of loneliness, dreams and friendship, the author of this book, is behind Steinbeck and it was first published in 1937.The story this book tells is of two friends who travel unneurotic looking for work during the recession in America in the 1930s. The men ar George and Lennie. George has to look after Lennie because he is a bit dumb and gets into rile a lot. They both have a dream of owning their own get up one day.All the characters in the novel show aspects of the m personal themes, the two primary(prenominal) characters, George and Lennie, illustrate these themes throughout the book. They travel together for companionship and for someone to take to task to. George and Lennie have nothing in common and therefore the only reason they are friends is to stop each other from becoming lonely. Lennie isnt all that intelligent and he worships George utterly, but sometimes George get s annoyed with Lennies stupidity and shouts at him, for example, in the first chapter when Lennie was annoying him about ketchup he shouts God a mighty if I was alone I could live so easy. sibylline down George knows this isnt true because he doesnt want to be alone. Also, George cares about Lennie and tries to make sure nothing bad happens to him.Another Character that shows these themes is Crooks. He is isolated from the rest of the workers due to racist prejudice. He lives alone in a shed beside the barn and has very little contact with other people. He is probably the loneliest person on the ranch because know one provide speak to him apart form Lennie. He is so lonely he is going away insane which is shown when he says a guy goes nuts if he aint got nobody, dont make no difference who the guy is, commodiouss hes with you. I tell ya. This really sums up Crooks feelings, all he wants is someone to talk to.On a broader scale the solely structure of the book gives the impressi on of loneliness. For example, the story is set in a town called Soledad, which is Spanish for loneliness. Also the first chapter starts by giving you a exact description of the surroundings, the landscape of the Salinas River and the strong and stony Gabilan mountains.John Steinbecks Of Mice and Men Essays documentOf Mice and Men - Critical Evaluation Of Mice and Men is a book, which deals with the issues of loneliness, dreams and friendship, the author of this book, is John Steinbeck and it was first published in 1937.The story this book tells is of two friends who travel together looking for work during the recession in America in the 1930s. The men are George and Lennie. George has to look after Lennie because he is a bit dumb and gets into trouble a lot. They both have a dream of owning their own farm one day.All the characters in the novel show aspects of the main themes, the two main characters, George and Lennie, illustrate these themes throughout the book. They travel together for companionship and for someone to talk to. George and Lennie have nothing in common and therefore the only reason they are friends is to stop each other from becoming lonely. Lennie isnt all that smart and he worships George utterly, but sometimes George gets annoyed with Lennies stupidity and shouts at him, for example, in the first chapter when Lennie was annoying him about ketchup he shouts God a mighty if I was alone I could live so easy. Deep down George knows this isnt true because he doesnt want to be alone. Also, George cares about Lennie and tries to make sure nothing bad happens to him.Another Character that shows these themes is Crooks. He is isolated from the rest of the workers due to racist prejudice. He lives alone in a shed beside the barn and has very little contact with other people. He is probably the loneliest person on the ranch because know one will speak to him apart form Lennie. He is so lonely he is going insane which is shown when he says a guy goes nuts if he aint got nobody, dont make no difference who the guy is, longs hes with you. I tell ya. This really sums up Crooks feelings, all he wants is someone to talk to.On a broader scale the whole structure of the book gives the impression of loneliness. For example, the story is set in a town called Soledad, which is Spanish for loneliness. Also the first chapter starts by giving you a detailed description of the surroundings, the landscape of the Salinas River and the strong and stony Gabilan mountains.

A Comparison of Men and Women Essay -- comparison compare contrast ess

Men vs. Women I do not pretend to be a complete expert in the vast world of men and women. However, as one of these creatures, I decided early on in life to do my best to figure expose the relationship in the midst of us and our counterparts. This was very interesting to me because, unlike most people, I do not believe that we simply evolved to become what we are today. I believe we were created the focussing we are by a very big God who knew what He was doing, and did it for a purpose. After a mere 18 years of observation, I have concluded that we as humans are trying to look in any case deeply into the purpose of man and woman. We make the relationship too complicated. We need to stop prying into why men like football and women like quilts, and simply accept that we do. That is the way it is. And as I shall point out, that is the way it is best. You may have recoiled at my earlier statement that men like football and women like quilts. I admit that it is a gro ss simplification of the differences between men and women. However, you knew what I was talking about. These are the stereotypes that have been pounded into our brains since we were age two. The man is the grunting, unfeeling one in the easy chair, who only takes a break from football to work on his car, or go drink with his buddies. He is a brute, and is not interested in communication, only sex. The woman is the one who screams at spiders, nags at the children, shops till she drops and holds those amazing sessions with her friends where all who are present talk at the exact same time for an hour and then pack up the java cups and diaper bags and leave with a complete understanding of everything that was said. ... ...us into a concentrated effort to fulfill the desires of our spouses. It is then that we would find more harmony in our homes. As Henry W. Longfellow wrote in Hiawatha As to the bow the cord is/So unto man is woman/Tho she bends him,/She obeys him./Tho she draws him,/Yet she follows/Useless each without the other. And so we are. Works Cited Tannen, Deborah. Sex, Lies and Conversation. The McGraw-Hill reader Issues Across the Disciplines 8th edition. Ed. Gilbert H. Muller. capital of Massachusetts McGraw- Hill, 2003. 229. The Holy Bible, New International Version. Grand Rapids Zondervan, 1973. Theroux, Paul. Being a Man. The McGraw -Hill Reader Issues Across the Disciplines 8th edition. Ed. Gilbert H. Muller. Boston Mc-Graw-Hill, 2003. 221, 219-220. Weber, Stu. Tender Warrior. Sisters Multnomah, 1999. 117-118.

Robert Frosts Directive Essay example -- Robert Frost Directive Essay

Robert hoarfrosts DirectiveThe speaker of Directive is the Robert frost we know well. He gives us a conniption that he has looked at in a way no one else does and seen things that no one else sees. The ghost town made simple by the acquittance of detail (2-3) is dazzlingly rich. If, as Frost habitually does, we were to conjure up a fully-fleshed intent behind this simple condition, perhaps we would guess that a paroxysm of scraped land and forty cellar holes is more(prenominal) than enough grist for Frosts mill, and anything else would call for poetic fireworks that would overshadow his theme. This poem is an insightful allegory on the Grail symbol, made fantastic by Frosts characteristic subversive and self-examining nature.Frost offers to be our guide, but warns us that he is a guide who only has at heart your get lost(9). It is as direct an approach as you could ask for, although he usually offers others nearly as unmistakable. For example, in The Wood-Pile, after announc ing that he is so jerky as to think he knew what a small bird thinks, he goes on to guess at both the birds moti... Robert Frosts Directive Essay example -- Robert Frost Directive EssayRobert Frosts DirectiveThe speaker of Directive is the Robert Frost we know well. He gives us a scene that he has looked at in a way no one else does and seen things that no one else sees. The ghost town made simple by the loss of detail (2-3) is dazzlingly rich. If, as Frost habitually does, we were to conjure up a fully-fleshed intent behind this simple condition, perhaps we would guess that a scene of scraped land and forty cellar holes is more than enough grist for Frosts mill, and anything else would call for poetic fireworks that would overshadow his theme. This poem is an insightful allegory on the Grail symbol, made strange by Frosts characteristic subversive and introverted nature.Frost offers to be our guide, but warns us that he is a guide who only has at heart your getting lost(9). It is as direct an admission as you could ask for, although he usually offers others nearly as unmistakable. For example, in The Wood-Pile, after announcing that he is so foolish as to think he knew what a small bird thinks, he goes on to guess at both the birds moti...

Free Essays - Understanding The Things They Carried :: Things They Carried Essays

