Digital Fortress Chapter 43 Free Essays

A jaunty forty-five, Chad Brinkerhoff was well-pressed, well-groomed, and well-informed. His summer-weight suit, like his tan skin, showed not a wrinkle or hint of wear. His hair was thick, sandy blond, and most importantly-all his own. We will write a custom essay sample on Digital Fortress Chapter 43 or any similar topic only for you Order Now His eyes were a brilliant blue-subtly enhanced by the miracle of tinted contact lenses. He surveyed the wood-paneled office around him and knew he had risen as far as he would rise in the NSA. He was on the ninth floor-Mahogany Row. Office 9A197. The Directorial Suite. It was a Saturday night, and Mahogany Row was all but deserted, its executives long gone-off enjoying whatever pastimes influential men enjoyed in their leisure. Although Brinkerhoff had always dreamed of a â€Å"real† post with the agency, he had somehow ended up as a â€Å"personal aide†-the official cul de sac of the political rat race. The fact that he worked side by side with the single most powerful man in American intelligence was little consolation. Brinkerhoff had graduated with honors from Andover and Williams, and yet here he was, middle-aged, with no real power-no real stake. He spent his days arranging someone else’s calendar. There were definite benefits to being the director’s personal aide-Brinkerhoff had a plush office in the directorial suite, full access to all the NSA departments, and a certain level of distinction that came from the company he kept. He ran errands for the highest echelons of power. Deep down Brinkerhoff knew he was born to be a PA-smart enough to take notes, handsome enough to give press conferences, and lazy enough to be content with it. The sticky-sweet chime of his mantel clock accented the end of another day of his pathetic existence. Shit, he thought. Five o’clock on a Saturday. What the hell am I doing here? â€Å"Chad?† A woman appeared in his doorway. Brinkerhoff looked up. It was Midge Milken, Fontaine’s internal security analyst. She was sixty, slightly heavy, and, much to the puzzlement of Brinkerhoff, quite appealing. A consummate flirt and an ex-wife three times over, Midge prowled the six-room directorial suite with a saucy authority. She was sharp, intuitive, worked ungodly hours, and was rumored to know more about the NSA’s inner workings than God himself. Damn, Brinkerhoff thought, eyeing her in her gray cashmere-dress. Either I’m getting older, or she’s looking younger. â€Å"Weekly reports.† She smiled, waving a fanfold of paper. â€Å"You need to check the figures.† Brinkerhoff eyed her body. â€Å"Figures look good from here.† â€Å"Really Chad,† she laughed. â€Å"I’m old enough to be your mother.† Don’t remind me, he thought. Midge strode in and sidled up to his desk. â€Å"I’m on my way out, but the director wants these compiled by the time he gets back from South America. That’s Monday, bright and early.† She dropped the printouts in front of him. â€Å"What am I, an accountant?† â€Å"No, hon, you’re a cruise director. Thought you knew that.† â€Å"So what am I doing crunching numbers?† She ruffled his hair. â€Å"You wanted more responsibility. Here it is.† He looked up at her sadly. â€Å"Midge†¦ I have no life.† She tapped her finger on the paper. â€Å"This is your life, Chad Brinkerhoff.† She looked down at him and softened. â€Å"Anything I can get you before I go?† He eyed her pleadingly and rolled his aching neck. â€Å"My shoulders are tight.† Midge didn’t bite. â€Å"Take an aspirin.† He pouted. â€Å"No back rub?† She shook her head. â€Å"Cosmopolitan says two-thirds of backrubs end in sex.† Brinkerhoff looked indignant. â€Å"Ours never do!† â€Å"Precisely.† She winked. â€Å"That’s the problem.† â€Å"Midge-â€Å" â€Å"Night, Chad.† She headed for the door. â€Å"You’re leaving?† â€Å"You know I’d stay,† Midge said, pausing in the doorway, â€Å"but I do have some pride. I just can’t see playing second fiddle-particularly to a teenager.† â€Å"My wife’s not a teenager,† Brinkerhoff defended. â€Å"She just acts like one.† Midge gave him a surprised look. â€Å"I wasn’t talking about your wife.† She battered her eyes innocently. â€Å"I was talking about Carmen.† She spoke the name with a thick Puerto Rican accent. Brinkerhoff’s voice cracked slightly. â€Å"Who?