Performance Measurement Essay Example

Performance Measurement Essay The current issue and full text archive of this journal is available at www. emeraldinsight. com/0263-7472. htm Performance measurement in facilities management: driving innovation? Michael Pitt and Matthew Tucker School of the Built Environment, Liverpool John Moores University, Liverpool, UK Abstract Purpose – This paper aims to examine the state of knowledge of performance measurement in facilities management, in particular regarding the concepts underlying benchmarking in relation to its ability to drive innovation in the industry. Design/methodology/approach – An evaluation of the key issues surrounding performance measurement and the effective application of benchmarking systems are examined, exploring the possibility of applying a benchmarking technique to measure facilities performance. Findings – The paper suggests that a fully developed performance measurement solution via effective benchmarking can deliver as a business tool in facilities management (FM), whilst acting as a driver in the innovation process. Practical implications – With the nature of performance measurement having changed over the past few decades, the paper acts as a catalyst to how performance measurement systems and techniques operate within FM and stimulate innovation. Originality/value – By adopting the notion of innovation to performance measurement, the paper highlights new areas of thought to facilities management and how performance measurement is strategically applied to the industry. Keywords Performance measures, Benchmarking, Facilities, Innovation Paper type Research paper We will write a custom essay sample on Performance Measurement specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Performance Measurement specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Performance Measurement specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Performance measurement in FM 241 Received October 2005 Revised August 2007 Accepted May 2008 Introduction Performance measurement is an area to which companies have paid much attention recently. Performance is regarded as a major competitive issue (Tran? eld and Akhaghi, 1995). In facilities management (FM), there is a wide range of choices in measuring FM performance, re? ecting the varied nature of the ? eld. The focus on FM skills and techniques should be in the areas that contribute to the overall management of a business, ? nancial and ersonal criteria (Barrett, 1992). This paper aims to review the state of knowledge of performance measurement in FM and seeks to explore how measuring service performance is linked to innovation processes within the organisation. Benchmarking is a key performance measurement tool that allows organisations to achieve added value and â€Å"superior performance† (Camp, 1989). The discussion focuses on the proposition of adopting benchmarking techniques in measuring facilities performance, driving a framework of an FM performance measurement solution. It is important to stress however that by researching such an approach, with the emphasis on benchmarking, it does not contend that benchmarking should be the only performance instrument implemented to organisational performance measurement Property Management Vol. 26 No. 4, 2008 pp. 241-254 q Emerald Group Publishing Limited 0263-7472 DOI 10. 1108/02637470810894885 PM 26,4 systems. It merely identi? es the importance of benchmarking as a stimulant to achieving innovation in performance measurement. Facilities management overview FM is a relatively new discipline. It has developed since around 1978 where the Herman Miller Corporation, the worlds leading furniture manufacturer, staged a conference on â€Å"Facilities Impact on Productivity†. This might be seen as the beginning of FM. FM as a discipline emerged out of practice, just as the great established professions. It emerged with the integration of three main strands of activity: property management, property operations and maintenance and of? ce administration (Kincaid, 1994). More signi? antly it established a focus on the management and delivery of the business â€Å"outputs† of both of these entities; namely the productive use of building assets as workplaces (Varcoe, 2000). The International Facility Management Association (IFMA) and the British Institute of Facilities Management (BIFM) adopt the following de? nition, â€Å"the practise of coordinating the physical workplace with the people and work of th e organisation: it integrates the principles of business administration/architecture/behaviour/ engineering science† (US Library of Congress). FM can be de? ned as the integration and alignment of the non-core ervices, including those relating to premises, required to operate and maintain a business to fully support the core objectives of the organisation. Over the years, FM has been growing as a business ? eld and also as a scienti? c discipline, slowly ? nding and anchoring its position among organisations’ business processes. Nowadays, the dedication of FM organisations to new developments and continuous innovation processes seems to be the way to stay in business, constantly exceeding customers’ expectations and adding value to the core business of the client organisation (Mudrak et al. , 2004). Performance measurement principles and revolution The traditional view determined by Teague and Eilon (1973) of performance measurement is that it has three broad purposes: (1) to ensure the achievement of goals and objectives; (2) to evaluate, control and improve procedures and processes; and (3) to compare and assess the performance of different organisations, teams and individuals. An early attempt at developing ? nancial measures was made by Du Pont (Walters, 1997). Du Pont is widely acknowledged as being the founder of ? nancial performance measurement, by introducing a pyramid of ? ancial ratios as early as 1903. However, in the late 1970s and 1980s, numerous authors expressed a general dissatisfaction with traditional backward looking or lag accounting based performance measurement systems. In the 1990s, attention on performance measurement shifted to quality and consumer satisfaction. A broader conceptualisation of business performance emerged, as the emphasis on operational performance (i. e. non-? nancial performance) was added to indicators to measure business performance (Venkatraman and Ramanujam, 1986). 