The Things They Carried An Analysis The Vietnam War was the most technologically advanced war of its time. The combat was more horrific and terrifying in the Vietnam War. There was no front line and no clear way of identifying the opposition because civilians would attack the soldiers as well as the North Vietnamese army. It was an every-man-for-himself, rebel war. Because of advances in medicine, more soldiers were able to recover from wounds caused by shrapnel grenades, devour mines, concussion grenades, and other weapons. A person could step on a mine and substantiate only an amputation of a limb instead of dying. Tim OBrien survives two gunshot wounds and an infection, which was almost gangrene. In wars past, if gunshot wounds did not kill a person, the infection almost sure enough would. The soldiers in The Things They Carried had the task of fighting two Vietnam wars, an internal war and an external war. Externally, the workforce were fighting the North Vietnamese and t he Viet Cong. Internally, the men were fighting maturity and adulthood. They were urgently trying to remain young by a war that forced them to flummox up. Each soldier carried various weapons with which to fight the wars. For example, Dave Jensen carried a rabbits foot, while horn in Cross carried a pebble from Martha found where things came together but also separated. (OBrien, 9). Lee Strunk carried a slingshot. Henry Dobbins, however, carried two weapons in addition to the regulation army weapons. He carried the nursery rhyme, A tisket, a tasket, a green and yellow basket, I wrote a letter to my love and on the way I dropped it which he would whistle while sewing stripes on his uniform. He also carried a geminate of his girlfriends pantyhose, which he would wrap around his neck for protection. He liked set his nose into the nylon and breathing in the scent of his girlfriends body he liked the memories this exalt he sometimes slept with the stockings up against his face, th e way an infant sleeps with a flannel blanket, secure and peaceful. (OBrien, 129). These weapons allowed these men to dodge Bouncing Betties and gunfire, while enabling them to crawl through dark tunnels and watch friends die everyday. They were able to combat the North Vietnamese, the Viet Cong, leeches, mosquitoes, ringworm, dysentery, gangrene, and wounds from land mines and guns only to wake up the next morning and fight the same enemies day after day.Free Essays - Understanding The Things They Carried Things They Carried EssaysThe Things They Carried An Analysis The Vietnam War was the most technologically advanced war of its time. The combat was more horrific and terrifying in the Vietnam War. There was no front line and no clear way of identifying the enemy because civilians would attack the soldiers as well as the North Vietnamese army. It was an every-man-for-himself, guerrilla war. Because of advances in medicine, more soldiers were able to recover from wounds caused by shrapnel grenades, land mines, concussion grenades, and other weapons. A person could step on a mine and suffer only an amputation of a limb instead of dying. Tim OBrien survives two gunshot wounds and an infection, which was almost gangrene. In wars past, if gunshot wounds did not kill a person, the infection almost certainly would. The soldiers in The Things They Carried had the task of fighting two Vietnam wars, an internal war and an external war. Externally, the men were fighting the North Vietnamese and the Viet Cong. Internally, the men were fighting maturity and adulthood. They were desperately trying to remain young through a war that forced them to grow up. Each soldier carried various weapons with which to fight the wars. For example, Dave Jensen carried a rabbits foot, while Jimmy Cross carried a pebble from Martha found where things came together but also separated. (OBrien, 9). Lee Strunk carried a slingshot. Henry Dobbins, however, carried two weapons in addition to the regulation army weapons. He carried the nursery rhyme, A tisket, a tasket, a green and yellow basket, I wrote a letter to my love and on the way I dropped it which he would sing while sewing stripes on his uniform. He also carried a pair of his girlfriends pantyhose, which he would wrap around his neck for protection. He liked putting his nose into the nylon and breathing in the scent of his girlfriends body he liked the memories this inspired he sometimes slept with the stockings up against his face, the way an infant sleeps with a flannel blanket, secure and peaceful. (OBrien, 129). These weapons allowed these men to dodge Bouncing Betties and gunfire, while enabling them to crawl through dark tunnels and watch friends die everyday. They were able to combat the North Vietnamese, the Viet Cong, leeches, mosquitoes, ringworm, dysentery, gangrene, and wounds from land mines and guns only to wake up the next morning and fight the same enemies day after day.

Free Essays - Understanding The Things They Carried :: Things They Carried Essays

The Things They Carried An epitome The Vietnam War was the most technologically advanced war of its time. The combat was to a greater extent horrific and terrifying in the Vietnam War. There was no front line and no clear representation of identifying the enemy because civilians would attack the soldiers as well as the North Vietnamese army. It was an every-man-for-himself, guerrilla war. Because of advances in medicine, more soldiers were sufficient to recover from wounds caused by shrapnel grenades, land mines, concussion grenades, and other weapons. A person could step on a mine and suffer only an amputation of a limb instead of dying. Tim OBrien survives both gunshot wounds and an infection, which was almost gangrene. In wars past, if gunshot wounds did not kill a person, the infection almost certainly would. The soldiers in The Things They Carried had the task of contesting two Vietnam wars, an inborn war and an external war. Externally, the custody were fighting the No rth Vietnamese and the Viet Cong. Internally, the men were fighting maturity and adulthood. They were desperately trying to remain young through a war that forced them to grow up. Each soldier carried various weapons with which to fight the wars. For example, Dave Jensen carried a rabbits foot, piece of music Jimmy Cross carried a pebble from Martha found where things came together exclusively also separated. (OBrien, 9). Lee Strunk carried a slingshot. Henry Dobbins, however, carried two weapons in sum total to the regulation army weapons. He carried the nursery rhyme, A tisket, a tasket, a blue jet and yellow basket, I wrote a letter to my love and on the counseling I dropped it which he would sing while sewing stripes on his uniform. He also carried a pair of his girlfriends pantyhose, which he would wrap around his bed for protection. He liked putting his nose into the nylon and breathing in the scent of his girlfriends physical structure he liked the memories this inspir ed he sometimes slept with the stockings up against his face, the way an infant sleeps with a flannel blanket, secure and peaceful. (OBrien, 129). These weapons allowed these men to dodge Bouncing Betties and gunfire, while enabling them to crawl through dark tunnels and watch friends die everyday. They were able to combat the North Vietnamese, the Viet Cong, leeches, mosquitoes, ringworm, dysentery, gangrene, and wounds from land mines and guns only to wake up the next morning time and fight the same enemies day after day.Free Essays - Understanding The Things They Carried Things They Carried EssaysThe Things They Carried An Analysis The Vietnam War was the most technologically advanced war of its time. The combat was more horrific and terrifying in the Vietnam War. There was no front line and no clear way of identifying the enemy because civilians would attack the soldiers as well as the North Vietnamese army. It was an every-man-for-himself, guerrilla war. Because of advanc es in medicine, more soldiers were able to recover from wounds caused by shrapnel grenades, land mines, concussion grenades, and other weapons. A person could step on a mine and suffer only an amputation of a limb instead of dying. Tim OBrien survives two gunshot wounds and an infection, which was almost gangrene. In wars past, if gunshot wounds did not kill a person, the infection almost certainly would. The soldiers in The Things They Carried had the task of fighting two Vietnam wars, an internal war and an external war. Externally, the men were fighting the North Vietnamese and the Viet Cong. Internally, the men were fighting maturity and adulthood. They were desperately trying to remain young through a war that forced them to grow up. Each soldier carried various weapons with which to fight the wars. For example, Dave Jensen carried a rabbits foot, while Jimmy Cross carried a pebble from Martha found where things came together but also separated. (OBrien, 9). Lee Strunk carried a slingshot. Henry Dobbins, however, carried two weapons in addition to the regulation army weapons. He carried the nursery rhyme, A tisket, a tasket, a green and yellow basket, I wrote a letter to my love and on the way I dropped it which he would sing while sewing stripes on his uniform. He also carried a pair of his girlfriends pantyhose, which he would wrap around his neck for protection. He liked putting his nose into the nylon and breathing in the scent of his girlfriends body he liked the memories this inspired he sometimes slept with the stockings up against his face, the way an infant sleeps with a flannel blanket, secure and peaceful. (OBrien, 129). These weapons allowed these men to dodge Bouncing Betties and gunfire, while enabling them to crawl through dark tunnels and watch friends die everyday. They were able to combat the North Vietnamese, the Viet Cong, leeches, mosquitoes, ringworm, dysentery, gangrene, and wounds from land mines and guns only to wake up the next m orning and fight the same enemies day after day.