† â€Å"Carmen? In food services?† Brinkerhoff felt himself flush. Carmen Huerta was a twenty-seven-year-old pastry chef who worked in the NSA commissary. Brinkerhoff had enjoyed a number of presumably secret after-hours flings with her in the stockroom. She gave him a wicked wink. â€Å"Remember, Chad†¦ Big Brother knows all.† Big Brother? Brinkerhoff gulped in disbelief. Big Brother watches the STOCKROOMS too? Big Brother, or â€Å"Brother† as Midge often called it, was a Centrex 333 that sat in a small closetlike space off the suite’s central room. Brother was Midge’s whole world. It received data from 148 closed circuit video cameras, 399 electronic doors, 377 phones taps, and 212 free-standing bugs in the NSA complex. The directors of the NSA had learned the hard way that 26,000 employees were not only a great asset but a great liability. Every major security breach in the NSA’s history had come from within. It was Midge’s job as internal security analyst, to watch everything that went on within the walls of the NSA†¦ including, apparently, the commissary stockroom. Brinkerhoff stood to defend himself, but Midge was already on her way out. â€Å"Hands above the desk,† she called over her shoulder. â€Å"No funny stuff after I go. The walls have eyes.† Brinkerhoff sat and listened to the sound of her heels fading down the corridor. At least he knew Midge would never tell. She was not without her weaknesses. Midge had indulged in a few indiscretions of her own-mostly wandering back rubs with Brinkerhoff. His thoughts turned back to Carmen. He pictured her lissome body, those dark thighs, that AM radio she played full blast-hot San Juan salsa. He smiled. Maybe I’ll drop by for a snack when I’m done. He opened the first printout. CRYPTO-PRODUCTION/EXPENDITURE His mood immediately lightened. Midge had given him a freebie; the Crypto report was always a piece of cake. Technically he was supposed to compile the whole thing, but the only figure the director ever asked for was the MCD-the mean cost per decryption. The MCD represented the estimated amount it cost TRANSLTR to break a single code. As long as the figure was below $1,000 per code, Fontaine didn’t flinch. A grand a pop. Brinkerhoff chuckled. Our tax dollars at work. As he began plowing through the document and checking the daily MCDs, images of Carmen Huerta smearing herself with honey and confectioner’s sugar began playing in his head. Thirty seconds later he was almost done. The Crypto data was perfect-as always. But just before moving on to the next report, something caught his eye. At the bottom of the sheet, the last MCD was off. The figure was so large that it had carried over into the next column and made a mess of the page. Brinkerhoff stared at the figure in shock. 999,999,999? He gasped. A billion dollars? The images of Carmen vanished. A billion-dollar code? Brinkerhoff sat there a minute, paralyzed. Then in a burst of panic, he raced out into the hallway. â€Å"Midge! Comeback!† How to cite Digital Fortress Chapter 43, Essay examples

Digital Fortress Chapter 43 Free Essays

A jaunty forty-five, Chad Brinkerhoff was well-pressed, well-groomed, and well-informed. His summer-weight suit, like his tan skin, showed not a wrinkle or hint of wear. His hair was thick, sandy blond, and most importantly-all his own. We will write a custom essay sample on Digital Fortress Chapter 43 or any similar topic only for you Order Now His eyes were a brilliant blue-subtly enhanced by the miracle of tinted contact lenses. He surveyed the wood-paneled office around him and knew he had risen as far as he would rise in the NSA. He was on the ninth floor-Mahogany Row. Office 9A197. The Directorial Suite. It was a Saturday night, and Mahogany Row was all but deserted, its executives long gone-off enjoying whatever pastimes influential men enjoyed in their leisure. Although Brinkerhoff had always dreamed of a â€Å"real† post with the agency, he had somehow ended up as a â€Å"personal aide†-the official cul de sac of the political rat race. The fact that he worked side by side with the single most powerful man in American intelligence was little consolation. Brinkerhoff had graduated with honors from Andover and Williams, and yet here he was, middle-aged, with no real power-no real stake. He spent his days