42 Traditionally the use of ? nancial indicators has determined the way in which businesses operate – if the cost is low, and the pro? t is high then they are happy. With the considerable in? uence of the changing business marketplace however, this philosophy is no longer sustainable, and the emergence of non-? nancial or qualitative indicators, speci? cally focused on process, structure and change, instead of traditional cost, pro? t, and output, has drastically changed the way in which businesses perceive performance. Drucker (1993) described traditional measures as not adequate for business evaluation and fail to meet new business needs as they are lagging indicators. By this, they mean that traditional indicators are not able to provide real time performance, they are always set on past periods. This was reiterated by Varcoe (1996) terming traditional indicators as being â€Å"past their sell by date†. Kaplan and Norton (1996) contended that â€Å"companies were in the midst of a revolutionary transformation† as they shifted from industrial age competition to information age competition. By this, they urged that it was no longer feasible to gain â€Å"competitive advantage† within business merely through the deployment of new technology (Kaplan and Norton, 1996). To this, a shift has occurred, as Kaplan and Norton (2001) claim that ? nancial measures are historical in nature, they report only on outcomes and the consequences of past actions. Amartunga and Baldry (2003) summarised the views advanced in the debate on traditional performance measurement as follows: . Criticism of traditional management control (Brown and Laverick, 1994; Stone, 1996; Letza, 1996; Rangone, 1997; Neely, 1998). Need to represent non-? nancial measures (Olve et al. , 1999; Ernst Young, 1998). . Lack of prescription on how to implement the measures (Olve et al. , 1999; McFadzean, 1995). . Lack of strategic focus (Hally, 1994). The debate and the criticism on traditional performance measurement show that ? nancial performance measures are not a solution to the measurement of business p erformance. Therefore the principles of performance measurement become revolution, as contemporary ideas and practices of how to strategically measure business performance change. For Nani et al. (1990) performance measurement systems were developed as a means of monitoring and maintaining organisational control: Organisational control may be de? ned as the process of ensuring that an organisation pursues strategies that lead to the achievement of overall goals and objectives. Performance measurement in FM 243 Hronec’s (1993) work emphasises this, de? ning performance measures as a vital sign of the organisation, showing how well activities within a process or the outputs of a process achieve a speci? c goal. According to Zairi (1994) performance measurement is the systematic assignment of a number of activities. Kanter (1995) claims that in today’s dynamic business environment the emphasis has shifted to the â€Å"three C’s† – concepts, competence, and connections, which drives from investments in innovation, education and collaboration. As cited in Wilson (2000), the roles of performance measurement have been intertwined with the premise that organisations achieve PM 26,4 244 success (meet their objectives) by delivering services with greater ef? ciency and effectiveness than their competitors (Ghobadian and Ashworth, 1994). Further themes emerging in contemporary academic literature that relate to adding value to performance measurement systems have been determined and analysed by Wilson (2000). The themes are: . Measurement for improvement, which states that measurement systems are service functions and only have the right to exist if they add value to the organisation (Van Schalkwyk, 1998). . The integration of broad measures, which see the challenge for performance measurement systems as being the ability to balance multiple measures (i. e. cost, quality and time) across multiple levels (i. e. he organisation, the process and the people) (Hronec, 1993). . Clear communication and dissemination, where, if information is poorly presented, it may be misunderstood, poorly assimilated or at the extreme completely ignored (Harvey, 1984). Research by Amartunga and Baldry (2003) described performance measurement as a process of assessing progress towards achieving pre-determined goals, including information o n the ef? ciency by which resources are transformed into goods and services, the quality of these outputs and outcomes, and the effectiveness of organisational objectives. Therefore, the basic foundations of performance measurement are the quali? cations of elements, which impact on organisational objectives, management control and evaluation. Fitzgerald et al. (1991) examined performance measurement in service businesses. They highlighted the complexity of measuring performance within the service sector, as opposed to that of the manufacturing sector, as services are intangible in nature. For example, Fitzgerald et al. (1991) talk about air travel where there are many intangible factors such as the helpfulness of the cabin crew, but also more tangible factors, such as the measure of luggage with passengers. Fitzgerald et al. (1991) contended therefore that â€Å"a range of measures† is required, which act as a â€Å"contingency theory† to the uniqueness of performance measurement within the service sector. Fitzgerald et al. (1991) stressed however that the selection of a range of performance measures should be made according to the strategic intentions of the organisation. What this means in essence is that measures should have a balance so that one dimension is not dominating the performance system and consequently skewing the strategic goals of the organisation. Facilities performance and innovation The objectives and roles of performance measurement to achieve organisation goals have been expounded as FM is growing and enhancing into this business. However, as business performance becomes revolution, the need for learning, growth, and innovation becomes crucial. There are as many de? nitions of innovation as there are of FM. Innovation can be de? ned as a continuous process of bringing new ideas into practical uses (Tidd et al. , 2001). A broad de? nition as cited in Mudrak et al. 2004) is that innovation is: a management process, involving multiple activities, performed by multiple actors from one or several organisations, during which new combinations of means and/or ends, which are new for creating and/or adopting a unit, are developed and/or produced and/or implemented and/or transferred to old and/or new market-partners. Performance measurement in FM 245 According to Tidd et al. (2001) the innovation processes in product and service de velopment are similar in principle; however, they vary in speci? routines and activities performed, by which the innovation processes are enabled. One of the more common debates concerning the de? nition of innovation asks whether innovation should be regarded as a process or a discrete event (Cooper, 1998). Either a process or discrete event, innovation is a synergised element to