Monday, September 30, 2019

Kitty’s Diary Essay

Dear Diary, My day today proved to be one of the strangest and most revealing in my life. I’ve been speeding forward so rapidly with everything that I’ve barely had a proper chance to stop and look back. My opportunity came today, when apparently Helly was having some ‘family issues’. I know you’re only a book, but you don’t have to be a genius to work out why Loopy sent me to help her instead of Liz. To be honest, Helly helped me just as much as I helped her today. When I first found her in the storage cupboard, she was a right old mess, I tell you, tears streaming down her face like waterfalls, and clutching more tissues than I thought humanely possible. She looked as if she was suffering from a severe fever. Once Helly had settled down (well as far as someone in a state like her could settle down) she explained enough for me to understand the conflict she had going on with ‘Toad-Shoes’. After shifting myself into a near-comfortable position I launched into my Goggle-Eyes story. I realise that the next part may sound a bit vain, but I am really, rather a good story teller. I could tell from the sparkle in Helly’s eyes that she was entranced, and could have happily settled down and listened all day. Actually, she did, almost. A few hours. Close enough. As I recalled the events, they seemed to re-enlighten in my mind; it was as if I was reliving every single minute, but with a completely different attitude to everything. It’s an amazing but queer feeling, to lose yourself in your own story. I could imagine it all in my mind. I thought back, observed my every action, and at the same time telling what I did to Helly, making me feel quite like I was commentating on my own life. My emotions all merged together, what I felt then to what I feel now. Reflecting on it, there are so things I wish I never said, however, I could never really shake off that smug little feeling you get; whenever I did something horrible to a certain someone, my immediate reaction would be embarrassment and a short glance at Helly to make sure she wasn’t as disgusted as I was with my childish actions, but, as I regret to admit, then followed by a small ‘Ha ha’ in my mind. It shocked me (in a good way, don’t worry) how much I’d changed these past few months. Helly’s little dilemma made me realise just how much I just wanted to tell somebody else what I had been through, going from absolutely loathing a disgusting specimen that eyes’ popped out at my mother dressing, to loving someone who had now lightened up everything and made me happy. True, Gerald (see, I’m calling him his proper name now) is blunt, rude, and occasionally makes such bad jokes that it’s slightly worrying, but I guess as time went by I got used to having him around, so used to it in fact that it’s a surprise if he’s not around our house by at least 4pm. I now realise that he was incredibly patient with what nuisance I was causing him. I find it incredible how much I used to hate him, but how I was silly enough not to realise that he was part of my life until it was too late. At the end of my tale (it actually lasted all morning, can you believe it? ), Helly made me realise that I have grown so attached to him, that I can swear on my life I wouldn’t mind if he and mum got married. It’s the complete opposite to what I had said to Gerald when he first walked in, can- Uh oh. Mum’s coming; she’ll kill me if she finds up I’m up this late again writing in you. Better go NOW. Night!