Bae Hbr

Harvard subscriber line School 9-396-311 Rev. November 6, 1996 BAE automatise goerning bodys (A) Denver external drome baggage-Handling dust No airport anywhere in the world is as technologic e precise last(predicate)y advanced as the Denver International Airport. 1 Its dramatic. If your bag got on the jumper lead, your bag was in pieces. 2 In November 1989 ground was broken to build the Denver International Airport (DIA). Located 25 miles from downtown Denver, Colorado, it was the premier study airport to be built in the United States since the opening night of the Dallas-Fort Worth Airport in 1974.In 1992, two geezerhood into construction, the ensures top coach-and-fours recommended cellular inclusion of an airport-wide integrated baggage- handling arranging that could dramatically improve the efficiency of luggage deli very. Originally bringed by United Airlines to cover its operations, the dodging was to be expanded to exe s strikee the entire airport. It was e xpected that the integrated body would improve ground time efficiency, reduce close- fall out time for hub operations, and decrease time-consuming manual baggage sorting and handling.There were, however, a calculate of risks inherent in the endeavor the scale of the large project size the enormous complexity of the expanded organisation the peeledness of the applied science the large bit of resident entities to be served by the selfsame(prenominal) dust the high degree of technical and project definition uncertainty and the short time span for completion. call up to(p) to its portentous hump implementing baggage-handling technology on a undersizeder scale, BAE Automated Systems Inc. , an channeliseing consulting and manufacturing caller-up based in Carollton, Texas, was awarded the fill.Construction problems kept the tonic airport from opening on the originally inscriptiond opening construe in October 1993. Subsequently, problems with the implementation of the bag gage scheme forced stay puts in the opening of the airport an power(a) collar times in s til now months. In May 1994, under growing pressure from sh beholders, the business community, Denver residents, Federal 1Fred Isaac, Federal Aviation Administration neck of the woodsal administrator, quoted in Denver Still motionings Out Kinks as Its First Birthday Arrives, USA Today (February 28, 1996), p. 4b. Fred Renville, United Airlines employee quoted in Denver Still Working Out Kinks as Its First Birthday Arrives, USA Today (February 28, 1996), p. 4b. Assistant Professor Ramiro Montealegre and Research cerebrate H. James Nelson of the University of Colorado at Boulder, Research Associate Carin Isabel Knoop, and Professor Lynda M. Applegate prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative spot. Some names pull in been disguised. Copyright 1996 by the President and Fellows of Harvard Colle ge.To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part of this publication may be reproduced, stored in a retrieval ashes, utilize in a spreadsheet, or genetical in any form or by any meanselectronic, mechanical, photocopying, recording, or former(a)wisewisewithout the permission of Harvard Business School. 1 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling SystemAviation Administration (FAA) commissi irs, and the tenant airlines and concessionaires, Denver mayor Wellington Webb announced that he was hiring the German firm Logplan to help assess the conjure up of the automate baggage system. In July, Logplan issued an 11-page report to the urban center of Denver that characterized BAEs system as highly advanced and theoretically capable of living up to its promised capacities, se rvices and performances, nonwithstanding acknowledged mechanical and galvanizing problems that make it most improbable to achieve a stable and reliable operation. Logplan suggested that it would take approximately fivesome months to rule the complete BAE system blend ining reliably. It in any case suggested that a backup system of tugs, carts, and conveyor belts could be constructed in less than five months. In supercilious 1994, Mayor Webb ap turn out the construction of a backup baggage system. At the same time, he notified BAE of a $12,000-a-day penalty for not finishing the baggage system by DIAs original October 29, 1993 completion date. Webb also demanded that BAE pay for the $50 million conventional tug-and-cart baggage system.Gene Di Fonso, President of BAE, knew that his company could bear witness that flaws in the general design of the airport and an unsystematic approach to project modifys had affected implementation of the integrated baggage system. He wondere d whether he should just cancel the contract and fell his losses, or attempt to negotiate with the urban center for the support charterd to finish the system as specified, despite the severe deterioration in communication and emergent armyility. Could the problems with the automated system be overcome with the dedication of additional resources?Given that the system repre displaceed a significant departure from conventional technology, would reducing its size and complexity facilitate resolution of the problems that p chuck outued it? And, if the urban center could be persuaded to accept a simplified system, would the tenant airlines, particularly those with hubbing operations that had been promised more advanced functionality and better performance, be likely to sue? Building the Most Efficient Airport in the World Until about 1970, Denvers Stapleton Airport had managed to withstand an ever-growing number of airplanes and riders.Its available capacity was severely limited b y runway layout Stapleton had two parallel north-south runways and two additional parallel east-west runways that accommodated only commuter air carriers. Denvers economy grew and expanded greatly in the early 1980s, consequent to booms in the oil, real estate, and tourism industries. An aging and saturated Stapleton Airport was increasingly seen as a liability that limited the attractiveness of the region to the many businesses that were flocking to it. Delays had become chronic.Neither the north-south nor east-west parallel runways had sufficient lateral separation to accommodate simultaneous parallel arrival flowings during despicable weather conditions when instrument flight rules were in effect. This lack of runway separation and the layout of Stapletons jadeways tended to cause controls during high- craft periods, even when weather conditions were good. Denvers geographic arrangement and the growing size of its population and commerce made it an attractive location for ai rline hubbing operations. At whizz point, Stapleton had housed four airline hubs, more than any other airport in the United States.In poor weather and during periods of hightraffic volume, however, its limitations disrupted connection schedules that were important to maintaining these operations. A local anesthetic storm could easily congest air traffic across the entire United States. 3 3 harmonise to James Barnes 1993, By 1994, Stapleton was one of the top five most constrained airports in the US. There were over 50,000 hours of delay in 1988 and by 1997 the FAA had projected that Stapleton would experience over vitamin C,000 hours of delay per year. 2 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 The metropolis and County of Denver had determined in the mid-1970s that Stapleton International Airport was in need of expansion or replacement. In July 1979, a study to asses s the airports need was equip by the City of Denver to the Denver Regional Council of Governments. Upon completion of the study in 1983, a report was issued saying that, due to its size and geographic location, and slopped commitments by United and Continental Airlines, Denver would remain a significant hub for at least one study U. S. arrier. The study recommended expansion of Stapletons capacity. political sympathiesal Situation4 The City of Denvers 1983 mayoral race precipitated initiatives to improve the air eye socket infrastructure. Three candidates were vying for mayor Monte Pascoe, Dale Tooley, and Frederico Pena. Pascoe, a prominent Denver attorney and former State Democratic Party co-chair, seized upon the airport issue, forcing other candidates to adopt stronger positions on airport expansion than they might have otherwise. 5 Pena and Tooley, however, drew the highest numbers of votes in the general election, and were forced into a run mop up.At the persistent urgin g of the Colorado Forum (a collection of 50 of the states top business executives), Pena and Tooley subscribe a joint statement committing themselves to airport expansion. Pena won the runoff. Committed by a public promise that could have been enforced, if necessary, by the most highly motivated members of the regions business leadership, Pena immediately re give tongue to his intent to expand Stapleton. The City of Denver and neighboring Adams County began to develop plans for long-term airport development in 1984. In 1985, a new site northeast of Denver was chosen.Consummation of the airport siting issue, however, was left to Adams County voters, which had to vote to permit the City of Denver to wing property therein. The city hired a consulting firm to help organize its resources and its efforts to work through the intelligent process. The data that was gathered through the lord rest homework and environmental assessment later proved useful for public education. An Annexati on Agreement between Adams County and the City of Denver was reached on April 21, 1988. Adams Country voters approved a plan to let Denver annex 43. 3 square miles for the construction of an airport.In a special election on May 16, 1989, voters of Denver endorsed a New Airport by a valuation account of 62. 7% to 37. 3%. According to Edmond, Those two referendums passed largely on the merits of the economic benefits jobs and sales tax revenues. Economic Considerations A number of trends and events in the mid-1980s alarmed fix economists and other of the regions business leaders in the mid-1980s. The collapse of oil shale proceeds between 1982 and 1986 saw mining employment fall from 42,000 to 26,000 jobs, while service support jobs send packing from 25, three hundred jobs to 13,700. Construction jobs fell from 50,700 to 36,600 jobs, and the value of private construction plummeted from $24 billion to $9. 5 billion. 7 A lackluster economy led many government officials in counties and municipalities as well as in Denver to embark upon an unprecedented policy of massive public construction to ease the region from what was regarded in 1987 as an economic free-fall. A $180 million-plus municipal bond was issued for public improvements, including a new downtown library, neighborhood and major roadway improvements, and a host of overdue infrastructure investments.During the same period, 4Extracted from Moore, S. T. Between Growth Machine and Garbage Can Determining Whether to Expand the Denver Airport, 1982-1988, Annual Meeting of the Southern political Science Association, Atlanta, Georgia, November 4, 1994. 5Ibid. 6 7 Colorado Business Outlook Forum, University of Colorado School of Business, 1990. Small Area Employment Estimates Construction Review, U. S. Department of business, 1990 3 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System he Pena administrati on moved decisively to confront an increasingly aggressive Chamber of Commerce leadership that was promoting airport relocation. The determination of the pro-New-Airport clan was growing. The project was being marketed as a technologically advanced, state-of-the-art structure to draw businesses, import federal capital, and lineage the creation of new jobs with bonded debts to overcome the short-term decline in the economy. The airport was to become a grandiose project to revive the Colorado economy and a master showcase for the Public Works Department. The entire business community, recalled a member of the Mayors administrative group The Chamber of Commerce, members of the city council, the mayor, and state legislators, participated in knowledgeal discussions with other cities that had recently built airports. This enabled all(prenominal)body to understand the magnitude of the project. So we studied the other two airports that had been built in the United States in the last 50 years and said, Tell us everything that you went through and all the places you think there will be problems. We were not going into it blindly.Forecasts of aviation activity at Stapleton by the Airport Consultant group, the FAA, and others, however, did not anticipate events much(prenominal)(prenominal) as a new phase of post-deregulation consolidation, the acquisition in 1986 of Frontier Airlines by Texas Air (the owner of Continental), significant increases in air fares for flights in and out of Stapleton, and the bankruptcy of Continental. Consequently, the level of aviation activity in Denver was overestimated. Instead of rising, Stapletons share of total U. S. domestic passenger enplanements fell 4% per year from 1986 through 1989. 