organisation growth and competition in the market. According to Cooper (1998) understanding of learning processes is a key requirement for the facilitation and optimisation of improvement and innovation in business processes. By understanding and optimising learning processes, managers in organisations will be able to achieve behavioural change leading to performance measurement. With respect to performance measurement and the innovation process in organisations’ it shows that performance measurement is the driver. Buckler (1998) explained the link between learning and performance improvement and stated that by understanding and optimising learning process, managers will be able to achieve behaviour change leading to performance improvement (Figure 1). Therefore the growth in performance measurement within the FM discipline seems to relate and directly impact on the organisations performance and actual innovation of that performance. Facilities performance measurement The focus of facilities management skills and techniques should be in the area that contributes to the overall management of a business by relating accommodation and support infrastructure issues to business, ? nancial and personal criteria (Barrett, 1992). Therefore the issue of measuring facility performance is a critical task to the facilities manager. However, why should FM organisations want to measure performance? From a classical management perspective there is a need to assess performance in order to guide management decision-making, and as FM is a subset of general management, performance measurement applies to management in the FM context (Amaratunga et al. , 2000). Further, performance measurement is a driver to an innovation process in an organisation. Alexander (1996) identi? es measurement of performance as one of the â€Å"three essential issues for the effective implementation of a facilities strategy†. Thus Figure 1. The link between learning and performance improvement PM 26,4 246 performance measurement has become increasingly important both for reasons of justi? cation to general management and to support management and practise within FM organisations. The measurement of facilities has three main components, namely, physical, functional, and ? nancial (Williams, 1996). Physical performance relates to the behaviour of the building fabric and embraces physical properties such as structural integrity, heating, lighting, energy ef? ciency, maintainability, and durability. Functional performance concerns the relationship of the building with its occupiers and embraces issues such as space, layout, ergonomics, image, ambience, communication, health and safety, and ? exibility. Finally, ? nancial performance arises from the physical and functional performances of the building and comprises capital and recurrent (life-cycle) expenditures, depreciation and ef? ciency of use etc. According to Amartunga and Baldry (2003), the contribution made by FM will be judged by organisations’ stakeholders over a wide range of performance criteria, including the hard metrics of ? ance and economics. FM is seen to be able to contribute to the performance of an organisation in many ways, including strategy, culture, control of resources, service delivery, supply chain management, and perhaps most importantly, the management of change. Quality, value and the management of risk also emerge as signi? cant factors. Thus it is important to have systems to measure the ef fect of the FM functions on an organisations core business, together with systems to measure FM’s own performance. There is a wide range of choices in measuring FM performance re? ecting the varied nature of the ? eld, and is regarded as a major competitive issue (Kincaid, 1994). Facilities managers must understand the nature and the business of the organisation and their work process in order to derive the effective and ef? cient measurement tools. Besides this, the facilities manager may also have to clarify the purposes of measurement before deciding on the technique to be applied for assessing facilities management performance. Measuring facilities performance: a practical insight The key determinant in achieving effective performance measurement is to view FM strategically, where FM is aligned to support the core objectives of the organisation. To exemplify how this may operate practically, let us take one element of FM, the reception service. The reception service is at the front-line of the business. Often it is the ? rst service that the customer comes in contact with, and consequently has a signi? cant impact on their initial perception of the organisation. One could assume therefore that the most ef? ient method to measure the performance of the reception service is through customer satisfaction indicators. However, is this comparable for all organisations? Here is where FM performance measurement must be viewed from a strategic context. This can be further exempli? ed by comparing three different organisations delivering a reception service. Firstly, the reception service within a telecommunications of? ce. Primarily, the core business objectives within the telecommunications industry are centred on the customer through the delivery of a product. All business operations must meet the needs of the customer in order to generate mass customer satisfaction and stimulate market sales. Hence, when measuring the ef? ciency of the reception service within a telecommunications of? ce, the primary indicators will be focussed on customer satisfaction, such as the helpfulness of staff, the ability of staff to deal with a query, and the comfort of the waiting area. Second, the reception service within an international bank. Again, primarily core objectives if an international bank are centred on the customer, in this case however through the delivery of ? ancial support and management. Here, the core business objectives differ slightly, as the bank is still primarily selling services to the customer and therefore needs to promote high levels of customer satisfaction, but also has an important security element involved due to the nature of the core business. When measuring the ef? ciency of the reception service within the bank, the indica tors will be different, focussed around two key factors – ensuring high levels of customer satisfaction, and ensuring security measures are in place when dealing with customers. This is likely to involve ensuring that standard identi? cation checks are taking place, such as cross-checking personal details within a database. Third, the reception service within a government security building. Here, the core business objectives differ dramatically to the previous two examples, as the primary focus is centred on security. In this instance, measuring the levels of