Sunday, September 29, 2019

Ccna

LAN Switching and Wireless CCNA Exploration Labs and Study Guide LAN Switching and Wireless, CCNA Exploration Companion Guide LAN Switching and Wireless, CCNA Exploration Labs and Study Guide is designed to help you learn about and apply your knowledge of the LAN switching and wireless topics from Version 4 of the Cisco ® Networking Academy ® CCNA ® Exploration curriculum. Each chapter contains a Study Guide section and a Labs and Activities section. ISBN-10: 1-58713-207-9 ISBN-13: 978-158713-207-0 Study GuideThe dozens of exercises in this book help you learn the concepts and configurations crucial to your success as a CCNA exam candidate. Each chapter is slightly different and includes matching, multiple-choice, fill-in-the-blank, and open-ended questions designed to help you  ¦ Review vocabulary  ¦ Strengthen troubleshooting skills  ¦ Boost configuration skills  ¦ Reinforce concepts  ¦ Research topics Packet Tracer Activities—This icon identifies exercises i nterspersed throughout the Study Guide section where you can practice or visualize a specific task using Packet Tracer, a powerful network simulation program developed by Cisco.Packet Tracer Activity Labs and Activities The Labs and Activities sections begin with a Command Reference table and include all the online curriculum labs to ensure that you have mastered the practical skills needed to succeed in this course. Hands-On Labs—This icon identifies the hands-on labs created for each chapter. Work through all the Basic, Challenge, and Troubleshooting labs as provided to gain a deep understanding of CCNA knowledge and skills to ultimately succeed on the CCNA Certification Exam. Packet Tracer Companion—This icon identifies the companion activities that correspond to each hands-on lab.You use Packet Tracer to complete a simulation of the hands-on lab. Packet Tracer Companion Companion CD-ROM The CD-ROM provides all the Packet Tracer Activity, Packet Tracer Companion, an d Packet Tracer Challenge files that are referenced throughout the book as indicated by the icons. These files work with Packet Tracer v4. 1 software, which is available through the Academy Connection website. Ask your instructor for access to the Packet Tracer software. This book is part of the Cisco Networking Academy Series from Cisco Press ®. Books in this series support and complement theCisco Networking Academy curriculum. ciscopress. com Packet Tracer Skills Integration Challenge—Each chapter concludes with a culminating activity called the Packet Tracer Skills Integration Challenge. These challenging activities require you to pull together several skills learned from the chapter— as well as previous chapters and courses—to successfully complete one comprehensive exercise. Packet Tracer Challenge Allan Johnson works full time developing curriculum for Cisco Networking Academy. Allan also is a part-time instructor at Del Mar College in Corpus Christi, Te xas.LAN Switching and Wireless CCNA Exploration Labs and Study Guide Use this book with: ISBN-13: 978-1-58713-202-5 ISBN-10: 1-58713-202-8 90000 9 781587 132025 Cisco Press L AN Switching and Wireless CCNA Exploration Labs and Study Guide Allan Johnson 00_2028_fm. qxp ii 4/3/08 5:08 PM Page ii LAN Switching and Wireless, CCNA Exploration Labs and Study Guide LAN Switching and Wireless CCNA Exploration Labs and Study Guide Allan Johnson Copyright © 2008 Cisco Systems, Inc. Publisher Paul Boger Associate Publisher Dave Dusthimer Cisco Representative Anthony Wolfenden Published by: Cisco Press 00 East 96th Street Indianapolis, IN 46240 USA Cisco Press Program Manager Jeff Brady All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher, except for the inclusion of brief quotations in a review. Production Manager Patrick Kanouse Printed in the United States of America Senior Project Editor Tonya Simpson First Printing April 2008 Library of Congress Cataloging-in-Publication Data:Johnson, Allan, 1962LAN switching and wireless : CCNA exploration labs and study guide / Allan Johnson. p. cm. ISBN-13: 978-1-58713-202-5 (pbk. ) ISBN-10: 1-58713-202-8 (pbk. ) 1. Wireless LANs—Examinations—Study guides. 2. Packet switching—Examinations—Study guides. 3. Telecommunications engineers—Certification—Examinations—Study guides. 4. Routing (Computer network management)—Examinations—Study guides. 5. Telecommunication—Switching systems Examinations—Study guides. I. Title. TK5105. 78. J64 2008 004. 6'8—dc22 2008014858 ISBN-13: 978-1-58713-202-5 ISBN-10: 1-58713-202-8 Executive Editor Mary Beth RayDevelopment Editor Andrew Cupp Copy Editor Bill McManus Technical Editors Bruce R. Gottwig Khalid Rubay i Tara Skibar Linda C. Watson Editorial Assistant Vanessa Evans Book and Cover Designer Louisa Adair Composition Mark Shirar Proofreader Leslie Joseph 00_2028_fm. qxp 4/3/08 5:08 PM Page xvii xvii Introduction The Cisco Networking Academy is a comprehensive e-learning program that provides students with Internet technology skills. A Networking Academy delivers web-based content, online assessment, student performance tracking, and hands-on labs to prepare students for industry-standard certifications.The CCNA curriculum includes four courses oriented around the topics on the Cisco Certified Network Associate (CCNA) certification. LAN Switching and Wireless, CCNA Exploration Labs and Study Guide is a supplement to your classroom and laboratory experience with the Cisco Networking Academy. In order to be successful on the exam and achieve your CCNA certification, you should do everything in your power to arm yourself with a variety of tools and training materials to support your learn ing efforts. This Labs and Study Guide is just such a collection of tools.Used to its fullest extent, it will help you gain the knowledge and practice the skills associated with the content area of the CCNA Exploration LAN Switching and Wireless course. Specifically, this book will help you work on these main areas:  ¦ LAN design principles and concepts  ¦ Ethernet operation with switches  ¦ Basic switch configuration and security  ¦ VLAN concepts and configuration  ¦ VTP concepts and configuration  ¦ STP, RSTP, and rapid PVST+ concepts and configuration  ¦ Inter-VLAN routing concepts and configuration  ¦ LAN wireless concepts and security issues LAN wireless configuration using Linksys WRT300N routers  ¦ Troubleshooting LAN switching and wireless configurations Labs and Study Guides similar to this one are also available for the other three courses: Network Fundamentals, CCNA Exploration Labs and Study Guide, Routing Protocols and Concepts, CCNA Exploration Labs a nd Study Guide, and Accessing the WAN, CCNA Exploration Labs and Study Guide. Audience for This Book This book’s main audience is anyone taking the CCNA Exploration LAN Switching and Wireless course of the Cisco Networking Academy curriculum.Many Academies use this book as a required tool in the course, while other Academies recommend the Labs and Study Guides as an additional source of study and practice materials. The secondary audiences for this book include people taking CCNA-related classes from professional training organizations. This book can also be used for college- and university-level networking courses, as well as anyone wanting to gain a detailed understanding of basic switching and wireless technologies. 00_2028_fm. qxp xviii 4/3/08 5:08 PM Page xviii LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Goals and MethodsThe most important goal of this book is to help you pass the CCNA exam (640-802). Passing this foundation exam means that you not only have the required knowledge of the technologies covered by the exam, but that you can plan, design, implement, operate, and troubleshoot these technologies. In other words, these exams are rigorously application based. You can view the exam topics any time at http://www. cisco. com/go/certifications. The topics are divided into eight categories:  ¦ Describe how a network works  ¦ Configure, verify, and troubleshoot a switch with VLANs and inter-switch communications  ¦Implement an IP addressing scheme and IP services to meet network requirements in a medium-sized enterprise branch office network  ¦ Configure, verify, and troubleshoot basic router operation and routing on Cisco devices  ¦ Explain and select the appropriate administrative tasks required for a WLAN  ¦ Identify security threats to a network and describe general methods to mitigate those threats  ¦ Implement, verify, and troubleshoot NAT and ACLs in a medium-sized enterprise branch office network  ¦ Implement and verify WAN links The LAN Switching and Wireless course focuses on the second, fifth, and sixth bullets.The Study Guide portion of each chapter offers exercises that help you learn the LAN switching and wireless concepts as well as the configurations crucial to your success as a CCNA exam candidate. Each chapter is slightly different and includes some or all of the following types of exercises:  ¦  ¦ Skill-building activities and scenarios  ¦ Configuration scenarios  ¦ Concept questions  ¦ Packet Tracer Activity Vocabulary matching and completion Internet research In the configuration chapters, you’ll find many Packet Tracer Activities that work with the Cisco Packet Tracer tool.Packet Tracer allows you to create networks, visualize how packets flow in the network, and use basic testing tools to determine whether the network would work. When you see this icon, you can use Packet Tracer with the listed file to perform a task suggested in this book. The a ctivity files are available in this book’s CD-ROM; Packet Tracer software, however, is available through the Academy Connection website. Ask your instructor for access to Packet Tracer. The Labs and Activities portion of each chapter includes a Command Reference table, all the online Curriculum Labs, and a Packet Tracer Skills Integration Challenge Activity.The Curriculum Labs are divided into three categories:  ¦ Basic: The Basic Labs are procedural in nature and assume you have no experience configuring the technologies that are the topic of the lab.  ¦ Challenge: The Challenge Labs are implementation in nature and assume you have a firm enough grasp on the technologies to â€Å"go it alone. † These labs often only give you a general requirement that you must implement fully without the details of each small step. In other words, you must use the knowledge and skills you gained in the chapter text, activities, and Basic Lab to successfully complete the Challenge Labs.Avoid the temptation to work through 00_2028_fm. qxp 4/3/08 5:08 PM Page xix xix the Challenge Lab by flipping back through the Basic Lab when you are not sure of a command. Do not try to short-circuit your CCNA training. You need a deep understanding CCNA knowledge and skills to ultimately be successful on the CCNA exam.  ¦ Troubleshooting: The Troubleshooting Labs will ask you to fix a broken network. These labs include corrupted scripts you purposefully load onto the routers. Then you use troubleshooting techniques to isolate problems and implement a solution.By the end of the lab, you should have a functional network with full end-to-end connectivity. Packet Tracer Companion Most of the hands-on labs include Packet Tracer Companion Activities where you can use Packet Tracer to complete a simulation of the lab. Packet Tracer Challenge Each chapter also includes a culminating activity called the Packet Tracer Skills Integration Challenge. These activities require you to pul l together several skills learned from the chapter— and from previous chapters and courses—to successfully complete one comprehensive exercise. A Word About Packet TracerPacket Tracer is a self-paced, visual, interactive teaching and learning tool developed by Cisco. Lab activities are an important part of networking education. However, lab equipment can be a scarce resource. Packet Tracer provides a visual simulation of equipment and network processes to offset the challenge of limited equipment. Students can spend as much time as they like completing standard lab exercises through Packet Tracer, and have the option to work from home. Although Packet Tracer is not a substitute for real equipment, it allows students to practice using a command-line interface.This â€Å"e-doing† capability is a fundamental component of learning how to configure routers and switches from the command line. Packet Tracer v4. x is available only to Cisco Networking Academies through the Academy Connection website. How This Book Is Organized Because the content of LAN Switching and Wireless, CCNA Exploration Companion Guide and the online curriculum is sequential, you should work through this Labs and Study Guide in order beginning with Chapter 1. The book covers the major topic headings in the same sequence as the online curriculum for the CCNA Exploration LAN Switching and Wireless course.This book has seven chapters, with the same numbers and names as the online course chapters. If necessary, a chapter uses a single topology for the exercises in the Study Guide portion. The single topology per chapter allows for better continuity and easier understanding of switching commands, operations, and outputs. However, the topology is different from the one used in the online curriculum and the Companion Guide. A different topology affords you the opportunity to practice your knowledge and skills without just simply recording the information you find in the text.  ¦ Chapter 1, â€Å"LAN Design†: The exercises in the Study Guide portion focus on LAN design concepts, including vocabulary and the three-layer hierarchical model. The Labs and Activities portion includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦ Chapter 2, â€Å"Basic Switch Concepts and Configuration†: The exercises in the Study Guide portion help you understand basic Ethernet and switching concepts, including building the MAC address table and collision and broadcast domains. Then, the Packet Tracer exercises 00_2028_fm. qxp xx 4/3/08 5:08 PMPage xx LAN Switching and Wireless, CCNA Exploration Labs and Study Guide cover, in detail, how to configure a switch, including basic switch management and configuring switch security. The Labs and Activities portion includes two Basic Labs, a Challenge Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦ Chapter 3, â€Å"VLANs†: The exercises in the Study Guide portion focus on the concepts of VLANs, including benefits of VLANs and types of VLANs. The exercises then cover VLAN trunking concepts before moving into a section devoted to a VLAN and trunk configuration Packet Tracer exercise.The Labs and Activities portion includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦ Chapter 4, â€Å"VTP†: The exercises in the Study Guide portion are devoted to VTP concepts and configuration, including vocabulary, VTP modes, an Internet research exercise, and a VTP Packet Tracer exercise. The Labs and Activities portion includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦Chapter 5, â€Å"STP†: The exercises in the Study Guide portion focus on the concept of redundant LAN topologies, using STP and its variants to stop loops, and the commands to manipulate root bridge elections. The Labs and Activities portion of the chapter includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦ Chapter 6, â€Å"Inter-VLAN Routing†: This short chapter focuses on how to configure interVLAN routing, including two Packet Tracer exercises.The Labs and Activities portion includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.  ¦ Chapter 7, â€Å"Basic Wireless Concepts and Configuration†: The exercises in the Study Guide portion begin with wireless LAN concepts, including standards, operation, and security. The exercises then cover wireless configuration for LAN access using a Linksys WRT300N, including a Packet Tracer exercise. The Labs and Activities portion of the chapter includes a Basic Lab, a Challenge Lab, a Troubleshooting Lab, and a Packet Tracer Skills Integration Challenge activity.About the CD-ROM Packet Tr acer Activity The CD-ROM included with this book has all the Packet Tracer Activity, Packet Tracer Companion, and Packet Tracer Challenge files that are referenced throughout the book, indicated by the Packet Tracer Activity, Packet Tracer Companion, and Packet Tracer Challenge icons. Packet Tracer Companion Updates to these files can be obtained from the website for this book at http://www. ciscopress. com/title/1587132028. The files will be updated to cover any subsequent releases of Packet Tracer. Packet Tracer Challenge About the Cisco Press Website for This BookCisco Press may provide additional content that can be accessed by registering your individual book at the Ciscopress. com website. Becoming a member and registering is free, and you then gain access to exclusive deals on other resources from Cisco Press. To register this book, go to www. ciscopress. com/bookstore/register. asp and log into your account or create a free account if you do not have one already. Then enter the ISBN located on the back cover of this book. After you register the book, it will appear on your Account page under Registered Products and you can access any online material from there. 6_2028_ch06. qxp 4/3/08 5:10 PM Page 239 CHAPTER 6 Inter-VL AN Routing Now that you have a network with many different VLANs, the next question is, â€Å"How do you permit devices on separate VLANs to communicate? † The exercises in this chapter review the concepts of inter-VLAN routing and how it is used to permit devices on separate VLANs to communicate. The Study Guide portion of this chapter uses a combination of fill-in-the-blank, open-ended question, and Packet Tracer exercises to test your knowledge of inter-VLAN routing concepts and configurations.The Labs and Activities portion of this chapter includes all the online curriculum labs to ensure that you have mastered the hands-on skills needed to understand inter-VLAN routing concepts and configuration. As you work through this cha pter, use Chapter 6 in LAN Switching and Wireless, CCNA Exploration Companion Guide or use the corresponding Chapter 6 in the Exploration LAN Switching and Wireless online curriculum for assistance. 06_2028_ch06. qxp 240 4/3/08 5:10 PM Page 240 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Study Guide Inter-VLAN RoutingThe exercise in this section covers what inter-VLAN routing is and some of the different ways to accomplish inter-VLAN routing on a network. Inter-VLAN Routing Concepts Exercise Introducing Inter-VLAN Routing Define inter-VLAN routing: Briefly explain traditional inter-VLAN routing: Briefly explain â€Å"router-on-a-stick† inter-VLAN routing: What are subinterfaces? Interfaces and Subinterfaces In Figure 6-1, PC1 and PC3 need connectivity between each other. However, each is on a different VLAN. Assume S1 is already configured for traditional inter-VLAN routing. In Figure 6-1, connect S1 and R1 and label the interfaces.Then record the comman ds to configure R1 with traditional interVLAN routing. Use the first available IP addresses in each VLAN for the router interfaces. Figure 6-1 Traditional Inter-VLAN Routing Configuration R1 S1 10. 10. 10. 10 VLAN 10 PC1 VLAN 10: 10. 10. 10. 0/24 VLAN 30: 10. 10. 30. 0/24 PC3 10. 10. 30. 10 VLAN 30 06_2028_ch06. qxp 4/3/08 5:10 PM Page 241 Chapter 6: Inter-VLAN Routing 241 In the following lines, record the commands to configure R1 with traditional inter-VLAN routing: In Figure 6-2, PC1 and PC3 need connectivity between each other. However, each is on a different VLAN.Assume S1 is already configured for router-on-a-stick inter-VLAN routing. In Figure 6-2, connect S1 and R1 and label the interfaces. Then record the commands to configure R1 with router-on-astick inter-VLAN routing. Use the first available IP addresses in each VLAN for the router interfaces. Figure 6-2 Router-on-a-Stick Inter-VLAN Routing Configuration R1 S1 10. 10. 10. 10 VLAN 10 PC1 VLAN 10: 10. 10. 10. 0/24 VLAN 30: 10. 10. 30. 0/24 PC3 10. 10. 30. 10 VLAN 30 In the following lines, record the commands to configure R1 with router-on-a-stick inter-VLAN routing:Complete Table 6-1, which compares the characteristics of configuring traditional inter-VLAN routing with router-on-a-stick inter-VLAN routing. Table 6-1 Comparing Traditional and Router-on-a-Stick Inter-VLAN Routing Characteristics Characteristic Traditional Router-on-a-Stick Physical interfaces Bandwidth Switch port configuration continues 06_2028_ch06. qxp 242 4/3/08 5:10 PM Page 242 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Table 6-1 Comparing Traditional and Router-on-a-Stick Inter-VLAN Routing Characteristics continued Characteristic Traditional Router-on-a-Stick ExpensePhysical complexity Configuring Inter-VLAN Routing The exercises in this section cover how to configure inter-VLAN routing and review the commands to configure a switch to support inter-VLAN routing. Inter-VLAN Routing Configuration Exercise F igure 6-3 shows two topologies. One topology is using traditional inter-VLAN routing and the other topology is using router-on-a-stick inter-VLAN routing. The addressing for both topologies is shown in Table 6-2. For this exercise, you will not configure a separate management or native VLAN. Figure 6-3 Inter-VLAN Routing Configuration Topology Traditional Inter-VLAN Routing Router-on-a-Stick† Inter-VLAN Routing R1 R2 Fa0/0 Fa0/1 Fa0/0 Fa0/1 Fa0/2 Fa0/1 S1 Fa0/6 PC1 Fa0/6 VLAN 10: 192. 168. 10. 0/24 VLAN 20: 192. 168. 20. 0/24 192. 168. 10. 10 VLAN 10 Table 6-2 S2 Fa0/11 PC2 192. 168. 20. 10 VLAN 20 PC3 Fa0/11 VLAN 30: 192. 168. 30. 0/24 VLAN 40: 192. 168. 40. 0/24 192. 168. 30. 10 VLAN 30 PC4 192. 168. 40. 10 VLAN 40 Addressing Table for Inter-VLAN Routing Configuration Exercise Device Interface IP Address Subnet Mask Default Gateway R1 Fa0/0 192. 168. 10. 1 255. 255. 255. 0 — Fa0/1 192. 168. 20. 1 255. 255. 255. 0 — PC1 NIC 192. 168. 10. 10 255. 255. 255. 0 192. 168. 10. 1 PC2 NIC 192. 168. 0. 10 255. 255. 255. 0 192. 168. 20. 10 R2 Fa0/0. 30 192. 168. 30. 1 255. 255. 255. 0 — Fa0/0. 40 192. 168. 40. 1 255. 255. 255. 0 — PC3 NIC 192. 168. 30. 10 255. 255. 255. 0 192. 168. 30. 1 PC4 NIC 192. 168. 40. 10 255. 255. 255. 0 192. 168. 40. 1 06_2028_ch06. qxp 4/3/08 5:10 PM Page 243 Chapter 6: Inter-VLAN Routing 243 Enter the commands, including the router prompt, to configure R1 for traditional inter-VLAN routing: Enter the commands, including the switch prompt, to configure S1 to forward VLAN traffic. Assume the VLANs are already created in the VLAN database. However, VLANs have not yet been assigned to any ports.Enter the commands, including the router prompt, to configure R2 for router-on-a-stick inter-VLAN routing: Enter the commands, including the switch prompt, to configure S2 to forward VLAN traffic. Assume the VLANs are already created in the VLAN database. However, VLANs have not yet been assigned to any ports. 