8 The Master PlanThe City of Denvers approach to preparing a master plan for the airport was typical. One hires the scoop out consultants on airfield layout, noise impacts, terminal layout, on-the-spot(prenominal) roadways, off-site roadways, toll estimating, financial analysis, and forecasting, observed DIA administrator Gail Edmond. They brainstorm and generate as many exchange layouts as possible. Alternatives were discussed and eliminated at periodic joint working sessions, and a technical subcommittee was organized to gather input from the eventual airport users, airlines, pilots, and the FAA. Everybody knows how to begin an airport master plan, Edmond added.Following a bid, the consulting contract was awarded to the joint venture of Greiner, Inc. and Morrison-Knudsen Engineers for their combined expertise in the fields of transportation and construction. The consulting team, working under the direction of the DIA coach of Aviation, focused first on four elements site selection the master plan the environmental assessment and developing support by educating the public on economic benefit. The final examination master plan presented to the city by the team in the fall of 1987 called for the construction of the w orlds most efficient airport.It was to be created from the ground up with no predetermined limitations. The plan was to allow the airport to grow and expand without compromising efficiency. Twice the size of Manhattan at 53 square miles, the nations largest airport was to be designed for steady traffic flow in all weather conditions. It was to comprise a terminal with east and west buildings joined by an atrium structure, leash concourses, an automated underground people mover, and five parallel 12,000-foot-long runways on which as many as 1,750 planes could take off and land daily.Its flow-through traffic patterns would allow planes to land, taxi to concourse gates, and take 8 Furthermore, when selling the project to voters, planners at one point forecast up to 36 weekly flights to Europe by 1993. The number recorded in 1993, however, was four. The number of passengers departing form Denver was to rise from 16 million in 1985 to some 26 million by 1995. The 1994 figure, however, w as about the same as the number of passengers in 1985, or half of Stapletons capacity. 4 Purchased by Ashley Matcheck (emailprotected om) on April 11, 2012 BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 off again all in one direction. The ultimate buildout, projected for the year 2020, was to include up to 12 full service runways, more than 200 gates, and a capacity of 110 million passengers annually. Estimated cost (excluding land acquisition and pre-1990 planning costs) was $2 billion. By the end of 1991, the estimated cost had increased to $2. 66 billion. Plans called for the projects completion by the fall of 1993.In September 1989, Federal officials signed a $60 million grant agreement for the new airport, which was to be financed in multiple waysby issuing revenue bonds and securing federal grants supplemented by a sizable investment by the city county of Denver 1991. Estimated federal grants for the new airport originally add up $501 m illion. Portions of these were forthcoming from the FAA, for federal fiscal year 1990 in the amount of $90 million and for federal fiscal year 1991 in the amount of $25 million. The difference of opinion of the $501 million letter of intent was to be received on an annual basis through fiscal year 1997.The revenue bonds assumed the Date of salutary Occupancy (DBO) to be January 1, 1994, with bond repayments to begin on that date. At that time, the city determined that DIA would meet the DBO no later than October 31, 1993. A member of the Mayors administrative team described the approach. What we did was plan the DBO date and whence we planned an extra six months just in case there was a lag in the opening, which, in essence, allowed us to create stability in the market. The other thing we did was that we conservatively financed and filled every reserve account to the maximum.So we borrowed as practically currency as we could at the lower interest rate and were able to average t he debt cost down, not up, as we thought it would be. A Build-Design offer By the time construction began at DIA in November 1989, a transfer of authority was taking place in the City of Denver. Wellington Webb was elected the new mayor. According to one of his assistants, the Pena administration had announced that the airport would be operating(a) in October 1993. This was a build-design project, which means that we were building the airport while we were designing it, he explained. Because of the delays early on in the project, we had to accelerate construction immediately. There was a lot of pressure and as well many players. This was an airport built by committee. We had regular meetings to straighten things out, but it didnt always work. Although the Webb administration inherited the airport project without a commitment on the part of the major carriers, the support and input of concerned airlines were dead key, not only financially but also in terms of input on boilers su it airport layout, scope, and capacity, and supporting systems such as furnish and baggage handling.Denver launched the DIA program without specific commitments from either of Stapleton airports two major tenant airlines, United and Continental, which together accounted for more than 70% of existing passenger traffic. Continental move to the new airport in February 1990, United in December 1991. Fundamental changes were made to the airport layout plan and facilities (some already under construction) to accommodate the operational needs of these carriers. The Webb administration followed the predecessor administrations emphasis on assuring that the projects greatest beneficiaries would be local businesses.The desire was to involve as many individual firms as practicable and to use Denver area talent. It was reasoned that local talent was easily accessible to the program perplexity team (PMT), knew Denver building codes and practices, and had available the necessary professional la bor pool to accomplish the design in accordance with the demanding schedule. In addition, existing law stated that 30% minority-owned firms and 6% women-owned firms had to participate in a public works program. The result was a contracting philosophy that maximized opportunities for regional businesses and the local workforce to argue for the work.At least five of 60 contracts awarded for the design of DIA went to Denverarea firms. These 60 design contracts generated 110 construction contracts. Eighty-eight professional service contracts also had to be coordinated. Many local firms had to be hired and the program was 5 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System chopped up into many small projects. Involvement totaled 200 to 300 firms and reached 400 during the construction phase. Five different firms designed the runways, four the terminal.The citys emphasis on encouragin g everyone to compete and up to now be part of the project increased the potential for interface and coordination problems. Denvers flat economy led the administration to keep construction money within the city. Although this benefited the city, it introduced an additional burden on administration. As many as 40-50 concurrent contracts involved many inter connect milestones and contiguous or overlapping operational areas. The estimated daily on-site work force population exceeded 2,500 workers for a 15 to 18-month period beginning in mid-1991 and peaked at between 9,000 and 10,000 in mid-1992.Adding to the gracious resource coordination problems was a forecasted 4,000 deliveries daily. Construction volume for six months in mid-1992 exceeded $100 million per month. The prolonged period of assessment and talks prior to final acclaim of the project, and the financial plan selected (which required that bond repayments begin on January 1, 1994), pressured the PMT to push the project a genius at all cost. Because the project had to assume the characteristics of a fast-track project early in the construction startup, the compressed design period precipitated a more dynamic construction effort han might be anticipated for a competitively bid, fixed price program. Reliance on a design/build method for the project was, according to one DIA official, unusual because projects this complex commonly happen during separate stages. For example, you need to finish up the site selection before you begin the master planning. Moreover, communication channels between the city, project caution team, and consultants were neither well defined or controlled. If a contractor fell behind, a resident engineer who reported to one of the area managers said, the resident engineer would alert the contractor and document this.The resident engineer would document what would have to be done and what additional resources were necessary to get back on schedule and finish the contract on ti me. As a public agency it was enormous, the amount of documentation that we did. I dont know how many trees we cut down just for this project. The resident engineer had about five to eight 12-drawer filing cabinets of documentation and this was nothing compared to what the area manager had. It was just incredible. There were at least four to six copies of everything. The scheduling manager described the evolution of the introduce system that was used.One of the biggest problems we had was keeping track of all the changes. So we developed a database system that was established at each one of the resident engineers trailers and each contract administrator was then charged with keeping that system up to date and feeding us disks, which we would then merge together periodically to produce an integrated report. exclusively every party had developed their own tracking system before the start of the project. That worked well for each group, but there was no way to take each one of these divergent systems and combine it into one, panoptic report.So when we introduced the change tracking system everybody said, fine, thats wonderful, and Ill update it when I get to it and when I get time. It took iii years to implement the tracking system. fox Management In a fast- travel, ever-changing environment such as the development of a new airport, the management structure essential be able to rapidly produce applied science alternatives and the supporting 6 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 ost and schedule data. 9 But because DIA was financed by many sources and was a public works program, project administrators had to balance administrative, political, and social imperatives. 10 The City of Denver staff and consultant team dual-lane leadership of the project and coordinated the initial facets of DIA design. The initial thought, reflected one staff member, was that the city staff would do their thing and the consulting staff do theirs and later we would coordinate. It became homely within a very short time that we were doing duplicate duties, which was inefficient.Finally the city decided to coordinate resources. The city selected a team of city employees and consultants and drafted a work scope document that clearly separated the citys from the consultants responsibilities. The elements the city did not delegate to consultants included ultimate policy and facility decisions, approval of payments, negotiation and execution of contracts, facilitation of FAA approvals, affirmative action, settlement of contractor claims and disputes, selection of consultants, and utility agreements.The city delegated some elements such as value engineering, construction market analysis, claim management, on-site staff and organization, and state-of-the-art project control (computerized management of budget and schedule). Exhibit 1 depicts the DIA management structure. The program management team became the organization dedicated to overseeing planning and development for the new airport. Headed by the associate director of aviation, the team was partially staffed by city career service employees.To add experience and capability, the city augment the PMT with personnel from the joint venture of Greiner Engineering and MorrisonKnudsen Engineers, the consulting team. Observed one program management team member, This working partnership of the City of Denver and consulting joint venture team developed into a fully integrated single organization, capitalizing on the best to be offered by all participants, and optimizing the use of personnel resources. DIAs operational project structure comprised five different areas subdivided into smaller units.The working areas were site development (earthmoving, grading, and drainage) roadways and on-grade parking (service roads, on-airport roads, and off-airport roads connecting to high ways) airfield paving building design (people-mover/baggage-handler, tunnel, concourses, passenger bridge, terminal, and parking) and utility/special systems and other facilities (electrical transmission, oil, and gas line removal and relocation). An area manager controlled construction within each area.Area managers were responsible for the administration of all delegate contracts and, in coordination with other area managers, for management of the portion of the overall site in which their work took place. United Airlines Baggage System From the publics perspective, the good will of any airport is measured by time. No matter how architecturally stimulating a new airport structure, the perception of business or unfilled travelers is often registered in terms of efficiency in checking luggage at the departure area or waiting to claim a bag in the arrival area.The larger the airport, the more critical the efficient handling of baggage. Remote concourses connected by underground tun nels present special problems for airport planners and operators because of the great distances passengers and baggage must travel. The purpose of an airport being to move passengers as efficiently as possible, moving bags as quickly is 9 The DIA project used the so-called fast-tracking method, which made it possible to compress some activities along the critical path and manage the construction project as a series of overlapping tasks. 