customer satisfaction of the reception service fall much further down the list of priority indicators, and are overtaken with robust security measures ranging from ensuring that standard identi? ation checks are taking place, to more sophisticated measures involving rigorous scanning and checking of visitors entering and exiting the building. Through using the example of one element of FM, it illustrates the importance of how the practical application of performance measurement must be centred on the core business objectives of that organisation. FM performance measurement however is often too internall y focussed. Measures can therefore be benchmarked in order to understand how an organisation is performing compared to industry overall. However, the scope of benchmarking data depends heavily on the diversity and depth of the particular sector in which the organisation functions. From the examples above, benchmarking reception performance is much more accessible in the ? rst two examples. However, obtaining benchmarking data on high level security buildings is more dif? cult. The paper now seeks to understand how benchmarking can be used as a tool to measure facilities performance, and what impact this can have on driving innovation in FM performance measurement. Using benchmarking as a tool to measure facilities performance Benchmarking is essentially a cost reduction method (McDougall and Hinks, 2000). The principle of benchmarking evolved out of the total quality management movement and allows managers to place their performance measurement in context (Camp, 1989). It is the most powerful technique for gaining and maintaining competitive advantage (Codling, 1992). Sarkis (2001) outlines that from a managers perspective, benchmarking has been de? ed as a continuous, systematic process for evaluating the products, services and work processes of organisations that are recognised as representing best practices, for the purposes of the organisations’ improvement. For Camp (1989), benchmarking in the ? rst instance is about practices, not metrics. Many immediately consider benchmarking as a set of outputs, just like many confuse innovation as a one off invention instead of a process. Benchmarking is not as simple as gathering indicators t ogether so an organisation can evidence that they are measuring something. Because what are they measuring, and how relevant is it to their overall objectives? Hence, there must be a meaning before the measurement, a process Performance measurement in FM 247 PM 26,4 before the output, or in Camp’s case, a practice before the metric. To this, Camp de? nes benchmarking as follows: Benchmarking is the search for industry best practices that lead to superior performance. 248 In order to achieve this, Camp identi? es four basic steps that are fundamental to benchmarking success: (1) Know your operation – evaluate internal operation strengths and weaknesses. 2) Know the industry leaders or competitors – know the strengths and weaknesses of the competition. (3) Incorporate the best – emulate the strengths of the leaders in competition. (4) Gain superiority – go beyond the best practices installed and be the best of the best Hence, benchmarking techniques can signi? cantly help FM organisations to gain â€Å"superiority†, a nd can signi? cantly drive innovation in their performance measurement systems. Benchmarking within FM began to take shape in 1984, where the IFMA started to collect data on facilities trends and demographics. This was expanded in 1987 to include occupancy costs, which coincided with the initial interest in such data in the UK (Varcoe, 1996). In FM, benchmarking as a performance measurement technique is now well known however, and the application of benchmarking to FM performance criteria is now apparent within large organisations (McDougall and Hinks, 2000). It is the ideal tool for setting corporate goals and transforming them into tangibles which are delivered to the end customer and it is the tool that enables the senior manager to answer questions such as: where are we now? Where do we need to be? How do we get there? How could we remain there? The desired standards of performance are therefore to optimise process performance in order to deliver total quality and 100 per cent value to the end customer (Zairi, 1994). Gilleard and Yat-Lung (2004) stated that FM benchmarking issues are typically driven by ? nancial, organisational, change management, and customer-related needs. They may be either internally focussed or external driven. Therefore it has put pressure on FM teams that value customer-driven issues such as delivery of quality and timely services. It also fails to take into account how an organisation performs at a strategic level, whether from the worker or the workplace perspective. The Department of Trade and Industry (DTI, 1993) produced an executive guide and point out the importance of benchmarking against: . The best you can ? nd whether within your industry or outside. . What is relevant to your customers view of what is important. . That thing that affects ? nancial performance. From an FM context, many people think that benchmarking is only about comparing cost levels. However Wauters (2005) revealed there are other aspects of FM that can be benchmarked. The most prominent of these aspects are: . Space use: Benchmarking the space use is a prime aspect as it drives all of the premises costs. The ? oor areas need to be known for the purpose of comparing costs of maintenance, cleaning etc; . . FM management: Benchmarking the effectiveness and cost of the facilities management operation on a strategic/tactical level; and Computer-aided FM systems: Benchmarking of the costs and effectiveness of the help desk. Performance measurement in FM 249 In addition, Hinks and McNay (1999) emphasise the need to measure performance gaps between service delivery and customer satisfaction. Hence, Hinks and McNay stress the need to rank benchmarking criteria, linking these to performance and service in such a way that their overall in? uence may be evaluated against business-driven imperatives. Further, Hinks and McNay suggest that the application of a manage-by-variance tool. The tool identi? es business and facility key performance indicators (KPI), helping to create a rank order among the benchmarking criteria. Further literature on benchmarking techniques focused within the FM discipline has come from Wauters (2005), Gilleard and Yat-Lung (2004), Loosemore and Hsin (2001), Massheder and Finch (1998), Akhlagi (1997) and Varcoe (1996). According to Wauters (2005) benchmarking is one of the techniques that has been used by many organisations and if applied correctly will lead to effective value management of facilities services. By this Wauters means that to use