06_2028_ch0 6. qxp 244 4/3/08 5:10 PM Page 244 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Packet Tracer Activity Packet Tracer Exercise 6-1: Inter-VLAN Configuration Now you are ready to use Packet Tracer to apply your answers to the â€Å"Inter-VLAN Routing Configuration Exercise. Open file LSG03-0601. pka on the CD-ROM that accompanies this book to perform this exercise using Packet Tracer. Note: The following instructions are also contained within the Packet Tracer Exercise. Learning Objectives Upon completion of this Packet Tracer Exercise, you will be able to  ¦ Configure traditional inter-VLAN routing  ¦ Configure router-on-a-stick inter-VLAN routing  ¦ Verify connectivity  ¦ Save the Packet Tracer file Scenario In this exercise, you will practice configuring both traditional and router-on-a-stick inter-VLAN routing. The routers and switches have a basic configuration.The passwords are cisco for user EXEC mode and class for privileged EXEC mode. Use your an swers from the â€Å"Inter-VLAN Routing Configuration Exercise† to complete the tasks. Task 1: Configure Traditional Inter-VLAN Routing Step 1. Configure R1 for traditional inter-VLAN routing. Step 2. Configure S1 to forward VLAN traffic. Step 3. Your completion percentage should be 53 percent. If not, click Check Results to see which required components are not yet completed. Task 2: Configure Router-on-a-Stick Inter-VLAN Routing Step 1. Configure R2 for router-on-a-stick inter-VLAN routing. Step 2.Configure S2 to forward VLAN traffic. Step 3. Your completion percentage should be 100 percent. If not, click Check Results to see which required components are not yet completed. Task 3: Verify Connectivity PC1 should be able to ping PC2. PC3 should be able to ping PC4. Alternatively, you can click Check Results and then the Connectivity Tests tab. The status of both connectivity tests should be listed as â€Å"Correct. † Task 4: Save the Packet Tracer File Save your Packe t Tracer file as LSG03-0601-end. pka. 06_2028_ch06. qxp 4/3/08 5:10 PM Page 245 Chapter 6: Inter-VLAN Routing 245 Troubleshooting Inter-VLAN RoutingThe exercises in this section explore common issues and troubleshooting methods to identify and correct problems in inter-VLAN routing implementations. Common Errors and Troubleshooting Tools Exercise Using the examples shown in the chapter, list at least six common errors in the inter-VLAN routing implementations. Switch Configuration Issues:  ¦  ¦  ¦ Router Configuration Issues:  ¦  ¦ IP Addressing Issues:  ¦  ¦  ¦ What are some useful commands you can use to isolate problems in an inter-VLAN routing network? Switch IOS Commands:  ¦  ¦ Router IOS Commands:  ¦  ¦ PC Commands:  ¦ Packet Tracer ActivityPacket Tracer Exercise 6-2: Troubleshooting Inter-VLAN Routing Now you are ready to use Packet Tracer to apply your knowledge of troubleshooting techniques. Open file LSG03-0602. pka on the CD-ROM that accompanies this book to perform this exercise using Packet Tracer. Note: The following instructions are also contained within the Packet Tracer Exercise. 06_2028_ch06. qxp 246 4/3/08 5:10 PM Page 246 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Learning Objectives Upon completion of this Packet Tracer Exercise, you will be able to  ¦ Test connectivity between the PCs and the router Gather data on the problems  ¦ Implement solutions and test connectivity Scenario In this exercise, you will practice troubleshooting both traditional and router-on-a-stick inter-VLAN routing. The routers, switches, and PCs are already configured and are using the IP addresses listed in Table 6-2. You cannot access the routers or switches directly. Instead, you must use the available console connections through the PCs. The passwords are cisco for user EXEC mode and class for privileged EXEC mode. Use connectivity tests and show commands to discover problems and troubleshoot the networks.The exercise is complete when you achieve 100 percent and the two PCs on each network can ping each other. Task 1: Configure Traditional Inter-VLAN Routing The following tests should be successful at the conclusion of this activity:  ¦ PC1 can ping R1.  ¦ PC2 can ping R1.  ¦ PC1 can ping PC2.  ¦ PC3 can ping R2.  ¦ PC4 can ping R2.  ¦ PC3 can ping PC4. Each of these tests should fail on the first attempt. Task 2: Gather Data on the Problems Step 1. Verify the configuration on the PCs. Are the following configurations for each PC correct?  ¦  ¦ Subnet mask  ¦ Step 2. IP address Default gatewayVerify the configuration on the switches. Are the configurations on the switches correct? Be sure to verify the following:  ¦ Ports assigned to the correct VLANs  ¦ Ports configured for the correct mode  ¦ Ports connected to the correct device 06_2028_ch06. qxp 4/3/08 5:10 PM Page 247 Chapter 6: Inter-VLAN Routing Step 3. 247 Verify the configuration on the routers. Are the configurations on the routers correct? Be sure to verify the following:  ¦  ¦ Interface status  ¦ Step 4. IP addresses Encapsulation and VLAN assignment Document the problems and suggest solutions. What are the reasons connectivity failed between the PCs?What are the solutions? There could be more than one problem and more than one solution. All solutions must conform to the topology diagram in Figure 6-3 and the addressing in Table 6-2. List the problems, if any, and the solutions for the PCs: List the problems, if any, and the solutions for the switches: List the problems, if any, and the solutions for routers: Task 3: Implement the Solution and Test Connectivity Step 1. Make changes according to the suggested solutions in Task 2. Note: If you make changes to the switch configuration, you should make the changes in Realtime mode rather than Simulation mode.This is necessary so that the switch port will proceed to the forwarding state. Step 2. Test connectivity between PCs an d R1. If you change any IP configurations, you should create new pings because the prior pings use the old IP address:  ¦ PC1 should be able to ping R1.  ¦ PC2 should be able to ping R1. 06_2028_ch06. qxp 248 4/3/08 5:10 PM Page 248 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide  ¦ PC1 should be able to ping PC2.  ¦ PC3 should be able to ping R2.  ¦ PC4 should be able to ping R2.  ¦ PC3 should be able to ping PC4. If any pings fail, return to Task 2 to continue troubleshooting.Step 3. Check results. Your completion percentage should be 100 percent. If not, return to Step 1 and continue to implement your suggested solutions. You will not be able to click Check Results and see which required components are not yet completed. However, you can click Check Results and then the Connectivity Tests tab. The status of all six connectivity tests should be listed as â€Å"Correct. † Task 4: Save the Packet Tracer File Save your Packet Tracer file as LSG03- 0602-end. pka. 06_2028_ch06. qxp 4/3/08 5:10 PM Page 249 Chapter 6: Inter-VLAN Routing 249 Labs and Activities Command ReferenceIn Table 6-3, record the command, including the correct prompt, that fits the description. Fill in any blanks with the appropriate missing information. Table 6-3 Commands for Inter-VLAN Routing Configuration Command Description Creates a subinterface numbered 10 on the router for Fa0/0 Specifies IEEE 801. 1Q as the VLAN tagging method for VLAN 10 on this subinterface Lab 6-1: Basic Inter-VLAN Routing (6. 4. 1) Learning Objectives Upon completion of this lab, you will be able to  ¦ Cable a network according to the topology diagram in Figure 6-4  ¦ Clear configurations and reload a switch and a router to the default state Perform basic configuration tasks on a switched LAN and router  ¦ Configure VLANs and VLAN Trunking Protocol (VTP) on all switches  ¦ Demonstrate and explain the impact of Layer 3 boundaries imposed by creating VLANs  ¦ Configure a router to support 802. 1Q trunking on a Fast Ethernet interface  ¦ Configure a router with subinterfaces corresponding to the configured VLANs  ¦ Demonstrate and explain inter-VLAN routing 06_2028_ch06. qxp 250 4/3/08 5:10 PM Page 250 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Figure 6-4 shows the topology diagram for this lab. Figure 6-4 Topology Diagram for Lab 6-1F0/0 R1 WEB/TFTP Server 172. 17. 50. 254 F0/1 F0/1 F0/2 S3 F0/4 F0/5 F0/1 F0/2 F0/3 S1 F0/3 F0/1 F0/2 F0/3 F0/4 F0/4 S2 F0/11 F0/6 F0/18 PC1 172. 17. 10. 21 VLAN 10 PC2 172. 17. 20. 22 VLAN 20 PC3 172. 17. 30. 23 VLAN 30 Table 6-4 shows the addressing scheme used in this lab. Table 6-4 Addressing Table for Lab 6-1 Device Interface IP Address Subnet Mask Default Gateway R1 Fa0/0 172. 17. 50. 1 255. 255. 255. 0 — Fa0/1. 1 172. 17. 1. 1 255. 255. 255. 0 — Fa0/1. 10 172. 17. 10. 1 255. 255. 255. 0 — Fa0/1. 20 172. 17. 20. 1 255. 255. 255. 0 — Fa0/1. 30 172. 17. 30. 1 25 5. 255. 255. 0 — Fa0/1. 99 172. 17. 9. 1 255. 255. 255. 0 — S1 VLAN 99 172. 17. 99. 11 255. 255. 255. 0 172. 17. 99. 1 S2 VLAN 99 172. 17. 99. 12 255. 255. 255. 0 172. 17. 99. 1 S3 VLAN 99 172. 17. 99. 13 255. 255. 255. 0 172. 17. 99. 1 PC1 NIC 172. 17. 10. 21 255. 255. 255. 0 172. 17. 10. 1 PC2 NIC 172. 17. 20. 22 255. 255. 255. 0 172. 17. 20. 1 PC3 NIC 172. 17. 30. 23 255. 255. 255. 0 172. 17. 30. 1 Web server NIC 172. 17. 50. 254 255. 255. 255. 0 172. 17. 50. 1 06_2028_ch06. qxp 4/3/08 5:10 PM Page 251 Chapter 6: Inter-VLAN Routing 251 Table 6-5 shows the port assignments used in this lab. Table 6-5 Port Assignments for S2 PortsAssignment Network Fa0/1–0/4 802. 1Q Trunks (Native VLAN 99) 172. 17. 99. 0 /24 Fa0/5–0/10 VLAN 30—Guest (Default) 172. 17. 30. 0 /24 Fa0/11–0/17 VLAN 10—Faculty/Staff 172. 17. 10. 0 /24 Fa0/18–0/24 VLAN 20—Students 172. 17. 20. 0 /24 Task 1: Prepare the Network Step 1. Cable a network that is similar to the one shown in Figure 6-4. You can use any current switch in your lab as long as it has the required interfaces shown in Figure 6-4 and supports 802. 1Q encapsulation. The router you choose must support inter-VLAN routing. The output shown in this lab is based on Cisco 2960 switches and an 1841 router.Other switch or router models may produce different output. Set up console connections to all three switches. Step 2. Clear any existing configurations on the switches. Clear NVRAM, delete the vlan. dat file, and reload the switches. Refer to â€Å"Lab 2-1: Basic Switch Configuration (2. 5. 1)† if necessary for the procedure. After the reload is complete, use the show vlan command to confirm that only default VLANs exist and that all ports are assigned to VLAN 1. S1#show vlan VLAN Name Status Ports —— ——————————————— ———— - ——————————————1 default active Fa0/1, Fa0/2, Fa0/3, Fa0/4 Fa0/5, Fa0/6, Fa0/7, Fa0/8Fa0/9, Fa0/10, Fa0/11, Fa0/12 Fa0/13, Fa0/14, Fa0/15,Fa0/16 Fa0/17, Fa0/18, Fa0/19,Fa0/20 Fa0/21, Fa0/22, Fa0/23,Fa0/24 Gig1/1, Gig1/2 1002 fddi-default active 1003 token-ring-default active 1004 fddinet-default active 1005 trnet-default active 06_2028_ch06. qxp 252 4/3/08 5:10 PM Page 252 LAN Switching and Wireless, CCNA Exploration Labs and Study Guide Step 3. Disable all ports on the switches using the shutdown command. Ensure that the initial switch port states are inactive by disabling all ports. Use the interface range command to simplify this task. Commands for S1 are shown here: S1(config)#interface range fa0/1-24S1(config-if-range)#shutdown S1(config-if-range)#interface range gi0/1-2 S1(config-if-range)#shutdown Step 4. Reenable the active user ports on S2 in access mode: S2(config)#interface fa0/6 S2(config-if)#switchport mode access S2(config-if)#no shutdown S2(config-if)#interface fa0/11 S2(config-if)#switchport mode access S2(config-if)#no shutdown S2(config-if)#interface fa0/18 S2(config-if)#switchport mode access S2(config-if)#no shutdown Task 2: Perform Basic Switch Configurations Configure the S1, S2, and S3 switches according to the addressing table and the following guidelines:  ¦Configure the switch hostname.  ¦ Disable DNS lookup.  ¦ Configure an enable secret password of class.  ¦ Configure a password of cisco for the console connections.  ¦ Configure a password of cisco for vty connections.  ¦ Configure the default gateway on each switch. Only the commands for S1 are shown here: Switch;gt;enable Switch#configure terminal Enter configuration commands, one per line. End with CNTL/Z. Switch(config)#hostname S1 S1(config)#enable secret class S1(config)#no ip domain-lookup S1(config)#ip default-gateway 172. 17. 99. 1 S1(config)#line console 0 S1(conf ig-line)#password ciscoS1(config-line)#login S1(config-line)#line vty 0 15 S1(config-line)#password cisco S1(config-line)#login S1(config-line)