arranging someone else’s calendar. There were definite benefits to being the director’s personal aide-Brinkerhoff had a plush office in the directorial suite, full access to all the NSA departments, and a certain level of distinction that came from the company he kept. He ran errands for the highest echelons of power. Deep down Brinkerhoff knew he was born to be a PA-smart enough to take notes, handsome enough to give press conferences, and lazy enough to be content with it. The sticky-sweet chime of his mantel clock accented the end of another day of his pathetic existence. Shit, he thought. Five o’clock on a Saturday. What the hell am I doing here? â€Å"Chad?† A woman appeared in his doorway. Brinkerhoff looked up. It was Midge Milken, Fontaine’s internal security analyst. She was sixty, slightly heavy, and, much to the puzzlement of Brinkerhoff, quite appealing. A consummate flirt and an ex-wife three times over, Midge prowled the six-room directorial suite with a saucy authority. She was sharp, intuitive, worked ungodly hours, and was rumored to know more about the NSA’s inner workings than God himself. Damn, Brinkerhoff thought, eyeing her in her gray cashmere-dress. Either I’m getting older, or she’s looking younger. â€Å"Weekly reports.† She smiled, waving a fanfold of paper. â€Å"You need to check the figures.† Brinkerhoff eyed her body. â€Å"Figures look good from here.† â€Å"Really Chad,† she laughed. â€Å"I’m old enough to be your mother.† Don’t remind me, he thought. Midge strode in and sidled up to his desk. â€Å"I’m on my way out, but the director wants these compiled by the time he gets back from South America. That’s Monday, bright and early.† She dropped the printouts in front of him. â€Å"What am I, an accountant?† â€Å"No, hon, you’re a cruise director. Thought you knew that.† â€Å"So what am I doing crunching numbers?† She ruffled his hair. â€Å"You wanted more responsibility. Here it is.† He looked up at her sadly. â€Å"Midge†¦ I have no life.† She tapped her finger on the paper. â€Å"This is your life, Chad Brinkerhoff.† She looked down at him and softened. â€Å"Anything I can get you before I go?† He eyed her pleadingly and rolled his aching neck. â€Å"My shoulders are tight.† Midge didn’t bite. â€Å"Take an aspirin.† He pouted. â€Å"No back rub?† She shook her head. â€Å"Cosmopolitan says two-thirds of backrubs end in sex.† Brinkerhoff looked indignant. â€Å"Ours never do!† â€Å"Precisely.† She winked. â€Å"That’s the problem.† â€Å"Midge-â€Å" â€Å"Night, Chad.† She headed for the door. â€Å"You’re leaving?† â€Å"You know I’d stay,† Midge said, pausing in the doorway, â€Å"but I do have some pride. I just can’t see playing second fiddle-particularly to a teenager.† â€Å"My wife’s not a teenager,† Brinkerhoff defended. â€Å"She just acts like one.† Midge gave him a surprised look. â€Å"I wasn’t talking about your wife.† She battered her eyes innocently. â€Å"I was talking about Carmen.† She spoke the name with a thick Puerto Rican accent. Brinkerhoff’s voice cracked slightly. â€Å"Who?† â€Å"Carmen? In food services?† Brinkerhoff felt himself flush. Carmen Huerta was a twenty-seven-year-old pastry chef who worked in the NSA commissary. Brinkerhoff had enjoyed a number of presumably secret after-hours flings with her in the stockroom. She gave him a wicked wink. â€Å"Remember, Chad†¦ Big Brother knows all.† Big Brother? Brinkerhoff gulped in disbelief. Big Brother watches the STOCKROOMS too? Big Brother, or â€Å"Brother† as Midge often called it, was a Centrex 333 that sat in a small closetlike space off the suite’s central room. Brother was Midge’s whole world. It received data from 148 closed circuit video cameras, 399 electronic doors, 377 phones taps, and 212 free-standing bugs in the NSA complex. The directors of the NSA had learned the hard way that 26,000 employees were not only a great asset but a great liability. Every major security breach in the NSA’s history had come from within. It was Midge’s job as internal security analyst, to watch everything that went on within the walls of the NSA†¦ including, apparently, the commissary stockroom. Brinkerhoff stood to defend himself, but Midge was already on her way out. â€Å"Hands above the desk,† she called over her shoulder. â€Å"No funny stuff after I go. The walls have eyes.