benchmarking effectively, you must identify the â€Å"ideal performance†, and hen emulate it. Benchmarking and service performance in FM Most services are provided through facilities (Brackertz and Kenley, 2002) and it has been suggested that the measurement of facilities should relate to the core business objectives such as customer satisfaction or service delivery (e. g. Walters, 1999; Tucker and Smith, 2008). As an integrated approach in managing the workplace, service is one of the key components facilities managers put for ward and seriously consider in achieving the set-up goals of the organisation. In service provision, FM is wide in scope, concerned with the major strategic decisions to the very detailed decisions such as posting the signs to the ladies’ toilet in a restaurant (Looy et al. , 2003). Therefore, in order to achieve organisational objectives, measuring service performance is crucial to the facilities manager. However, applied models that link facilities performance measurement to organisational strategy have to date, been limited (Brackertz and Kenley, 2002). It has been noted that in service ? ms, the importance of the physical setting depends on the nature of the job as well as the consumption experience. Consequently, she presented a typology of service environments or â€Å"servicescapes†, being those categories of a service based on who is performance in the servicescape (the customer, employees, or both) as well as the complexity of the servicescape. According to Looy et al. (2003), the customer perceives the servicescape holistically. They sug gest the environmental dimensions where customers value the service. Environmental dimensions comprise ambient conditions, spatial layout and process, and sign, symbols and artefacts (Figure 2). Ambient conditions refer largely to background characteristics such as noise, temperature and scent. In short, all the elements of our human environment affect the human ? ve senses. Spatial layout and process includes elements of the environment that are closely related to the core elements of service delivery. These dimensions refer to the way of arrangement and the physical and psychological effects on the customer. PM 26,4 250 Figure 2. Servicescape environment The other dimension relates to sign, symbols and artefacts. It is the item in the physical environment that serves as explicit or implicit communications to its users about the place. Tucker and Smith (2008) explored the importance of user perceptions within an organisational context, and how their perceptions can be evidenced and applied within FM. Tucker and Smith contended that there is a â€Å"logical customer performance ladder† (LCPL) that organisations should aspire to climb in order to achieve optimum levels of service delivery (Figure 3). The ladder acknowledges the importance of the initial user input to determine innovative ways of delivering what is important; to the internal business processes that will enable this delivery to be successful; to the strategic direction of the performance measures in line with their core business objectives; and to the consequent added value by increased customer satisfaction. Figure 3. Logical customer performance ladder Performance measurement is integral to the effective implementation of continuous improvement and added value within business (Tucker and Pitt, 2008a) and can act as a key driver for embedding innovation into the mindset. Tucker and Pitt (2008a) illustrate the importance of incorporating a performance-focused strategic concept in FM (Figure 4), emphasising that in order to achieve strategic FM, organisations should incorporate performance measurement through a balance of competitive service delivery and the application of best value principles, which will in turn feed directly into the core objectives of the organisation. Research in benchmarking and innovation in FM Generally the review of the literature has determined the area of proliferation in measuring FM performance. Measuring facilities performance contributes to the organisational successfulness to the innovation process. Benchmarking is among the accepted approaches involved in measuring â€Å"hard† and â€Å"soft† issues in facilities performance without denying the weaknesses of the technique itself. Hence, the innovation process of performance measurement systems, can be signi? cantly enhanced via the application of effective benchmarkin

Essence Essay Example

Essence Essay Example Essence Essay Essence Essay The materials and design we chose before construction consisted of eight or more large pieces of wood, small and large nails, a hammer, screws, drill, bungee cords and screw hooks in order to create a large scale catapult. The design process included a rectangular base made from the large pieces of wood with more weight in the back to hold it down. Two medium size pieces of wood will be drilled into the the top of the triangles to hold the release. The release will be hooked to the PCP pipe so that it can swing freely. A second piece of PCP pipe will be placed Just so that the release stops at a 45 degree angle. The release will be held back tight with a bungee cord that will be pulled in order to create the tension that will allow the release to go and throw the egg. After some hard work and long discussion or design plan has changed. Time was of the essence and a large scale catapult Just wasnt feasible. We decided to create a small scale catapult instead. This small scale one still had the same idea as the large one but Just cut down. We created a 72 inch base with a height of 7 % inches. Two triangles were created on each side with a piece in the middle for the release to be ttached to so it could swing freely. There will be another piece on the back of the base that will hold the tension for the release. Because we switched to small scale, the materials changed. For the base we used a 72 inch piece of plywood. Then, in order to make the triangles, we used four Popsicle sticks that were super glued to the base. Then we broke a piece of barbeque stick in half, and glued it to the middle of the two triangles. Before we glued it we cut a piece of straw and placed it around the stick so that the release could move. We then used bottle cap and glued it to another Popsicle and glued that Popsicle stick to the straw piece of the catapult. Next we placed 2 paper holders on the back of the base holding a rubber band. We then super glued a paper clip to the bottom of the release stick that will connect to the rubber band creating the tension. Then we glued another piece of barbeque stick lower on the triangle so that the release would stop at 45 degrees. We placed a cell phone on the base to hold it down and the placed the ammunition in the bottle cap, pulled back and let it fly.