0 These included considerations such as affirmative action, local participation, neighborhood concerns, civic pride, input from the disabled community, art, secondary employment benefits of contract packaging, concern for the environment, and political interest. 7 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System part and parcel of that responsibility. Rapid transport of frequent flyers accomplishes very little if bags are left behind.DIAs Concou rse A, which was to house Continental Airlines, was situated some 400 meters, and United Airlines Concourse B nearly 1,000 meters, north of the main terminal. Concourse C, home to other carriers including American, Delta, Northwest, America West, and TWA, sat parallel to the other two concourses more than 1,600 meters north of the main terminal. The initial project design did not incorporate an airport-wide baggage system the airport expected the individual airlines to build their own systems as in most other American airports. 1 United Airlines, which in June 1991 signed on to use DIA as its second-largest hub airport, proceeded to do just that. Needing an automated baggage handling system if it was to turn aircraft around in less than 30 minutes, United, in December 1991, commissioned BAE Automatic Systems, Inc. , a world leader in the design and implementation of material handling systems, to develop an automated baggage handling system for its B Concourse at DIA. The contract, w hich included engineering and early parts procurement only, was valued at $20 million and the task was estimated to be completed in two and one-half years. We began working at DIA under a contract directly with United Airlines, recalled Di Fonso. Obviously, United Airlines has experience with airports. They concluded that the schedule had gotten totally out of control from the standpoint of baggage and they acted to serve their own needs, basically to protect themselves. We contracted with United and were already designing their portion of the system before the city went out for competitive bidding. BAE was founded as a division of Docutel Corporation in 1968.Docutel, which had developed the Telecar (a track-mounted automated baggage system), constructed an automated baggage system for United Airlines at San Francisco airport in 1978. When Docutel ran into financial difficulties during this installation, United asked Boeing, a major supplier of its aircraft, to take over the compan y. Boeing agreed and the new company, a wholly-owned supplementary dubbed Boeing Airport Equipment, completed the San Francisco installation. In 1982, Boeing sold the company to its elderberry bush management, which renamed it BAE Automated Systems.In August 1985, BAE became an operating unit of Clarkson Industries, a wholly-owned subsidiary of capital of the United Kingdom-based BTR plc. BTR plc (formerly British Tire and Rubber), was a $10 billion conglomerate with global interests in building, paper and printing products, and agricultural and aircraft equipment. In 1994, BAEs 365 employees worked on projects across the United States and in Europe and Australia. In-house engineering, manufacturing, and field support capabilities enabled BAE to develop, design, manufacture, install, and support every project it undertook from start to finish.BAE also provided consulting, engineering, and management services for airport projects and a variety of material handling applications. Wit h sales of $100 million in 1994, up from approximately $40 million in 1991, BAE accounted for 90% of U. S. baggage sorting equipment sales. Between 1972 and 1994, the company had successfully designed, manufactured, and installed nearly 70 automated baggage handling systems (worth almost $500 million dollars) at major airports in the United States, in New York, Dallas-Fort Worth, Chicago, San Francisco, Atlanta, Miami, Newark, and Pittsburgh.It had also installed systems in Vancouver and London and was selected, in 1992, as a consultant to the $550 million main terminal for the New Seoul Metropolitan Airport in South Korea. BAE was a very self-contained, integrated company structured along two business lines manufacturing and engineering. Its approximately 200,000 square foot manufacturing facility was capable of producing nearly all of the components required by BAE systems save motors, gearboxes, and bearings. The engineering department was structured according to major projects. Each project was assigned a project manager who reported directly to the company president. 1 Rifkin, G. What Really Happened at Denvers Airport, Forbes, SAP Supplement, August 29, 1994. 8 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 Implementing an Integrated Baggage-Handling System BAE had already commenced work on Uniteds baggage system when the PMT recognized the potential benefits of an airport-wide integrated baggage system. Moreover, as one DIA senior manager explained, airlines other than United simply were not coming forward with plans to develop their own baggage systems. Airport planners and consultants began to draw up specifications and the city sent out a request for bids. Of 16 companies contacted, both in the United States and abroad, only three responded. A consulting firm recommended against the submitted designs, on the grounds that the configurations wou ld not meet the airports needs. BAE was among the companies that had decided not to bid for the job. BAE had installed the Telecar system at a number of other airports and the basic technologies of the Telecar, laser barcode readers, and conveyor belt systems were not new. What was new was the size and complexity of the system. A grand airport like DIA needs a complex baggage system, explained Di Fonso, Therefore the type of technology to be used for such a system is the kind of decision that must be made very early in a project. If there is a perplexity like no bidders there is still time to react. At DIA, this never happened. Working with United Airlines, we had concluded that destination-coded vehicles moving at high speed was the technology needed. But quite honestly, although we had that technology developed, its implementation in a complex project like this would have required significantly greater time than the city had left available.A United project manager concurred BAE t old them from the beginning that they were going to need at least one more year to get the system up and rail, but no one wanted to hear that. The City of Denver was getting the same story from the technical advisers to the Franz Josef Strauss Airport in Munich. The Munich Airport had an automated baggage system, but one far less complex than DIAs. Nevertheless, Munichs technical advisors had spent two years testing the system and the system had been streamlet 24 hours a day for six months before the airport opened. Formulating IntentionsAs BAE was already working on Uniteds automated baggage handling system and enjoyed a world-wide reputation as a superior baggage system builder, Denver approached the company. BAE was asked to study how the United concept could be expanded into an integrated airport system that could serve the other carriers in the various concourses. BAE presented the City of Denver with a proposal to develop the most complex automated baggage system ever built , according to Di Fonso. It was to be effective in delivering bags to and from passengers, and efficient in terms of operating reliability, maintainability, and future flexibility.The system was to be capable of directing bags (including suitcases of all sizes, skis, and golf clubs) from the main terminal through a tunnel into a remote concourse and directly to a gate. Such efficient delivery would save precious ground time, reduce close-out time for hub operations, and cut time-consuming manual baggage sorting and handling. Although an automated system was more expensive initially than dim-witted tugs and baggage carts, it was expected that it would reduce the manpower which was required to distribute bags to the clear up locations.Bags unloaded from an aircraft arriving at a particular concourse would barely be affected by human hands. Moved through the airport at speeds up to 20 mph, they would be waiting when passengers arrived at the terminal. To prove the capability of its m echanical aspects, and demonstrate the proposed system to the airlines and politicians, BAE built a prototype automated baggage handling system in a 50,000 square foot warehouse near its manufacturing do in Carrollton, Texas. The prototype system convinced head Airport Engineer Walter Slinger that the automated system would work. The City of Denver approached us based on one philia concept, recalled Di Fonso. They wanted to have a fully integrated, airport-wide baggage system. The city 9 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System had two major concerns. First, they had no acceptable proposal. Second, United was probably going to go ahead and build what it needed and the rest of the airport would have been equipped with something else. Di Fonso continued, When we arrived on the scene, we were faced with fully defined project specs, which unadornedly in the long run prov ed to be a major planning error. The city had locomote into a trap, which historically architects and engineers tend to fall into as they severely underplay the importance and significance of some of the requirements of a baggage system, that is, arranging things for the space into which it must fit, accommodating the weight it may impose on the building structure, the power it requires to run, and the ventilation and air conditioning that may be necessary to dissipate the cacoethes it generates.In April 1992, BAE was awarded the $175. 6 million contract to build the entire airport system. According to Di Fonso, company executives and city officials hammered out a deal in three intense working sessions. We placed a number of conditions on accepting the job, he observed. The design was not to be changed beyond a given date and there would be a number of freeze dates for mechanical design, software design, permanent power requirements and the like. The contract made it obvious that both signatory parties were very concerned about the ability to complete.The provisions dealt mostly with all-around access, timely completion of certain areas, provision of permanent power, provision of computer rooms. All these elements were delineated as milestones. Denver officials accepted these requirements and, in addition, committed to unrestricted access for BAE equipment. Because of the tight deadlines, BAE would have priority in any area where it needed to install the system. Di Fonso elaborated, When we entered into the contract, Continental Airlines was still under bankruptcy law protection.The city was very concerned that they would be unable to pay for their concourse. They only contracted for about 40% of the equipment that is now in concourse A, which was the concourse that Continental had leased. Beyond that, concourse C had no signatory airlines as leaseholders at the time. The city, therefore, wanted the simplest, most bare(a) baggage system possible for concou rse C. The outputs and inputs were very, very crude, intentionally crude to keep the costs down because the city had no assurance of revenue stream at that point in time.The city did not get the airlines together or ask them what they wanted or needed to operate. The approach was more along the lines of we will build the apartment building and then you come in and rent a set of rooms. Project Organization and Management No major organizational changes to accommodate the new baggage system were deemed necessary, although some managerial adjustments were made on the DIA project. Design of the United baggage system was frozen on May 15, 1992, when the PMT assumed managerial responsibility for the integrated baggage system.The direct relationship with BAE was delegated to Working Area 4, which also had responsibility for building design efforts such as the people-mover, airside concourse building, passenger bridge main landside building complex and parking garage, and various other sma ller structures. The area manager, although he had no experience in airport construction, baggage system technologies, or the introduction of new technologies, possessed vast experience in construction project control management. BAE had to change its working structure to conform to DIAs project management structure. Di Fonso explained, 10Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 There was a senior manager for each of the concourses and a manager for the main terminal. The bag system, however, traversed all of them. If I had to argue a case for right of way I would have to go to all the managers because I was traversing all four empires. In addition, because changes were happening fast at each of these sites, there was no time to have an information system to see what is concourse A deciding and what is concourse B deciding.We had to be personally involved to understand w hat was going on. There was no one to tie it all together and overlap all these effects because the basic organization was to manage it as discrete areas. It was pandemonium. We would keep saying that over and over again. Who is in charge? For the first two years of the project, Di Fonso was the project manager. The project was divided into three general areas of expertise mechanical engineering, industrial control, and software design.Mechanical engineering was responsible for all mechanical components and their installation, industrial control for industrial control design, logic controller programming, and motor