† Brinkerhoff sat and listened to the sound of her heels fading down the corridor. At least he knew Midge would never tell. She was not without her weaknesses. Midge had indulged in a few indiscretions of her own-mostly wandering back rubs with Brinkerhoff. His thoughts turned back to Carmen. He pictured her lissome body, those dark thighs, that AM radio she played full blast-hot San Juan salsa. He smiled. Maybe I’ll drop by for a snack when I’m done. He opened the first printout. CRYPTO-PRODUCTION/EXPENDITURE His mood immediately lightened. Midge had given him a freebie; the Crypto report was always a piece of cake. Technically he was supposed to compile the whole thing, but the only figure the director ever asked for was the MCD-the mean cost per decryption. The MCD represented the estimated amount it cost TRANSLTR to break a single code. As long as the figure was below $1,000 per code, Fontaine didn’t flinch. A grand a pop. Brinkerhoff chuckled. Our tax dollars at work. As he began plowing through the document and checking the daily MCDs, images of Carmen Huerta smearing herself with honey and confectioner’s sugar began playing in his head. Thirty seconds later he was almost done. The Crypto data was perfect-as always. But just before moving on to the next report, something caught his eye. At the bottom of the sheet, the last MCD was off. The figure was so large that it had carried over into the next column and made a mess of the page. Brinkerhoff stared at the figure in shock. 999,999,999? He gasped. A billion dollars? The images of Carmen vanished. A billion-dollar code? Brinkerhoff sat there a minute, paralyzed. Then in a burst of panic, he raced out into the hallway. â€Å"Midge! Comeback!† How to cite Digital Fortress Chapter 43, Essay examples

Operational Issues Hardships and Challenges

Question: Discuss about theOperational Issues for Hardships and Challenges. Answer: Introduction: Every organization wants to earn profits, but during the initial stages, there are so many hardships and challenges which one has to face. For sustainable growth, there is always a need for additional income for local and domestic manufacturing businesses, nevertheless large or small they are. Apart from this, they are always under the pressure of local competitors (Oltra Luisa Flor, 2010). There are so many management theories which can be applied from time to time to overcome the challenges faced during production. Some of them are total quality management, just-in-time and theory of constraints. With the help of these presumptions, one can avoid the changes production system which can happen over the period either financially or operationally due to the above-mentioned reasons. The production business has changed drastically. Today, before starting any new manufacturing industry people are doing the research work and calculate the break-even cost to ensure the period by which the y come to no profit and no loss stage. Hawkesbury Cabinets Pty Ltd was initially set up to cater to the needs of the Chinese community in Hawkesbury. The major focus of the company was on the customised kitchen cabinets. The designs were unique and not were neither identical in nature nor regarding design. These were made in lesser volumes only on orders and were delivered to the customer after completion. Every item was made according to the preference and taste of the client. The primary concern of the business was customer orders. Due to the uniqueness of designs and customised cabinets the products were not stocked. Therefore, there is no wastage of resources of finished goods which keep on lying in the warehouse. The business was purely customer oriented with an aim to manufacture cabinets on time and proficiently (Yeh, 2000). A higher level of uncertainty and variety affects the production system and makes the processes complicated as compared to other organisations. The time of delivery is also long which is the gr eatest disadvantage as the production would start only after receiving the new order and completing the existing order. Due to this reason, there are lesser people now-a-days who look for customised products. The other major constraint due to the variability of the manufactured goods is that the technological requirement differs which leads to increase