Friday, September 27, 2019

Knowledge and Skills for Managers Essay Example | Topics and Well Written Essays - 1000 words

Knowledge and Skills for Managers - Essay Example First, because in both situations, managers head an organization that needs to exercise problem solving, logical thinking, technical knowledge, effective communication, reasonableness and understanding. Joane Fritz explains in an article entitled â€Å"What are the key characteristics of a non-profit organization† published in About.com in 2011, that non-profit organizations and private organizations may differ in their purpose when it comes to income distribution, but in either way, managers in both organizations are directly responsible to their stakeholders. Non-profit organizations are sometimes referred to as â€Å"non-stock† corporations and most often registered as a corporation, an individual enterprise, association, partnership or foundations. WEX article, entitled â€Å"Non-profit Organizations† published in Legal Information Institute of Cornell University Law School cited churches, public charities, public schools, public clinics and hospitals labor u nions, professional associations, research institutes, museums, and some governmental agencies as good examples of a non-profit organization. As compared to private organizations? the non-profit organization belongs to the public as no one person controls the organization. Its assets are assigned to the charitable, educational, literary, scientific or religious purposes of the organizations. Thus, a manager under this set up is guided by the principles of non -profit organization in pursuance of his duties. What makes the non-profit organization distinct from private organizations is their treatment of profit in the operation. Non-profit organization also derives profit from its operations but the profit does not go to the members of the board not even to its founders. In this manner, managers see to it that this policy is followed as he becomes accountable to donors of the organization. As a manner of control, managers are required to render financial accounting report to the Feder al State and government as non-profit organizations are entrusted with funds in accomplishing their mission. Working for a non-profit organization takes a lot of sacrifice. Fritz, in the same article previously cited, said the law requires that board of directors should not be compensated except for expenses for travel and for attending board meetings. Salaries of the five highest paid officers of the non-profit organization are also required to be declared, and that includes salaries of the manager. The manager, too, has to do a lot of corporate reporting aside from the Federal State through its annual income tax return. He is also controlled by the State Attorney’s General Office that makes it a point that non- profit organization follows the laws (Fritz, Joane. 2010). The â€Å"Basic Business Principles of Management† as explained by Raul Thadani in an article in Buzzle.com remain the same whether one is managing a big corporation, a small one and a non-profit organ ization. These basic principles do not isolate usage for non-profit organization and same rules and concepts are universally applied in every situation wherein management is deemed necessary. (Thadani, 2010) The managerial task Thadani of Buzzle.com in same article of Basic Management Principles outlined five basic management principles a manager should follow which I have explained below (Thadani 2010). The first step a manager does in a non-profit organization is to set the goals of the company or the activity to be done. Most often, this is expressed in the mission and vision statements established by the company and the realistic targets set by the managers. The duty of the manager here is to convey these goals to the employees so that

Critical Analysis of a curriculum model Essay Example | Topics and Well Written Essays - 2500 words

Critical Analysis of a curriculum model - Essay Example Thesis Statement: The purpose of this paper is to critically examine the Singapore Kindergarten Curriculum. The cultural, political and/ or theoretical constructs that underpin the curriculum, and the issues and debates therein will be investigated. All registered kindergartens in Singapore come under the purview of the Ministry of Education. Kindergartens cater to the needs of children aged between three and six years, with children aged three in nursery classes, and children four to six years of age in kindergarten (K1 and K2) classes. Class size may range from twenty to forty children (Lim, 1998). Preschool and kindergarten prepare the young child for admission to school at the age of seven years. In Singapore, the term ‘preschool’ includes both child care centres and kindergartens, available in both the private and public sectors. Preschool programmes are provided by numerous large organisations such as The People’s Action Party Community Foundation which organises up to 70% of the kindergarten classes for preschoolers, the People’s Association and the National Trade Union Congress (Lim, 1998). The range of settings include religious-based preschools such as those managed by churches, workplace child care centres, private kindergartens such as Montessori kindergarten, government-subsidised kindergartens, commercial organisation- or private-run facilities (Ling-Yin, 2006). Early years’ provision for education and care has been extremely diverse in Singapore until the formulation and implementation of the Ministry of Education’s Nurturing Early Learners: A Framework for a Kindergarten Curriculum in Singapore in 2003. Before introducing the new curriculum, in spite of the centralised management of the various forms of preschool settings by the Ministry of Education, the provision for early childhood remained extremely varied, differing according to the social strata, cultural group, family and parental needs. Because of the