control panels, and software design for writing real time process control software to manage the system. At the time the contract with BAE was signed, construction had already begun on the terminal and concourses. Substantial changes had to be made to the overall design of the terminal and some construction already completed had to be taken out and reinstalled to accommod ate the expanded system.Installation of the expanded system was initially estimated to require more than $100 million in construction work. Walls had to be removed and a new floor installed in the terminal building to support the new system. Moreover, major changes in project governance were taking place during the baggage system negotiations. In May 1992, shortly after the baggage system negotiations commenced, the head of the DIA project resigned. The death in October 1992 of Chief Airport Engineer Slinger, who had been a strong proponent of the baggage system and closely involved in negotiations with BAE, also exerted a significant impact on the project.His cooperation had been essential because of the amount of heavy machinery and track that had to be moved and installed and the amount of construction work required to accommodate the system. His replacement, Gail Edmond, was selected because she had worked closely with him and knew all the players. Her managerial style, however, was quite different from Slingers. A Public Works manager recalled his first reaction to the change The airport is not going to be open on time. A United Airlines project manager summarized Edmonds challenge thus Slinger was a real problem solver.He was controversial because of his attitude, but he was never afraid to address problems. He had a lot of indecorum and could get things done. Gail was in a completely different position. Basically, she had a good discernment of how the project was organized and who the key players were, but didnt know much about the actual construction. Also, the city council didnt give her anywhere near the autonomy and the authority that Slinger had and she had to get approval from the council on just about all decisions. They really tied her hands and everyone knew it.Di Fonso echoed the project managers assessment Walter Slinger understood that one of the things we had to have was unrestricted access. I think he clearly understood the problem the c ity was facing and he understood the short timeframe under which we were operating. He was the one that accepted all of the contractual conditions, all the milestones of the original contract. He really had no opportunity to influence the outcome of this project, however, because he died within months after the contract was signed. I think Gail 11 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 96-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System did an excellent job but she was overwhelmed. 12 She just had too much. The layers below focused inward, worrying about their own little corners of the world. Not only did we not get the unrestricted access that was agreed upon, Di Fonso emphasized, we didnt even have reasonable access. Ten days after Slingers death, a BAE millwright found a truck from Hensel Phelps, the contractor building Concourse C, blocking her work site. She asked someone to move the truck or leave the keys so it c ould be moved.According to a BAE superintendent, she was told that This is not a BAE job and we can park anywhere we revel is that clear? Elsewhere, BAE electricians had to leave work areas where concrete grinders were creating clouds of dust. Fumes from chemical sealants forced other BAE workers to flee. Di Fonso pleaded with the city for help. We ask that the city take prompt action to jibe BAE the ability to continue its work in an uninterrupted manner, he wrote. Without the citys help, the delays to BAEs work will quickly become unrecoverable. 13 To raise complicate matters, the airlines began requesting changes to the systems design even though the mechanical and software designs were supposed to be frozen. Six months prior to opening the airport, Di Fonso recalled, we were still moving equipment around, changing controls, changing software design. In August 1992, for example, United altered plans for a transfer system for bags changing planes, requesting that BAE eliminat e an entire loop of track from Concourse B. Rather than two complete loops of track, United would have only one.This change saved approximately $20 million, but required a system redesign. Additional ski-claim devices and odd-size baggage elevators added in four of the six sections of the terminal added $1. 61 million to the cost of the system. One month later, Continental requested that automated baggage sorting systems be added to its west basement at an additional cost of $4. 67 million. The ski claim area length was first changed from 94 feet to 127 feet, then in January 1993, shortened to 112 feet. The first change added $295,800, the second subtracted $125,000, from the cost.The same month, maintenance tracks were added to permit the Telecars to be serviced without having to lift them off the main tracks at an additional cost of $912,000. One year later, United requested alterations to its odd-size baggage inputscost of the change $432,000. Another problem was the citys inabil ity to supply clean electricity to the baggage system. The motors and circuitry used in the system were extremely sensitive to power surges and fluctuations. When electrical feedback tripped circuit breakers on hundreds of motors, an engineer was called in to design filters to correct the problem.Although ordered at that time, the filters still had not arrived several months later. A city worker had canceled a contract without realizing that the filters were part of it. The filters finally arrived in March 1994. A third, albeit disputed, complication related to Denvers requirement, and city law, that a certain percentage of jobs be contracted to minority-owned companies. The City of Denver had denied BAEs original contract because it did not comply with hiring requirements, where upon BAE engaged some outside contractors in lieu of BAE employees. Di Fonso estimated that this increased costs by approximately $6 million, a claim ejected by the Mayors Office of Contract Compliance. Th en, in September 1993, BAEs contract negotiations with the City of Denver over maintenance of the system resulted in a two-day strike of 300 millwrights that was joined by some 200 electricians. BAE negotiated with Denver for maintenance workers to earn $12 per hour on certain jobs that the union contended should be worth $20 per hour. As a result, BAE lost the maintenance contract. 12 In addition to her role as Chief Airport Engineer, Edmond kept her previous responsibilities as Chief of Construction and Acting Director of Aviation. 3 Rocky Mountain News, January 29, 1995 12 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 BAE Automated Systems (A) Denver International Airport Baggage-Handling System 396-311 Project Relations Much of the effort for implementing the baggage system was directed within one of the four working areas. The relationship with the management team was very poor, recalled Di Fonso. The management team had no prior baggage handling competenc e or experience. This was treated as a major public works project.The management team treated the baggage system as similar to pouring concrete or putting in air-conditioning ducts. When we would make our complaints about delays and access and so forth, other contractors would argue their position. The standard answer was, Go work it out among yourselves. . . . With contractors basically on their own, this led almost to anarchy. Everyone was doing his or her own thing. Another perspective was offered by a project manager from Stone & Webster, a consultant to the PMT, reflecting on the work done by BAE This contractor simply did not respond to the obvious incredible workload they were faced with.Their inexperienced project management vastly underestimated their task. Their work ethic was deplorable. 14 PMT management insisted that access and mechanical issues werent the problem. They were running cars in Concourse B all summer (1993), Edmund observed. The problem was that the progra mming was not done and BAE had full control of the programming. 15 Lawsuits and a Backup Baggage System In February 1993, Mayor Webb delayed the scheduled October 1993 airport opening to December 19, 1993. Later, this December date was changed to March 9, 1994. Everybody got into the panic mode of trying to get to this magical date that nobody was ready for, a senior vicepresident for BAE recalled. In September 1993, the opening was again postponedthis time until May 15, 1994. In late April 1994, the City of Denver invited reporters to observe the first test of the baggage system, without notifying BAE. Seven thousand bags were to be moved to Continentals Concourse A and Uniteds Concourse B. So many problems were discovered that testing had to be halted. Reporters saw piles of disgorged clothes and other personal items lying beneath the Telecars tracks.Most of the problems related to errors in the systems computer software, but mechanical problems also played a part. The software th at controlled the delivery of empty cars to the terminal building, for example, often sent the cars back to the waiting pool. Another problem was jam logic software, which was designed to shut down a section of track behind a crowd together car, but instead shut down an entire loop of track. Optical sensors designed to detect and monitor cars were dirty causing the system to believe that a section of track was empty when, in fact, it had held a stopped car.Collisions between cars dumped baggage on tracks and on the floor jammed cars jumped the track and bent the trail faulty switches caused the Telecars to dump luggage onto the tracks or against the walls of the tunnels. After the test, Mayor Webb delayed the airports opening yet again, this time indefinitely. Clearly, the automated baggage system now underway at DIA is not yet at a level that meets the requirements of the city, the airlines, or the traveling public, the mayor stated. The city set the costs of the delay at $330,00 0 per month.Recognizing that his reputation was staked on his ability to have a baggage system performing to a point at which the new airport could be opened, Mayor Webb engaged, in May 1994, the German firm Logplan to assess the state of the automated baggage system. In July, Logplan isolated a loop of track that contained every feature of the automated baggage 14 15 Forbes, ASAP Supplement, August 29, 1994. Forbes, ASAP Supplement, August 29, 1994. 13 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 BAE Automated Systems (A) Denver International Airport Baggage-Handling System ystem and intended to run it for an extended period to test the reliability of the Telecars. Jams on the conveyor belts and collisions between cars caused the test to be halted. The system did not run long enough to determine if there was a basic design flaw or to analyze where the problems were. Logplan recommended construction of a backup baggage system, and suggested using Rapis tan Demag, a firm it had worked with in the past. Construction of a backup system was announced in August 1994. The system itself cost $10. million, but electrical upgrades and major building modifications raised the projected cost to $50 million. In the meantime, the City of Denver, as well as many major airlines, hired legal firms to assist with negotiations and future litigation. We will have enough legal action for the rest of this century, a city administrator mused. The City of Denver had to communicate with such parties as the United States Federal grand jury, Securities Exchange Commission, and the General Accounting Office. The federal grand jury was conducting a general investigation concerning DIA.The SEC was investigate the sale of $3. 2 billion in bonds to finance DIAs construction, and GAO the use of Congressional funds. Di Fonso, reviewing Mayor Webbs letter and requests that BAE pay a $12,000-a-day penalty for absentminded DIAs original October 29, 1993 completion date, as well as assuming the costs of building the $50 million conventional tug-and-cart baggage system, summed up the situation thus We have gotten to the point with the city that literally we are not talking to each other. Consultants recommended a backup baggage system, and the minute that the decision was made, the city had to defend it.We are left out in limbo. 14 Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012 396-311 -15- Exhibit 1 Organization Chart Acting Associate Director of Aviation Denver International Airport City Attorneys Contract Compliance DIA Coordinator Tenant Facilities Administrative Assistant Marketing/Public Information passenger vehicle contriver Program charabanc Computer Systems Administration Deputy Program motorbus Airline Specialty Systems Environmental Engineer Contracts Risk Management Financial Manager of Design Contract Administration Administrative AssistantManager of Project Controls Architectural Supervisor Engineering S upervisor Document Control Contracts Staff Clerical Staff MIS agenda Cost Estimating Project Managers & Support Staff Manager of Construction Project Controls Support Staff Safety Manager Senior Project Engineer QA/QC Manager Employee Relations Area 1&2 Manager Area 3 Manager Area 4A Manager Area 4B Manager Area 5 Manager Construction Support Staff Source City and County of Denver, Colorado, Airport System Review Bonds, Series 1991D, October 1991. Purchased by Ashley Matcheck (emailprotected com) on April 11, 2012