in the production cost. A detailed production plan is required for offering the trustworthy service and delivery on time, to the customers (So, 2000). With the growth, the client base became more and more diverse, and the production system changed and started encountering production problems which affected the overall financial performance of the organisation. The company has now started accepting low volume contracts with high-quality standardised cabinets. The original production system changed. The products were standardised hence the production will be done in small batches which are known as job shop production (Ponnambalam, Ramkumar, Jawahar, 2001). The flow of the production is still intermittent because the batches ranged from one to five cabinets. Not only this each operation requires a different direction or different material which resulted in the unpredictable time of finishing every batch. Due to this, the management came in trouble of managing the operations efficiently because of limited machines and limited labour. A high flexibility manufacturing equipment is required to accommodate this kind of small unique batch es. The competition for the processing time grew manifold because of the addition of builders kitchen. The number of equipment was quite less. One equipment was doing the work for customised as well as standardised cabinets. Further, the processing also changed from client to client and from builder to builder. Hawkesbury Cabinets Pty Ltd was using both the productions make to order as well as standardised kitchen cabinets. The production system used is known as the hybrid shop. In this, two or more forms are combined with the modification of output (Yokoyama, 2001). The production layout with the different type of equipment will be grouped together. Assembly lines were located in the area of production. With the increase in sales, there is an addition of job schedules as well as in the volume of work in progress. Due to increase in production of make to order and standardised kitchens the job scheduling became the cumbersome task which in turn leads to the production problems. The problems that arose at that time were related to staffing, scheduling of machines, etc. It was not easy to do the processing of each job with one equipment at all working areas for standardised as well as custom based cabinets. Also, the processing changes rapidly from one client to another. Therefore there was a need to come up with efficient schedules of production. Subsequently, there is an increase in the volume of cabinets that resulted in a factory setting where the partially finished products were made (Miltenburg, 2008). Due to this, there is the shifting of working pattern from builders kitchen to customised cabinet production without the pattern. It led to the difficulty in predicting the load of the work which has stopped because the client orders were flexible and diverse. Since the demand has increased of standardised cabinets this decision of changing the system deemed fit. The new arrangement brought in new challenges. The requirement of standardised products is low, but the cost of inventory is high. Therefore a large storage space is required. The coordination of all the systems i.e. production, inventory and distribution, are necessary to minimise the cost and maximise the production. The maximum output, can be obtained with a single machine which can help in the manufacturing of different designs at a workplace. This problem is commonly found in small shop business. Further, a production plan will be required that will help in knowing which material and resources are necessary for completing the jobs on the stipulated time. The daily decisions will take into consideration the demands of builders and make on order cabinets, pending orders of customers, availability of raw material, the level of inventory, the capacity of production. Besides, the operational issues are complicated because it is a multi-task process that includes diverse operations di stributed in the whole process (Priya Datta Roy, 2011). To cater all kinds of needs, a strategy is required. Several factors need to be considered while developing an operational plan. A production system comprises of both the standardised as well as customised