Persuasive research paper- concealed handgun laws Essay

Persuasive research paper- concealed handgun laws - Essay Example Pro Majority of the criminals are less daring to target individuals who are highly trained and fully equipped with weapons. Citizens must take privilege of this fact and utilize it for their personal protection. They must use the lawful approach for acquisition of legally authorized protective weapons. The armed officials can take absolute advantage of the fact that criminals mostly tend to attack people who are unarmed, and disguise themselves in general public attire to trap the criminals. In 2000, John Lott, PhD conducted a research that clearly asserted that â€Å"shall-issue† commandments have diminished slaughtering by 8.5%, intensified the attacks by 7%, abductions by 5%, and burglary by 3% (Wilson 60). Lott further clarified that if government would have passed the law of authorization of obscured handguns in 1992, which it dissolved in the year 1977, then 1570 assassinated people, 4177 abductions, 60,000 exaggerated attacks and 12000 burglaries would have been avoided in these fifteen years. The modified US bill clearly states that the possession of unrevealed handguns is absolutely lawful and it is not an offense. The modified US constitution further elaborates that there is no harm in legalizing the possession of hidden guns by private army personnel, and there is undoubtedly a dire need for such measures for the security of the people living in a democratic nation. According to the 1997 statistics of National Crime Victimization Assessment, the burglary and battering sufferers who had guns to protect themselves were less probably harassed or experienced a grievance, as compared to those implementing alternative techniques of self-protection, or those people who do not oppose at all in self defense (Wilson 55). Though carrying a concealed handgun is not always a necessity for a grown-up, but it undoubtedly generates a strong sense of self protection in an individual and delivers a state of liberation to go outdoors at night or in treacherous a reas. Many grown-ups who are lawfully carrying concealed handguns are honest and self controlled people who do not abuse their weapons and do not violate the county’s laws. In a report by William Sturdevant (2000) circulated by Texas Concealed Handgun Association website, the common man encounters a 5.7 times greater incidence of being lawfully punished for brutal crimes and 13.5 times more probable to be put up in police lock-ups for peaceful wrongdoings, than licensed hidden arms holders (Bird 38). Bearing a secret handgun possibly will aid in finishing public victimization extravaganzas. If there was a citizen carrying concealed handgun during the slaughtering incidents that were experienced during 1999 in the Columbine High School in Virgina Tech firing event on April 17,2009; then several lives could have been saved. The management cannot assure the security of its inhabitants (Elmer 2012). Every citizen must understand that it is their individual responsibility to prote ct themselves, their families and their community. Any citizen who considers himself bold enough to proudly take this responsibility, then government must not create an obstacle for that person in legal acquisition of concealed handguns. The question of importance that arises here is that if criminals can illegitimately avail concealed hand guns to victimize the innocent people, then why they should the responsible citizens suffer more by

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My opinion about Alternative Worlds - Article Example Megatrends describe the major and progressive changes that will define and shape the world in the near future. The world in 2030 will certainly be a lot different than the world at present as different factors, including individuals’ position, ownership of power, demography, and availability of food, water and energy, would have changed. According to the article, the major trends in the near future are likely to concern individual empowerment, diffusion of power, demographic patterns, and growing food, water and energy nexus. Each of these megatrends is discussed as below. Individual Empowerment refers to the individualistic power that people in future are likely to possess as compared to the present. In the next 15 to 20 years, the level of poverty is likely to reduce thus causing a rise in the number of people categorised as middle class in the entire world. Also, such people would be more educated, have access to modern communications and manufacturing technologies, as well as live in a world with better health-care facilities. This trend is significant as it determines the amount of power that an individual possesses. Unlike the present where individual power is limited, this trend will give people much say in matters that affect them. Diffusion of power describes power shift from powerful states such as United States and Europe, to other emerging economies in the world such as China and Brazil, and finally to non-state groups or coalitions. As other economies grow, it will be difficult for some few states such as the U.S. to assume total power. In addition, emergence of groups that own most factors of production and communication networks will cause power to further shift from states to amorphous coalitions. This trend is significant as powerful states such as United States will lost much of the power to the other players in global leadership. The third megatrend is in demographic patterns and this describes the composition and the nature of the

Tessellation Patterns Essay Example for Free

Tessellation Patterns Essay A tessellation is â€Å"the filling of a plane with repetitions of figures in such a way that no figures overlap and that there are no gaps† (Billstein, Libeskind, Lott, 2010) . Tessellations can be created with a variety of figures, including triangles, squares, trapezoids, parallelograms, or hexagons. Tessellations use forms of transformations to show the repetitions of the figures. The transformations can includes translations, rotations, reflections or glided reflections. Any student would be able to create their own original tessellation by piecing together a variety of geometric shapes in a repetitive pattern by a transformation, either by hand or on a computer. The tessellation that I have created includes hexagons, squares, and triangles. I placed the squares and triangles around the hexagon to fill in the open spaces; this is to ensure that it is a complete tessellation. I did that because I found it to be very eye catching and adding the colors makes it a visually stimulating piece. This tessellation has the transformation of translation. Each shape is moved from one point to another in a straight line. The line can either be up or down, left to right, or even diagonally, but the shape itself is a copy of the original. The different colors of the hexagons allow you to see where the repetition occurs. Tessellations have been found in real-life. Soccer balls, plaid clothing, honey combs, and brick lying are examples of tessellations. One of my favorite things as a child was a kaleidoscope. This was a toy the when you held it the light showed a tessellation and if you rotated the scope, the tessellation would change. It was a fascinating toy for a child and it introduced them to the idea of a tessellation without knowing about them. Tessellations are a visual stimulate and cause many of happy days in my childhood and hopefully will be that way for my children as well. Reference Billstein, R., Libeskind, S., Lott, J. (2010). A problem solving approach to mathematics for elementary school teachers (10th ed.). Boston, MA: Pearson Addison Wesley..