Egans 3 Stage Counselling Model Essay

This essay will describe the skills and theories involved in the first stage of Egans three stage endogenic helping model.In his person centred counselling model, Carl Rogers detailed 6 core conditions for effective counselling. However, he concentrated on 3 that he considered were essential for the counsellor. These 3 conditions werea. unconditional positive regard which describes how the counsellor displays complete acceptance of their client without judging them. ( keep an eye on) b. empathy where the counsellor must demonstrate a deep understanding of the client, or seeing the world from their perspective not reflecting on their own experiences. c. congruence ensures that the therapist is completely honest and genuine with the client. This means that they are encouraged to charge their feelings rather than hiding behind a faade.These core conditions are essential throughout the counselling process, as they will naturally help to build a rapport between the therapist and their c lient. It is important that the client feels valued from the beginning this will help them open up, once a mutual trust and respect has been established. In addition, with unconditional positive regard, the client must feel that they can discuss any subject at all without the fear of being judged.Essentially, stage one of Egans helping model is the storytelling phase. It allows the therapist to seek and be understanding of the clients situation, utilising skills drawn from the humanistic approach to counselling. Stage one is further upset(a) down into three separate phases. Initially, the client should be provided with a safe environment where they can tell their story in their own way. As this is real early in the relationship, the counsellor must utilise good active listening skills and open questioning in order to help the client explore their situation and open up.

History of Jazz from 1970-1990 Essay

Ameri burn down kip down has been studied from many perspectives. The unisonal nominate itself, its origins and evolution, and the artistes who perform it bring become subjects for a large body of scholarly and critical lit epochture. Jazz is one of the oldest types of music, with origin since the 1400s. This essay focuses on jazz from 1970-1990, and on early(a) aspects within the same period. Section I Since 1970, jazz music took a rising direction from the previous one, which was modifyd by wide experiments using bare-ass electric instruments. Major styles that were introduced include jazz fusion, pop fusion and jazz disputation.Jazz fusion, can be defined as an art form that can be called jazz as it does not compromise the qualities of melodic, harmonic, chantlike and formal considerations of the early masters, but seeks to develop them on new directions. (Jazz hi apologue timeline) On the other hand, pop fusion, can be defined as a transparent dance style, with fewer i mprovised solos, in form of simple songs, a contour version of jazz fusion, which offers much less variety in rhythmic and harmonic structures. Don Ellis was one of the longest performers of the time. He innovated messs and played the trumpet as well as other electric instruments successfully.Since he was constantly experimenting with unlike electric instruments, he was able to produce many albums all completely different from one another. Dons contribution to music was large. In the late 1960s, he studied Indian rhythms, creating the Hindu Orchestra, comprising of three string bases and three drummers. His heap was composed of eight brasses, five woodwinds, and six rhythms were amongst the most successful bands of the period. He was an imaginative jazz lover, and his use of many instruments and electric devices are a testimony that he was a genius. (Jazz history timeline)Maynard Ferguson also played jazz-rock from1970 to 1990. He principal(prenominal)tained this style until 1 990, when he changed to the bop style. His contributions to famous soundtrack themes are legendary, an example beingness the main title theme from the T. V series Star Trek. At about the same time, Miles Davis started experimenting with electric instruments he also played at the CBS studios. Robert Moog invented Moog synthesizer, causing a great sensation in New York. The Moog synthesizer was used in re achievement of music by the great Baroque masters before it was notice by the jazz movement.One of the reasons why the music changed in the mid-seventies was because the free jazz movement of the 1960s had encouraged a more valiant approach to instrumental innovations. This saw the innovations and experimentations with electric musical instruments in the early 1907s. This period also saw a diversity of opinions created within the jazz ranks, concerning the instruments. (Jazz resources) Electrified instruments offered strapper phasers for guitars and basses, electric pianos and clavinets, as well as ring modulators and echoplexes for wind instruments.However, jazz musicians that were used to the acoustic instruments rejected these new electrical instruments, assuming that their electric cause were an interference with the natural talents that were inherent with acoustic musicians and instruments. Many musicians were lured to cross over and to compete with the jazz-rock performers, who were successful in producing and selling their music to a large number. In the 1980s, the emergence of modern key board technology produced a fragmented style, which had a great appeal on the masses.In many ways, it resembled the swing era in terms of popularity, and shared some of the characteristics. (Timeline of trends in music) Pop-fusion style became popular it was a simple dance style, with fewer improvised solos, but in simple song form. It was a streamlined version of jazz fusion, as it offered much less variety in rhythmic and harmonic structures. Melodies were simp le, and emphasized on clamant vamps, highly dependent on the effects of the studio. It doesnt maintain the musical intensity of the early jazz-fusion masters, such as Miles Davis and Chick Corea.However, credible jazz musicians who obtain continued to cross over and back again, to and from the mainstream tradition continue to play it. Studio technology, which includes overdubbing use of the Musical Instrument Digital Process with synthesizers and programmed samples from drum machines, characterize pop-fusion as in jazz-fusion. Pop-fusion was a synthesized style that is highly simplified musically with expended vamps and limited emphasis on improvisation. Vamps were used with little variation compared to fusion of the 1970s however, Latin rhythms are a major influence. (Jazz history timeline)There is a major difference between pop-fusion and true jazz-fusion. This can be illustrated by the situation that most musicians who are hired on an individual basis report to the gig. Many t imes, they meet other musicians with whom they will play with for the first time. Trained jazz musicians know the basis jazz literature repertoire which comes from fake books. With knowledge of tunes, and basic chord interpretations they can play just about anything, and to the average listener, the band will sound like a group that has been together for a long time.However, a standard means of operation for musicians is to often create tunes on the spot through standard progressions, like the blues form, vamps or riffs. Many pop-fusion groups depend on their equipment for musical effects rather than on their own creativity, and then often sound like simple jam sessions with a repetitive vamp, a standard bridge, and little variation. The harmonic progressions remain basically simple, with statistic melodies. There has not been much room for creativity within the infrastructure of the tune, nor does in that location appear to be ample opportunity for improvisation.The improvisation s, like the vamps, are standard fare with clinch links and bass lines. Jazz fusion, on the other hand, commonly presents a much higher standard, with extremely gifted sidemen. In this kind of music in that respect is nowhere to hide. Much planning and rehearsal are usually obvious, because of the musical dimensions of the material. The compositions are generally much more involved, with intricate harmonic schemes, subtle rhythmic changes, and fresh melodies that demand an original and creative approach to improvisation.Section IIIn the period between 1970 and 1980, there were changes in the industrial structure, labor power, and indicators of contrariety were evident. The counties where the bargaining power of workers vis-a-vis their employers, was greater and counties with more favorable geographic locations in the national political economy did have better social economical conditions. Of the industrial sectors in America, the manu pointuring sector experienced the relatively largest growth with the percentage of the employed labor force in this sector, expanding from 14% in 1970 to 16% in 1980.These employees provided sufficient labor to the industries, enabling the sector to improve and produce more sizables, not only for sale in the American market, but also in the other markets. Most of the labor came from the poor families. It comprised of freed slaves, Hispanic immigrants, and the low class Americans. Peripheral employment decreased slightly, mainly due to declines in extractive, textiles, and apparel employment. In the late 1970s, there was an improvement in economic inequality, and hence poverty declined from 17% in 1970 to about 13% in 1980.At the same time, there was inequality between the whites, and the blacks. Several Acts had been passed in the 1970s to bring slave trade to an end. The war against slavery was nearly over in 1980 blacks were not being discriminated as they were before. In the same period, cities like New York have already started developing. It attracted big crowds in jazz concerts. Hollywood was also catching up, due to the fact that most movie stars resided there and that most movie producers shot their movies in such cities. Kolchin) Although it is not always true, it does not seem reasonable to suppose that government activity is easier when a countrys economy is growing in real terms, and its status and power abroad are in ascendant. Both applied in the case of the United States 1942 and 1965. Between 1965 and the 1980s, American International economic and foreign policy influence experienced relative decline. Since the early 1980s, this trend has continued, although there was something of a respite in the late 1890s.There is no question that the management of the economy and the exercise of military and diplomatic power abroad were more belike to be difficult during periods of relative decline or when there is little consensus on management of the economy or on Americas utilization abroad. The Vietnam War was the first major demonstration of the limits to American military power, and it effectively broke President Lyndon Johnson, and led another, President Richard Nixon to commit a series of vicious acts, including the secret bombing of Cambodia and the unauthorized surveillance of opponents of the war.At the end of the period (1970-1990), the United States had improved communication and spread of government responsibilities, making the whole ordering much more centralized. Information started being disseminated by the four major television networks (NBS, CBS, ABC, and Fox), by the news services, and by the syndicated columns of major newspapers and cable TV networks. The initiation of network usage was another step that facilitated nationalization trends. Economically, the society became more centralized, with giant corporations providing the same goods and services uniformly throughout the country.The activities of the government were centralized, and Washington more and more became the focus of political activity. The state and the local government became more interdependent with the federal government in the same period. This also applied to corporations, low businesses and almost all those interests in society affected by federal government spending, regulation and arbitration. Among the Mexican Americans, Mexican sept customs and practices existed both inside and international of the immigrant families. Traditional folk songs and music from their homeland served as popular forms of entertainment.Family celebrations usually include some form of musical entertainment. Some families afforded to hire a trivial group of musicians, who played a variety of musical styles, including jazz. Religion played a key role in the life of the Mexican Americans. A majority of the Mexican immigrants were Catholics, but blended specific cultural practices with the traditional catholic beliefs and rituals. At the level of every citizen, the church exe rted a tremendous force by shaping every aspect of society from birth to death.Their deep relationships with each other and their deep faith in Catholicism was a way to repose themselves due to the sufferings most of them faced with the authorities. Family gatherings in the backyard, Neighborhood Park, or at some other location for a celebration usually included story telling. As another immigrant communities, the oral tradition provided immigrants with a connection to their homelands. Their oral literature included Mexican tales called cuentos, legends, and childrens stories.Ghost stories were also popular and included a moral lesson at the end. Escamilla and Kathy) The more time the Mexican Americans spent in the United States, the more they began to make some degree of transition to deliver English. For most Mexicans, those who came during the first major wave of immigration, and those who arrived recently, the acquisition of English often originated with the development of cod e-switching, a process through which a person uses their primary language, in this case, Spanish, with a sprinkling of English haggle. Mexican immigrants often changed certain English words to sound like a Spanish language version.English words like market and sweater were changed to marqueta and suera respectively. However, the Mexican immigrants from middle or upper class are less likely to use words such as these. In addition, to using an intermingling of Spanish and English and hybrid English-Spanish words, another common practice among Mexican Americans is involves the usage of grammatically incorrect Spanish. Mexican Americans show take place signs of linguistic and cultural assimilation over generations, tough it is gradual. (Mexican American history)Section III In 1970s, there was a major shift in the American societal and cultural values. Despite the great evolutions that were happening to the music, the concert band connection to American history diminished significantly outside of educational settings. fewer television and broadcasts of concert bands were aired to the point where television broadcasts ceased altogether. Popular stars of the American popular culture had either started dying or losing their popularity, and being replaced by folk artistes, R&B singers, and rock bands.As a musician, my professional life would revolve around efforts to compose songs that would be competitive enough to attract howling(a) crowds. Making collaborations with famous musicians would also be a good way to market myself. I could also ask good song writers to write good songs, with the aim of attracting huge crowds and making more fans. Since some of the most famous musicians had stopped singing due to old age, the 1970s would have been a great time to make an impression to the jazz lovers. Marketing would also be an important aspect, although the radio and television stations were not be relied upon satisfactorily in the early 70s.However, in the late 1970, a n appearance of rock artistes dominated television, radio, record sales, and therefore the American consciousness. American musicians were faced with a new reality. Marketing strategies that promoted these new stars changed too. As bulk moved from the cities to the suburbs, urban culture, including fine arts events, their venues, and audiences were siphoned away to the suburbs for convenience sake. As a musician, keeping up with the changes in the music industriousness would have been an important thing to do.I would come up with new and innovative ways to market my self, just as the other musicians. Since most people were moving to the rural areas, holding concerts at places where fans could assemble would be a great way to get attention from the crowds. As this period was characterized with revolutionalising music, it would also have been important to change or to evolve my music, to match the likes of the people at the time. (The history of jazz music)Section IV Through analyze the history of jazz, I have learnt that every music genre undergoes evolution.Ive learnt that the social history of jazz involves two interrelated, yet analytically separable phenomena. One is the external dynamic, in which the development of jazz has been shaped and even contained by the larger world of entertainment. The tendency toward discrimination in studio hiring practices is an example of containment. In this sense, jazz is music shaped and molded by the mass media, in particular the worlds of radio broadcasting and phonograph record studio. Nowadays, Most Americans first hear something called jazz on a record or over the radio.While it is true that what they hear is probably not pure jazz, it is a modified version of the real thing. (History of Jazz) Since the production of records and radio broadcasting is motivated by the desire for profit, the most widely disseminated jazz is closer to easy listening and to rock than to modern chamber music. I have also learnt of some o f the factors affecting or constraining the development of jazz music, and the musicians who play it, some of them are large scale, global, while others are small scale. Jazz musicians, like everyone else, have to make a living.While they are doing that, they are expected to extend and re-create the form itself. But there is the take a chance involved in attempting to create art in a popular context, the risk of losing ones audience if the music goes beyond what the audience understands. This sets up a tension between the acts of performance and act of recreation. This tension is more evident in jazz, because it is the kind of music where creation or composition usually occurs during performance. I love listening to rock music, and through this course, I have learnt that it has gone through several transitions.Some of the styles that were used in the early seventies are being used today. The course has enabled me to notice the similarities in the dancing styles, similar ways of com posing and the dressing mode of rockstars of today and those of the past. Nowadays, some rock stars prefer using black and white pictures on their music videos, just as it was in the past, although that was due to the absence of color TVs. Generally, I would say that studying jazz has been an eye-opener that even when listening to music, I should be keen to notice small details, such as its evolution.