cabinets created a complicated demand. Customised cabinets reflected the individualism and breaking of usual social taste. Products are not merely products rather they reflect the taste and status of the individual. Therefore, the strategy should be such that caters to the demands of the end user as well as the production concerns. The strategy should be different from the market based on the capacity, competency, resources, and capability. Certain operations theories which can be implemented to achieve the effectiveness are the theory of constraints, just-in-time and total quality management. Theory of constraints will help in focusing on the limitations of the production system. Just-in-time focuses on lean manufacturing and total quality management emphasise on producing the rig ht output in the first time. Apart from this cost and profit related objectives needs to be taken into consideration from the economic point of view (Eden, 2004). The overall revenue comes from the inventory in the warehouse, work- in progress and finished products. The performance is assessed from the work-in-progress as well as from in-time performance. These issues affect the revenue of the company (Ross, Miller, Carpenter, 2010). Operational issues also influence the performance of the business. The contract from the builders affected the operational strategy which has impacted the profit of the organisation to a great extent. The customised products which were started at the inception stage had higher profit margins, at the same time, it was pushing the capacity of manufacturing to its limit (Huang Wu, 2014). Even after approaching it to limit the company was unable to make the profit. In todays competitive era, manufacturers are not only under pressure to develop their operations but also to sustain the development of the business and maintain the competitive advantage. To obtain the goal of profit well-designed product and successful operational strategy goes hand in hand. Small manufacturing businesses face enormous challenges in their way. In this essay due to nonavailability of profit the company started looking at other options apart from make on order cabinets and began to produce for builders kitchen. This action increased the volume of inventory for which the company was pushed to spend on the warehouse. It is evident that this move has impacted the outcome of the business to a great extent. Some of these kinds of production problems seemed hard to resolve but still there were several choices which were incorporated from time to time for improving the processes. It clearly implies that an effective strategy will result in a positive performance of the orga nisation. References: Eden, C. (2004). Analyzing cognitive maps to help structure issues or problems. European Journal Of Operational Research, 159(3), 673-686. Huang, K. Wu, C. (2014). Dynamic Optimization Production Model in the Multi-Stage of Make to Order Production Strategy. AMR, 909, 293-304. Miltenburg, J. (2008). Setting manufacturing strategy for a factory-within-a-factory. International Journal Of Production Economics, 113(1), 307-323. Oltra, M. Luisa Flor, M. (2010). The moderating effect of business strategy on the relationship between operations strategy and firms' results. Int Jrnl Of Op Prod Mnagemnt, 30(6), 612-638. Ponnambalam, S., Ramkumar, V., Jawahar, N. (2001). A multiobjective genetic algorithm for job shop scheduling. Production Planning Control, 12(8), 764-774. Priya Datta, P. Roy, R. (2011). Operations strategy for the effective delivery of integrated industrial productà ¢Ã¢â€š ¬Ã‚ service offerings. Int Jrnl Of Op Prod Mnagemnt, 31(5), 579-603. Ross, A., Miller, S., Carpenter, M. (2010). When methods and theories collide: Toward a better understanding of improving unit performance in a multimarket firm. Oper Manag Res, 3(3-4), 172-183. So, K. (2000). Price and Time Competition for Service Delivery. Manufacturing Service Operations Management, 2(4), 392-409. Yeh, C. (2000). A customerà ¢Ã¢â€š ¬Ã‚ focused planning approach to makeà ¢Ã¢â€š ¬Ã‚ toà ¢Ã¢â€š ¬Ã‚ order production. Industr Mngmnt Data Systems, 100(4), 180-187. Yokoyama, M. (2001). Hybrid flow-shop scheduling with assembly operations. International Journal Of Production Economics, 73(2), 103-116.