Poverty in Nigeria Essay -- Poverty Essays

Poverty in Nigeria Nigeria is one of the leading oil producing countries in the world. It makes billions of dollars annually, yet the majority of the population lives in poverty. With around 70% of its people living with this problem it is also one of the poorest countries in the world ( Nigeria 's economy dominated by oil ). One of the major contributors to this problem is government. Because the country is well known for its lack of leadership the money made through oil trade is kept by rich benefactors, and the poor are left with nothing. Another major problem that is increasing poverty is Nigeria's population. The amount of people being born is far exceeding the amount of jobs available for them. Due to these two factors the level of poor people living in Nigeria today is staggering. The gap between the rich and the poor is so large that there is almost no inclination of a middle class at all ( Thomas ). If Nigeria wants to get rid of this gap then both the government and the increase in population growth will have to be dealt with. Government is one of the major issues in Nigeria today. Continually corrupted and constantly unstable it accounts for the majority of the problems relating to poverty in the country. With major amounts of money coming in from oil export it would seem logical that the population would see some of the profits, but they don't. Rich benefactors who lead the country take the profits and gain income for themselves. In return they leave costs for improving community life up to the people to deal with. Because of this aid to the public is limited. Health care is non existent, village improvements are unheard of, and the cost for food and other essential materials are increasing. These issues then ... ...r issue that needs to be changed is the population growth in the country. Because of the lack of available jobs, and the amount of people who need work, there are beginning to be conflicts and deaths as a result. Nigeria is a country with mass potential, but nothing is being done to take advantage of it. The country needs many things to establish this gain, but the first step would be a major change in the way the country is ran. If it doesn't change this then the potential that it does have will vanish and the ability to maintain the country will be gone. Citations: Nigeria 's economy dominated by oil . 16 Jan. 2002 . BBC news. 22 Apr. 2005 . Doyle , Mark . Poverty behind Nigeria 's violence . 19 May. 2004. BBC news. 22 Apr. 2005 . Thomas, Saji; Canagarajah ,Sudharshan. Poverty in a wealthy economy: the case of Nigeria . 2002. Eldis. 22 Apr. 2005 . Poverty in Nigeria Essay -- Poverty Essays Poverty in Nigeria Nigeria is one of the leading oil producing countries in the world. It makes billions of dollars annually, yet the majority of the population lives in poverty. With around 70% of its people living with this problem it is also one of the poorest countries in the world ( Nigeria 's economy dominated by oil ). One of the major contributors to this problem is government. Because the country is well known for its lack of leadership the money made through oil trade is kept by rich benefactors, and the poor are left with nothing. Another major problem that is increasing poverty is Nigeria's population. The amount of people being born is far exceeding the amount of jobs available for them. Due to these two factors the level of poor people living in Nigeria today is staggering. The gap between the rich and the poor is so large that there is almost no inclination of a middle class at all ( Thomas ). If Nigeria wants to get rid of this gap then both the government and the increase in population growth will have to be dealt with. Government is one of the major issues in Nigeria today. Continually corrupted and constantly unstable it accounts for the majority of the problems relating to poverty in the country. With major amounts of money coming in from oil export it would seem logical that the population would see some of the profits, but they don't. Rich benefactors who lead the country take the profits and gain income for themselves. In return they leave costs for improving community life up to the people to deal with. Because of this aid to the public is limited. Health care is non existent, village improvements are unheard of, and the cost for food and other essential materials are increasing. These issues then ... ...r issue that needs to be changed is the population growth in the country. Because of the lack of available jobs, and the amount of people who need work, there are beginning to be conflicts and deaths as a result. Nigeria is a country with mass potential, but nothing is being done to take advantage of it. The country needs many things to establish this gain, but the first step would be a major change in the way the country is ran. If it doesn't change this then the potential that it does have will vanish and the ability to maintain the country will be gone. Citations: Nigeria 's economy dominated by oil . 16 Jan. 2002 . BBC news. 22 Apr. 2005 . Doyle , Mark . Poverty behind Nigeria 's violence . 19 May. 2004. BBC news. 22 Apr. 2005 . Thomas, Saji; Canagarajah ,Sudharshan. Poverty in a wealthy economy: the case of Nigeria . 2002. Eldis. 22 Apr. 2005 .