Thursday, September 26, 2019

The Bermuda Triangle Essay Example | Topics and Well Written Essays - 250 words

The Bermuda Triangle - Essay Example s bizarre theories regarding this Bermuda Triangle, none of the theories confirms that the puzzling disappearances occur more frequently in comparison to other most-traveled areas of the ocean (Baumgardner 2012). Theorists have blamed the Bermuda triangle’s supposed mystery on everything from Atlantis, aliens and sea monsters to reverse gravity fields and time warps. However, most scientifically psyched theorists have pointed the bizarre to waterspouts, magnetic anomalies or huge explosion of methane gas from the floor of the ocean, yet overalls, there is no single theory that solves the mystery. Plate boundaries separate the earths continents and seafloors. The crust that forms the bottom of the earths oceans is being generated constantly along mid-ocean ridges and mountain ranges. According to Baumgardner (2012), "Mid-ocean ridges are the boundaries between tectonic plates and forms the separation points of the plates." The central process of formation of new ocean crust is known, however little is understood about exactly what occurs in the unstable environment of the mid-ocean ridges and how fast the process occurs. Volcanos are found where tectonic plates come together or pull apart. Most of the volcanos are caused by mid-ocean ridges, a perfect example of the area of the Bermuda Triangle, like the mid-Atlantic ridge. Therefore, the location of the alleged Bermuda Triangle exposes it to volcanic eruptions that cause the ships to sink and planes to vanish. The U.S. Navy has no belief of the existence of the does Bermuda Triangle neither does the U.S. Board on Geographic Names recognizes the name as an official, but the truth is, the triangle exists (Baumgardner

Wednesday, September 25, 2019

Outcast Theme in American Literature Essay Example | Topics and Well Written Essays - 2000 words

Outcast Theme in American Literature - Essay Example The leader was well aware of how much supportive press leaders who were behind him, such as John F. Kennedy, has gotten for their political support of arts, as well as how much goodwill the support of arts has generated home and internationally (Mihalache 34). He anticipated that through establishing a federal art agency that he might gunner more endorsement from the East Coast liberal development, which opposed most of his policies. The endorsement of arts is what constituted to the American outcast. Americas, prior to the â€Å"arts act,† were not always kind to the artists or people who basically opted to pull out of the traditional way of life so as to arrive at some knowledge and some individual integrity. The scientists, on the other hand, always seemed to receive all the praise whereas arts and humanities received mostly negatively reviews (Mihalache 34). The American outcast theme is also portrayed infamous American literature such as Rye, Huckleberry Finn, The Great G atsby, Scarlet Letter, Star Wars and Finding Nemo (Mihalache 35). All these works have the major theme of the main protagonist breaking away from the traditional way of life to living by trying to fulfil way the society has set for them but instead fulfil what they have set for themselves. Historically, the outcast arose from the mystique concerning frontier life (Mihalache 35). The Frontier Life, also referred to as the Turner Thesis, was an argument developed by historian Frederick Turner back in 1893, which held that American democracy was developed by the country’s frontier. As the 1774 to 1778 Governor of Virginia argued, Americans, at all times, think of a land that is far off even though they seem content with the one that they are already settled. The governor went on to say that if Americans attained paradise, they would still move on with the slightest chance of being promised an advanced place (Mihalache 35).

Tuesday, September 24, 2019

Employee resourcing Essay Example | Topics and Well Written Essays - 3000 words

Employee resourcing - Essay Example Recruitment is the process of attracting a pool of applicants to fill current and future vacancies. A vacancy may result if an employee quits the job, is promoted, or new vacancies due to restructuring or improvements. After recruitment, the selection process begins whereby the right candidates are selected from the pool of applicants to fill the vacancies using various methods and techniques. The recruitment and selection process is important as it ensures quality and productivity, reduces labor turnover, as well as saving time and money needed for future recruitment practices (eHow, 2011). The paper will discuss the various recruitment and selection methods as well as develop a recruitment strategy for an organization. Organizations have become very particular about recruiting candidates for employment due to recession and high unemployment in UK. Recruiting is therefore very important in ensuring success of the organization and is an overall HR planning strategy. Recruitment is the process of attracting potential candidates to fill in vacant positions or for future placements. Mathis and Jackson (2010) acknowledge the need for organizations to carry out strategic recruiting so as to achieve organizational effectiveness. This entails determining the industry where to recruit qualified individuals, being aware of competitors’ strategies so as to identify the key to success, forming relationships with the sources of prospective employees, and promoting the company brand (p.178). Due to many issues concerned with employment laws, the recruiters should also be trained on the laws. For recruitment to be successful it should be an ongoing process and the management should decide the method to use based on costs and effectiveness. There are various recruitment methods such as; promotion, job rotation, former staffs, employee referrals, job centers,

Monday, September 23, 2019

BTN5-2 Coursework Example | Topics and Well Written Essays - 250 words

BTN5-2 - Coursework Example Analyzing the progress of the two firms as far as inventory turnover is concerned, it can be concluded that Apple improved its inventory turnover by 33.7% {(111-83)/83} *100. On the other hand, Google inventory turnover reduced drastically by 89% {(377-41)/377}*100. The analysis shows that in the current year Apple had efficient control measures on inventory as compared to Google. According to (Messmore, 52), inventory turnover and day’s sales inventory are interlinked and inverse proportion to each other. He further elaborate that, an increase in inventory turnover reduces day’s sales in inventory. This can be evidenced in the changes that occurred in the two inventory control measures for Apple and Google. Prior year 1 Google had an inventory turnover of 377 and day’s sale inventory of 1 day, in the current year inventory turnover reduced to 41, thus increasing day’s sales inventory to 9 days. Day’s inventory gives the number of days a firm takes to transform its inventory into cash. Apple has reduced the period from 10 days (prior year 3) to 3 days (current year) this shows its sales have increased. Google, on the other hand, has increased the number of days it takes to transform inventory into cash from zero days (prior year 2) to 9 days (current year). This shows its sales have been reducing

Sunday, September 22, 2019

Gathering Blue Essay Example for Free

Gathering Blue Essay Kira was born into a world ruled by the Council of Guardians, which spared her life when she was but an infant and her mother and her mother’s father—who was the chief guardian—pleaded with them to spare her life instead. Now that her mother has died, her father eaten by beasts before she was born, and her possessions taken to an aggressive woman named Vandara, Kira wonders about her future and her life now, being alone. However, because of her special, magical talent in artwork and needlecraft, Jamison of the Council of Guardians looks at her with favor, offering her a special place and task of keeping and designing the Singer’s robe. On the other hand, her young friend, Thomas, whose parents have also departed, and who has a special talent in woodwork, would take care of keeping the Singer’s staff. An old woman, Annabella, helps and teaches Kira in the art of dyeing. However, Annabella dies right after Kira hears beasts in the forest, and Kira and Matt suspect that maybe their parents died under the direction of the Council of Guardians, especially after Matt hears a frightened girl named Jo crying from the Edifice of the Guardians. By the time of the Gathering, Thomas follows Kira to her room where the former has prepared a special gift to her—her father whom she thought was already deceased; yet her father narrates that he was blinded right after Jamison, his political rival, struck him from behind and then left him for dead. Kira leaves the village to start a new life with her father. Theme: At first it appears that people who are born with a defect or an illness can never help the society, but the opposite appears to be true: children of imperfection can also possess special talents that make them unique and valuable to the society. Personal Response: Writer Lois Lowry is a magnificent writer I understood perfectly how it is to be despised in a community where defects and imperfection are enough reasons to be neglected and left to die. I enjoyed reading the vivid scenes, but the part I enjoyed most is when Kira meets her father, who appeared to be a blind man struck by Jamison, whom I did not suspect would be anything but good. Lois Lowry has a talent in bringing suspense to the fullest, making the reader jump in anticipation to another scene that would be anything except boring. It made me think that culture and traditions have a way of ruling people especially children. Instead of helping people out, certain old traditions are taking their life out. Extension Ideas: What do you think are the talents that you possess? Express it with the use of art. Do you have certain talents that, you believe, should be honored and harnessed? Make a list of them and then classify them if they are under the weak, medium, or strong categories. Kira tried her best to fight for her life and her rights. What do you think would you have done if you were put on Kira’s shoes? At the end of the story, Jamison is left in his world, while Kira and her father leaves and searches for a new and better world. What would you do to Jamison if you were one of the members of the Council of Guardians? Explain in the form of a narrati