Deaf in America voices from a culture by Carol A. Padden, Tom L. Humphries

Biography of Lady Bird Johnson, First Lady

Biography of Lady Bird Johnson, First Lady Occupation:  First Lady 1963-1969; businesswoman and ranch manager Known for:  Beautification campaign; support for Head Start Also known  as:  Claudia Alta Taylor Johnson. Named Lady Bird by a nursemaid. Dates:  December 22, 1912 - July 11, 2007 Lady Bird Johnson Facts Born  in Karnack, Texas, to a wealthy family: father Thomas Jefferson Taylor, mother Minnie Patillo Taylor Married Lyndon Baines Johnson, November 17, 1934, after meeting him that summer Children: Lynda Bird Johnson Robb (1944-): married Charles Robb in East Room of the White House, December 9, 1967Luci Baines Johnson Nugent Turpin (1947-): married Patrick Nugent August 6, 1966, at the White House, marriage annulled 1979; married Ian Turpin at the LBJ Ranch, March 4, 1984 Lady Bird Johnson Biography Lady Bird Johnsons mother died when Lady Bird was five, and Lady Bird was raised by an aunt. She loved reading and nature from an early age, and graduated from St. Marys Episcopal School for Girls (Dallas) and earned a history degree from the University of Texas (Austin) in 1933, returning another year to earn a degree in journalism. After eloping with Congressional aide Lyndon Baines Johnson in 1934, Lady Bird Johnson miscarried four times before giving birth to their daughters, Lynda and Luci. Lady Bird told Lyndon, during their short courtship, I would hate for you to to into politics. But she financed his campaign for US Congress, using her inheritance as collateral to get a loan, when he ran in a special election in 1937. During World War II, Lyndon Johnson was the first Congressman to volunteer for active duty. While he served in the Navy in the Pacific 1941-1942, Lady Bird Johnson maintained his Congressional office. In 1942, Lady Bird Johnson bought a financially-troubled radio station in Austin, KTBC, using her inheritance. Serving as manager of the company, Lady Bird Johnson brought the station into financial health and used it as the basis for a communications company that also grew to include a television station. Lyndon and Lady Bird Johnson also owned extensive ranching property in Texas, and Lady Bird Johnson managed those for the family. Lyndon Johnson won a seat in the Senate in 1948, and in 1960, after his own bid for the presidency failed, John F. Kennedy selected him as running mate. Lady Bird had taken a public speaking course in 1959, and in the 1960 campaign began more active campaigning. She was credited by JFKs brother Robert with the Democratic win in Texas. Throughout his career, she was also known as a gracious hostess to his political and diplomatic guests. Lady Bird Johnson became First Lady when her husband succeeded Kennedy after his assassination in 1963. She hired Liz Carpenter to head her press office, to craft her public image in the wake of the immense popularity of her predecessor, Jacqueline Kennedy. In the 1964 election, Lady Bird Johnson actively campaigned, again emphasizing Southern states, this time in the face of strong and sometimes ugly opposition because of her husbands support of civil rights. After LBJs election in 1964, Lady Bird Johnson took on several projects as her focus. She is best known for her beautification programs to improve urban and highway environments. She actively worked for legislation (unusual for a First Lady) to pass the Highway Beautification Bill, which passed in October 1965. She is less recognized for her role in promoting Head Start, a preschool program for disadvantaged children, part of her husbands War on Poverty program. Because of her husbands ill health his first heart attack had been in 1955 and increasing opposition to his Vietnam policies, Lady Bird Johnson urged him not to run for reelection. She is credited with making his 1968 withdrawal speech even stronger than he had originally written it, adding I will not accept to I will not seek the nomination. After her husbands withdrawal from the 1968 election, Lady Bird Johnson maintained many of her own interests. She served on the University of Texas System Board of Regents for six years. She worked with her husband before his death to open his presidential library in 1972. They gave the LBJ ranch to the United States as a national historic site in 1972, while retaining rights during their lifetimes. In 1970, Lady Bird Johnson converted hundreds of hours of taped daily impressions shed made while in the White House, publishing them in book form as White House Diary. In 1973, Lyndon Baines Johnson suffered another heart attack, and soon died. Lady Bird Johnson continued to be active with her family and causes. The National Wildflower Research Center, founded by Lady Bird Johnson in 1982, was renamed the Lady Bird Johnson Wildlife Center in 1998 in honor of her work with the organization and issue. She spent time with her daughters, seven grandchildren, and (at this writing) nine great-grandchildren. Living in Austin, she spent some weekends at the LBJ ranch, sometimes greeting visitors there. Lady Bird Johnson suffered a stroke in 2002, which affected her speech but didnt completely keep her from public appearances. She died July 11, 2007, at her home.