Evaluate the claim that personal identity is self- defined Essay

Your identity is what makes you who you are and what makes you unique as an individual and different from other people. Identities are not static but dynamic and constantly changing. A personal identity is made up of several different aspects, and can be defined by culture (nationality, religion and gender) as well as family and career. Your identity is defined by how you see yourself and also by how you are seen by others. It is part given and part taken and also can be something we are born with. In some instances an identity may be something you are given and may not be through choice. I am going to look at what makes a personal identity and is it self-defined and made without the assistance of anyone else. I am also going to compare the opinion of the theorists Erik Erikson and Sigmund Freud and I will be using the case findings of the research project into becoming a mother for the first time and more importantly the case of Silma and her experiences, this was a research program me which included detailed interviews as well as observational research. There are numerous ways in which our Identity can change, for example our bodies change and how we look alters as we get older but our appearance and our bodies can also be changed by choice for example hair colour, cosmetic surgery etc. (chapter 4, Exploring Social Lives) Our identities also change through practices and when there is an upset to our normal routines and we need to establish new ones or learn new skills, this also has an impact on our identity. This is the case when practices turn into routines and we no longer need to think about doing them as they become second nature. Finally we also experience relationship changes where our views on who we think we are is influenced by the opinions of other people and how they see us. We become who we are and modify ourselves through the way others treat us and respond to us. This is witnessed when a woman becomes a mother, she may be treated differently by her parents as a result of moving to parenthood herself. This was the claim for theorist Erik Erikson who studied that our identity changes are influenced by past experiences, the moment-by-moment activities and relationships we have daily. This is spanned over a lifetime and although can happen at any time, Erikson defined 8 stages in which identity is transformed in unique ways, as transition was not a smooth process, these stages he called â€Å"identity crises†. These stages were seen as times when conflict was introduced, conflict is contending with happenings in everyday life that stops life running as smoothly as before. Conflict is being faced with choices, feeling confused and although he uses the example of passing from adolescence into adulthood it could also mean becoming middle aged, old or moving into parenthood. (chapter 4, Exploring Social Lives) Everyone experiences conflicts and in turn experiencing conflicts make us who we are and give us an identity One way our identity can change is through identification, which is what it is called when we â€Å"try on† someone else’s persona. We try on other people’s identity and see life through their eyes and empathise with how they felt at a certain time, for example when you become a mother you can empathise and understand how other mothers feel. This was the case with Liyanna, she used to look at pictures of her mother with her sister and the mother daughter relationship meant nothing to her, however now she is a mother herself she looks at the photo differently and can identify with the love and the emotion her mother was feeling when the photo was taken. She says that now she looks at the photo and â€Å"she knows exactly what her mum was feeling†, she sees her mother in a new light and because of her own experiences can now put herself in her mother’s shoes. She is now identifying with her mother. The theorist Billig looks at identification and associates it with groups of people and how they are connected by the common quality or interest that they share. Sigmund Freud also claims that identification is the expression of an emotional tie with another person, an identity can be borrowed from someone else. The theory suggests that there are two kinds of identification, projection which is the message we give off and introjection which is the messages we take in. Both are done unintentionally and unconsciously to furnish ones identity. (chapter 4, Exploring Social Lives). All these theories can be backed up by the case study completed on first time mothers and in particular Silma’s case. Silma’s identity begins to change with practices, she has had to learn a whole new routine which will need to adapt as her baby grows. She also has a new relationship to establish as mother and daughter with her new baby, the relationship with her husband and family will also change. Silma has also to deal with the conflict of becoming a new mother, this conflict between being the â€Å"indulged eldest daughter† to motherhood and also between pleasing yourself and having to put your baby first are all aspects of defining her new identity. Silma is also seen differently not only by her neighbours but also by her family and in particular her aunts and her sister. Silma feels she is treated with more respect by her aunts and is now welcomed into their group as a mother. This is a generational shift for Silma and where she once thought of her aunts as boring who only talked about babies she now finds this interesting and likes to stay around them and can actually relate to them and now sees herself more like them. Silma also starts to behave differently and sees herself differently because people are treating her differently. Silma admits that she has left her wild days behind and become more mature and motherly and spends more time with her family. This has also had an effect on her choice of clothes and prior to becoming a mother Silma preferred to wear jeans but now she is a mother her choice of clothing is now the traditional salwaar kameez, she refers to these clothes as â€Å"normal† and now feels less comfortable in jeans. Silma received several gifts of salwaar kameez for her birthday after becoming a mother which may have encouraged her decision. Silma’s new identity has also caused conflict with her sister who now sees her as becoming like her aunts and gives Silma a hard time for being boring and because she prefers the aunts company. Silma has also taken on the identity as a mother and this is implemented in her concern for her younger sister and the way she behaves, she worries that by staying out late she may get hurt but in actual fact this was the same way Silma used to behave prior  to becoming a mother. Silma’s sister makes reference to the fact that Silma â€Å"used to be worse than me† but Silma puts this down to her having changed. Silma talks about meeting up with old friends at McDonalds and although we cannot assume that she would wear the salwaar kameez this is a clear distinction of how Silma has changed and her new identity as a mother is the dominant one. We have looked at various theories on what makes up personal identity and it is clear that self- definition on its own is not sufficient. Personal identity is made up through interacting with others and through projection and introjection, it’s a two way thing people see you differently so you behave differently. When we use identification it can only be done through another person to allow you to identify, this is not self-defined as you need another person to be able to do it. You need to put yourself in someone else’s shoes and yourself definition shifts when you look at someone else. Also some identities are already defined by others and you are moved into this social category without choice, as was the case for Silma when she became a mother, this identity is social and it is defined by how a mother should behave. If we require others to create our identity then our personal identity cannot be self-defined.