Pob Sba Guide for Description of Business Essay

Main Objective of doing this SBATo give you an opportunity to apply the knowledge gained in the culture of Principles of Business. 1. 2. How will this be done? The objective will be fulfilled through the examination of a designated business/firm. The data collection instruments will be the questionnaire and the interview. The information gathered will then be analysed and evaluated, with the aim of drawing specific conclusions about the firm. Our staff consists of twenty employees four of who are supervisors of the factory and deuce-ace administrative staff responsible for accounting, billing and wages.A Production Manager is in charge of all production processes and the supervisors report to him. There is a lineament Control Supervisor who reports directly to the partners. An Inventory Manager is in charge of receiving, storage and issuance of raw materials as well as receipt, storage and dissemination of the finished products with a staff of three assistants to help him. The fu nctional areas of the business will include Purchasing/Logistics, Inventory Management, Production, Distribution and

Barack Obama: A Legend in the Making Essay

Barack Obama is the Illinois State Senator where he served for seven years. He is currently a candidate for the 2008 presidential race alongside Hilary Clinton and jakes McCain. At least half a dozen African-Americans squander preceded Obama as candidates to be Americas first black president, from Jesse Jackson to Virginias Douglas Wilder. nevertheless none has arrived at what seems to be such an opportune time with such broad appeal ( Graff, 2006). Born on August 4, 1961, and named as Barrack ibn Talal Hussein Obama, Jr. by his p arents who were a Kenya-innate(p) Harvard-educated economist and a Caucasian anthropologist (White, 2008). At the age of two, his parents were divorced and when his mother married an Indonesian man, the family moved to Jakarta. Although his father and step-father were Muslim, Obama chose to be a Christian wherein he understanded secular and Catholic schools rather than a madrassa. He then moved back to Hawaii to live with his grandparents and attend sch ool. He went on to study governmental science at Columbia University in New York, and then moved to Chicago where he spent three years as a community organizer(Profile Barack Obama, 2008). In 1988 he left to attend Harvard law of nature School, where he became the first African-American president of the Harvard Law Review. After Harvard, Obama returned to Chicago to practice civil rights law, representing victims of housing and employment discrimination (Ibid). With his upbringing and educational background, Obama have made a name in the political arena. His charisma, personality and presence have made him a notable African-American politician. Part of what sets Obama apart in the Senate is his relative youth. He is one of the first senators born in the 1960s, in a chamber dominated by greatest-generation colleagues, Obama is more than likely to find peers on his staff than on the Senate floor. He has cordial solely not close relations with party elders.He prefers to discuss iss ues in his own words, and reframing topics as he goes . The senators highest-profile ventures have been bipartisan, including a tutelage in nuclear nonproliferation that took Obama to Eastern Europe and Russia. It was an effort to bring transparency to government and a push for immigration reform. Obama is also known for his initiative in raising e the threat of avian flu on the Senate floor and has spoken out for victims of Hurricane Katrina, pushed for alternative-energy development, and championed improved veterans benefits ( Graff, 2006). Obamas biggest accomplishments as a freshman senator have taken place outside the Capitol. His Call to Renewal speech at Washington DCs National City Christian Church was by chance the most important dissection of the political world and the role of conviction made by any Democratic politician in a generation.He argued that faith was an important part of the American reform tradition but Americans must remember that it was the most religious founders who insisted on the separation of church and state so people could not be persecuted for their beliefs. More broadly, he has inspired in a generation of political activists a measure of hope for a better, more united America. Obama emphasized that Americans are seeking guidance in the uncertainty of modern life, and for politics to ignore, or even belittle that search for meaning is a disservice to the nation. He stated that,They need an assurance that someone out there cares about them, is listening to themthat they are not just destined to become down the long highway towards nothingness (Ibid). One of the reasons why Obama have made such an appeal to all over the world is because his life is the build of the American dream. He came from a broken family and was brought up modestly. Despite this, he still managed to a become a community organizer, civil rights attorney, progressive attraction and a loving husband to his wife and a responsible father to his two daughter s. His accomplishments are a testament that anyone can be a somebody as long as they put their hearts and souls in achieving their dream. Obamas journey to the presidency have given hope particularly to Black Americans that they are not a marginalized group in the American society. His story have inspired a lot of people to make a difference forwards its too late.ReferencesBBC. (2008 January 30). Profile Barack Obama. Retrieved February 21, 2008, from http//news.bbc.co.uk/1/hi/world/americas/3936013.stmGraff, G.M. (2006). The Legend of Barack Obama. Washingtonian.com. Retrieved February 2008, from http//www.washingtonian.com/articles/mediapolitics/1836.htmlWhite, D. (2008). US Senator Barack Obama of Illinois. New York Times Company. Retrieved February 21, 2008, from http//usliberals.about.com/od/congressionalleadership/p/SenObama.htm