Sustainable Development Essay Example | Topics and Well Written Essays - 2500 words

Sustainable Development - Essay Example Pollution is also reduced enormously due to this sustainable technique. For legislation and funding the programs, the agencies have introduced six livability principals (Assadourian et al, 2012). The livability principals proposed in the suggested article mainly focus and discuss some practical issues for the development of sustainable development. They are mostly related to the day to day problems faced by the citizen and their solutions. Specific and certain points are given in order to increase the productivity and social positivity of the overall developments taking place. For example the first livability principal is giving emphasis on increasing the transportation choices for the people so that they can enjoy safe, quick and affordable charges of transportation. The transportation has been a very basic human need since a very long time after industrial revolution. Similarly, linking this transportation issue with overall economic factors of the country is also very much important because our dependence on foreign oil and quest to gain more profits in order to meet the increasing expenditures outside our country can cause a bad effect on the fares of the transportation and this in turn has been sustained by the general public. In the similar fashion, the effect of good livability principal in regards to transportation will sort out different practical ways to minimize the green house damage on the environment by the pollution and it must use scientific research. Similarly, the other principal emphasizes to increase the completion and race in the economic arena of development lifecycle so that people can exploit more and more chances of economic growth and can improve their life style by competing and taking challenges at par. It also says that instead of targeting the new communities, the principal of sustainable development must and should resist from the side of existing communities and promote maximum land

How effective have The European institutions been in dealing with the Dissertation

How effective have The European institutions been in dealing with the economic crisis - Dissertation Example It goes without saying that the game has evolved a fair bit over the past couple of centuries. While profits and returns will of course remain as the deciding factor when it comes to success, there are other factors that will also make a difference when it comes to the final result. Indeed, to succeed in today's economy requires one to have comprehensive understanding and mastery of business systems, marketing strategies, resource management and goal setting. And from there, both macro- and micromanagement skills are required in order to achieve the best possible results. Such may seem simple and easy enough at first. However, when considers how all these concepts are influenced by the various factors that affect the economy and the market itself, the truth of its complexity can easily be seen. Given how either economy or market conditions can change at the drop of a hat, the burden falls on the organization itself, as well as those running it, to make the necessary adjustments in re sponse. First and foremost, one needs to know the rules of the game in order to understand what his objectives ought to be, so that he might then strive toward them. Of course, it should also be noted that some ways of doing so are smarter and more effective than others, which explains the need to have effective marketing strategies. Different strategies have varying viability in various situations, and so one needs to consider this and then plan accordingly. One also needs to be able to be aware of his limitations with respect to resources, and thus keep those in mind as he does what he needs to do to succeed. And finally, just as one's strategies need to be viable and practical, so too must goals be set in a manner that is practical and realistic. Aiming high is always a good thing, but aiming far too high is not - in fact, it may even end up backfiring. At a glance, one can already guess at the complex and many-layered nature of the economy, but understanding the underlying struc tures reveal that even the word 'complex' hardly begins to describe it. The global economy in this day and age is such that neither capital nor technical knowledge alone will guarantee one's survival, especially in an increasingly competitive corporate environment. Most companies choose to deal with this by making sure to hire only the most competent and skilled employees. This is actually a valid strategy, and a rather effective one at that, considering that it is the company's employees who happen to be its single greatest untapped resource, and its biggest weapon in the fight to attain competitive advantage. Managerial staff also qualify to a lesser extent, if only because even their most brilliant strategies, schemes and plans will hardly bear any fruit without a competent workforce to put them into action. Conversely, even the most skilled employees will be limited in terms of their capabilities if their managers and supervisors leave much to be desired by way of competence. Ne edless to say, a company that has a competent workforce in addition to competent managerial staff stands the greatest chance of attaining competitive advantage. As has been stated, it is a perfectly legitimate and effective strategy for a company to keep an eye out for the most talented individuals to be recruited into their ranks to