Saturday, September 21, 2019

Football Academies Child protection Essay Example for Free

Football Academies  Child protection Essay Key factors of an enhanced Centre of Excellence and Football Academies  Child protection  All staff to be screened and registered  Each centre to designate a member of staff responsible form child  Protection and awareness training  Development of child protection policy  Limitation on numbers of Centres of excellence per club  Grievance procedure  Agreed football calendar including 36 in-service training for all staff  Staff to be required to maintain personal CPD portfolios  Guide lines to parents with regard to registration, educational needs etc  Player coach ratios  Mandatory coaching for goal keepers. PROVISIONS FOR MALE AND FEMALE COMPETITORS Football has always been the peoples game; because anyone can play it almost anywhere- you just need a ball and some friends. For anyone wanting to play football seriously there are opportunities to take part in football across the country. The levels of football opportunities available will vary from 5a-side leagues played indoor or outdoor after work right up to 11a-side competitive leagues played usually at weekends.  Football is now officially the biggest womens and girls sport in England. Research has shown that girls who want to play sport want to play football but just because you didnt play when you were young doesnt mean you cant play now. There are over 800 womens teams playing 11a-side competitive football every week throughout the August-May season. One of the reasons people get involved is because the equipment is so cheap. All you need a pair of shin pads, a pair of boots and the club usually supply the kit. If you want to get involved in football call the local rate line which will tell you of the teams available in your area and how you can join them. Call 0845 310 8555. PROVISIONS FOR DISABLED PARTICIPANTS There are currently six England squads for disabled participants. These are:  Blind-these people are classified according to their level of sight. Game is played on a solid surface. The football contains ball bearings so the players can hear the ball  Partially sighted-Players who have little sight in their eyes. Games played indoors with a size 4 ball, which doesnt bounce, as much as the normal ones Deaf and hearing impaired-Average hearing loss of 55 decibels in the better ear. Players must not wear hearing aids  Cerebral palsy-Players must be ambulant. 7a-side, 2 halves of 30 mins  Learning disabilities- players must have an intellectual disability (IQ below 75)  Amputee-outfield either above or below the knee single amputees and goalkeepers are single arm amputees  The teams all receive official England kit, a physio a fully trained technical adviser and money towards travel costs for attending European and World champion ships.  The aim of this is to see EVERYONE have the chance to play football even if they have a disability it doesnt stop them taking part in a separate game. CONCLUSION Overall I believe that the F.A. is doing nearly everything in its power to develop the game of football throughout the country and give just about everyone that wants a chance to play the option to participate. They are doing this through their initiatives for disabled and normal players and have made rule adaptations to fit their level sport. Although they are doing a lot, I believe they could do more by developing more courses for people who want to get involved with the more teaching side of football and make the option open for anyone who wants to attend a course i.e. coaching or referees easy access to areas close to home where they can participate.

Friday, September 20, 2019

Employee performance recognition techniques on customer satisfaction

Employee performance recognition techniques on customer satisfaction Now a days service industry is dominating the business world. In developing countries it is observed that the largest growing area of business is service industry. Worldwide company cultures and in business the cross culture encounter ship encouraged service sector to grow in developing countries. In Restaurant industry a part of the offering is a service and it is very popular industry in Pakistan. Chains of restaurants are not only the primary source of food in most cities of Pakistan even many local chains of restaurant with a very unique taste at low cost are competing with the international chains of restaurant. In Pakistan Restaurant industry is highly competitive in terms of quality of service provided by restaurants as a quality of services has significant effects on the profitability and success of restaurants. The Fast Food Restaurant Market is a growing industry in Pakistan relying heavily on the changing lifestyle patterns, population growth of the target age group and the related increase in employment of women. With todays hectic lifestyles, time-saving products are increasingly in demand the most obvious being the fast food. The rate of growth in consumer expenditures on fast food has led most other segments of the food-away-from home market for much of the last one decade. Restaurant is consisting of a group of people that are linked with one another to satisfy a single objective to satisfy the customers. If these group of people those are called internal customers are satisfied than they try more and more to satisfy the actual external customers which ultimately increases the profit of the restaurant. And for this it is very necessary to satisfy internal customers and many restaurants are expanding much of their earnings in satisfying them by providing them different rewards that may be just a Thank-you Letter or formal award in annual function of organization. In restaurants the concept of internal customers is most suitable for front line staff because customers satisfaction is largely depends on them. In a restaurant customer and employee contact is the first representation of a service and on that basis customer perceived the service of customers. All businesses remain healthy if their employees are healthy and wellbeing and that contribute to a e xcellent performance and that makes successful (MacDonald, 2005). It is necessary for restaurant to recognize their employees positive contributions and achievements even though these are very small. Nothing can motivate employees more than the receiving award. Recognition of employees can be in many forms like, pay increments, appreciation letter, employee awards, physical and verbal support and promotions etc. it is suggested by many authors to recognize employees in front of other employees because this will motivate employees behavior and also motivate other employees to work hard to receive such an appreciation in front of all other employees. Every employee never wants only monetary compensation they also need recognition and for this the recognition of employees is more common in corporate world, Nelson (2005) in his book 1001 ways to reward employees gave so many evidences and ways to recognize employees. It is the common understanding that if employee is motivated that will work more and satisfy more customers and if customers are satisfied that will ultimately increases the profit of organization and thats main objective of any business. It has been observed that person visit a restaurant at first time on anothers recommendations and he/she is satisfied from the services than it is likely to revisit the restaurant in future and do the recommendations to others in future. In attracting and retaining the customers restaurant industry is one of the highly competitive industry and for this restaurant managers and operators have a clear picture about the customers needs, wants and perception of customers that will finally decide about the success and failure of restaurant. To understand customers needs and wants and factors that influence them will provide a clear idea to the restaurant managers and operators to make, design, develop and deliver the right offerings to the customers that will make customers more satisfied (Syed, Conway, 2006). It is observed that if loyal customers increase by 5 to 10% that will increases the profit up to 100%, and this is the reason for which many restaurants make themselves customer ori ented and make their objective customer first and for this reason they are getting success and increasing their profits. Problem Statement: To study the relationship between employee performance recognition techniques and customer satisfaction in restaurant industry. Hypothesis: Relationship: The measure of what kind of relation does employee performance recognition techniques have with customer satisfaction in restaurant industry. H1: There is positive relationship between employee performance recognition techniques and customer satisfaction. Outline of the Study: Restaurant industry is very fast growing industry in Pakistan which is partially service oriented and in service industry it is observed that if employee is recognized against its performance than customers are more satisfied from that employees service. The aim of this study was to how employees are recognized in service industry and how these employee performance recognition techniques are related or associated with customer satisfaction in restaurant industry of Pakistan. Definitions: Employee performance recognition: Employee performance recognition is essentially a positive feedback to let employee know that their performance and efforts are valued and appreciated by coworkers and the organization. Employee performance recognition techniques: These are just tools or rewards by which employee performance is recognized. Customer satisfaction: Customer satisfaction is a measure of customer expectation either it meets or surpass about the product or service supplied by the company. CHAPTER 2: LITERTURE REVIEW Restaurant Industry: This has been observed since decades that the business world has been dominated by services. Now a days service industry is largest, rapidly growing and more profitable industry in the developing countries due to the reason of cross culture encounter ships of business and worldwide company cultures. The only industry which even survives in recession was the restaurant industry. The result for restaurant industry to boom is, people dont have to cook and they eat out. Now days, people have meal outside not only on planned occasions even more as an afterthought (Mogelonsky, 1998). Changing life style of people of Pakistan has resulted in the expansion of hotel and restaurant industry and due to the reason this industry is very popular among people of Pakistan. Chains of hotels, restaurants and fast food are not the only or even the primary source of food in Pakistan. The hotel/ restaurant industry of Pakistan has become highly competitive due to the quality of services provided by them and the quality of service in this industry has direct relationship with the profitability and success, this is the reason for which many local fast food chains and restaurants are competing international fast food chains and restaurant in Pakistan that provide good quality of services and unique regional tastes and habits at low cost (Siddiqi, 2007, p. 15). The restaurant industry is growing in Pakistan rapidly which rely heavily on population growth, increase in employment of women and changing life style patterns. In todays changing lifestyle the demand of time saving product s is increased and the top of list among them is fast food. Many organizations nowadays focusing on improving quality of a service because they recognize that service is the only crucial element in their environment by which customers can be gained and retained and service also serve as competitive advantage. Service is not only important for purely service based organization; the production based industry having a mix of production and service is much focusing on buyer and seller interaction which also termed as Service Encounters and service encounters decide customers to sustain or not (Gro ¨nroos, 1994). For a mix between service and production restaurant is matching example, where customers get meal which is primarily production outcome during this he/she communicates with waiter which is operational or process related or service element of restaurant. Restaurant owners and managers should have a clear understanding of needs, perceptions and wants of customers if they want to attract and retain customers, because customers are the one who choose their existence and this makes restaurant industry more competitive (Gregoire, Shanklin, Greathouse Tripp,1995). Extreme competition observed in restaurants with regard to differentiated services (Koo, Tao and Yeung, 1999; Sundaram, Jurowski and Webster, 1997). In comparison to past years, an increase in the spending of people on fast food, other sectors of food are taken away from home market. Restaurants to bring in the full potential of employees value, they should change the current philosophy; this can be done through understanding the relationship of competitive advantage and high performance work practice (Murphy Olsen, 2008). Employee Performance Recognition Techniques: There is no business in the world which is not striving or a good and healthy state. Only contribution of successful performance of employees can make organization successful (Economic and Social Research Council, 2006; MacDonald, 2005). It has been noticed that firms to sustain competitive in the market they have a constant focus on improvement of service quality (Stevens, Khutson and Patoon, 1995; Parasuraman, Berry and Zeithaml, 1991). Human resource processes are directly associated with employee attitude and that will in return produce job satisfaction or dissatisfaction (Rainey, 1991), and job satisfaction produces motivation which affects employee work efforts and productivity that ultimately affects customer satisfaction (Lawler, 1994). All employees have given responsibilities and they also have moral responsibilities and they are supposed to act in a directed way (Fisscher, Nijhof and H. Steensma, 2002). This somehow subjective morality which is more concerned about common-sense, but actual responsibility may be beyond role morality. Pointing out demands and responsibilities of ones role to be filled is role morality (Werhane and Freeman, 1999). Every organization is focusing on measuring and evaluating performance of employees by using different tools like balanced score cards to motivate employees according to their performances (Kaplan and Norton, 1996). This has been observed that performance measurement procedures not always give clear results in measuring elements like motivation, decision making or goal directed behavior; both positive and negative results appeared. Result of one performance measurement tool is positive in measuring one particular situation while it gives negative result in measuring other particular situation. In restaurant industry this is easy and more reliable way to get the feedback from customers or involving customers in evaluating the performance of employees (Hopkins, 2005). Employee should not only be assessed by responses to work role rather it should be assessed in social contexts that how it shape attitudes and wants (Salancik and Pfeffer 1978), and emotions expressed in organization (Raf aeli and Sutton 1989). This way of measuring employee attitudes has opened many different areas to be studied at organizational level such as depression, liking, positive and negative effect, happiness and optimism (Staw, Sutton Pelled, 1994). To get desired results from employees it is necessary to recognize employees for their work. Employee recognition is the best way to get satisfaction among employees, this sometimes known as thank you category. For employees nothing more important than just a simple thank you for job that performed well by employee. It is necessary to recognize employees on their good work, positive contributions and achievements even though that should be too small. Recognition doesnt mean just to say thank you, that could be in many forms such as promotions, company awards, pay raises, physical support, verbal guidance etc. what recognition is given to employee is not necessary but employee is recognized is the real recognition. It is to be suggested by man y researchers that recognition should be given publicly because nothing can more motivate employee than to achieve an award or honoring achievement in front of the whole company formally. This may also give motivation to other employees that they should also be honored for quality of work and achieving high results. It is also observed that none of the factor can be more motivating than to receive an award (Hopkins, 2005). Sometimes rewards are treated as psychological management which believes that when employee comes to know that their customers are satisfied then these employees will work hard more effectively because they themselves will be satisfied. Sometimes the rewards are also act as implicit. It is belief of management that a long run satisfied customer is more profitable for organization. Management motivates employees by communicating this belief that if the firm is more profitable than employee will remain employees and even ear more wages. In some organization employee wages/salaries are directly stick with the customer satisfaction or quality measures (Hauser, Simester, Wernerfelt, 1994). Clive Mettrick, an executive of the company once said: to reward and to recognize positive results of employees is important factor in employee retention. To retain qualified employees to engage them in customer satisfaction, resource management and performance improvement organization should maintain reward and recognition programs (Freed, 1999). Akerlof and Kranton (2005) quoted: If an organization is going to function well, it should not rely solely on monetary compensation schemes. In his book 1001 Ways to Reward Employees, Nelson (2005) gives plenty of proofs and multiple awards used in companies. Employee considering award as incentive assume recognition as important source of motivation (for example, by receiving award). Employee put all his efforts not to demolish award with the money that went with it. Awards are valuable for the employees because they convey appreciation and recognition on behalf of colleagues and the public. Award may give a feeling of commitment because it creates an emotional bond by connecting the winner with the institution (Bruno Susanne, 2009). Reward and recognition is the way of telling employees that organization value employees efforts (Evans and Lindsay, 2003). It is seen that many of the companies through billions of dollars for employees reward and recognition processes but the results showed that such processes are not of value for them even these create de-motivation among employees (Spitzer, 196). Coveys (1994) term begin with the end in mind is may be used in designing Reward and Recognition system for employees, before developing the system it is necessary to consider the key objectives that organization has to achieve. McAdams (2000) suggested attaching rewards with business goals and objectives which, he recommended, are: revenue financial return, growth, customers satisfaction and reducing operating expenses. Any organization may make as many rewards as possible but sometimes they become of no use because they create a feeling of being controlled, the best solution of this is to involve employees in developing reward and recognition system of organization (George and Weimerskirch, 1994). Employers and Managers should not recognize employees as they want but recognize employees as they want to be recognized (Branham, 2001). For employees performance measurement customer feedback plays a vital role, if servers provide good/bad service to customer so customer will provide good/bad feedback about employees. So, more emphasis should be on quality of employees service, customers will get more satisfaction (Johnson, 1996; Schneider and Bowen, 1985). This concept should be well understood that if organization is providing employees with quality service then it is likely to be notices that customers will receive higher quality service (Lukas and Maignan, 1996). Some service executives claimed that frontline service employees are actually communicating with customers so; they create the level of perceived service quality of that organization. The first representation of service firm is interaction between employee and customer and customer usually perceived organization on the basis of interaction between employee and customer (Parasuraman, Zeithaml, and Berry 1985). Therefore, it is vital that frontline custome r contact employees must be focused on customers needs and wants (Kelley 1992). Customer Satisfaction: Since many years, service quality and customer satisfaction have become a major area of attention to researchers because it was found that both have impact on organization performance and customer behavior. Service quality gives higher profitability (Gundersen, Heide and Olsson, 1996), and also it gives customer satisfaction (Oliver, 1997), and customer satisfaction spread positive word of mouth (Sà ¶derlund, 1998). A satisfaction based on outcome or process is also termed as customers satisfaction. Customer satisfaction can simply be defined as judgment of a post consumption of a particular product or service (Gundersen, et al., 1996). Some studies also showed that customer satisfaction has direct or indirect impact on organization results. Many authors also concluded that organization profitability is directly affected by customer satisfaction (Anderson, Fornell Lehmann, 1994; Yeung, Ging Ennew, 2002; and Luo and Homburg, 2007). All these authors also found that customers satisfaction produces customer loyalty that increases repurchase intentions which spread positive word of mouth. Knutson (1988) discussed the factors that are important for customer satisfaction like convenience of location, safety and security, prompt service, and friendliness of employees. Barsky and Labagh (1992) is of the view that location and employee attitude are the factors which can easily influence customers satisfaction. Service quality is considered very complex in nature its meaning is different from customer to customer but the most common definition could be that comparison between customer expectations and customer perceptions of the service received by customers (Parasuraman, Zeithaml Berry, 1988; Grà ¶nroos, 1982). Some authors are of the view that customer satisfaction represents a sign of service quality (Carman, 1990; Bolton and Drew, 1991). Other authors argue that service quality is a sign of customer satisfaction (Churchill and Suprenant, 1982; Anderson et al., 1994; Oliver, 1997; Oh, 1999; Zeithaml and Bitner, 2003; Jamali, 2007). These authors agreed that service quality is cognitive evaluation which may give satisfaction to the customers. So it may be concluded that service quality produces results of customer satisfaction. Customer satisfaction should be measured on criteria of the quality service that is provided to the customers by the services that are attachà © with the product/ service (Vavra, 1997). Word of mouth recommendations and repeat purchase behavior are the major reasons for which customers satisfaction is thought of having a great importance in all type of organization (Berkman and Gilson, 1986). Factors affecting service quality and customer satisfaction guide owners and restaurant managers to develop and deliver the right offerings. Only a part of an offering of a restaurant is service that is intangible and heterogeneous and success of all other parts is dependent on the quality of service that is provided to the customers (Syed, Conway, 2006). It has been observed that a satisfied customer from service provided by restaurant is likely to visit again in the restaurant even recommend to other friends and relatives (Kivela, Reece and Inbakaran, 1999; Pettijohn, Pettijohn and Luke, 1997). Restaurants net profits can be doubled if a restaurant loyal customers increases from 76 to 81% (Mattila, 2001). Social contacts play an important role in selection of a restaurant; almost 44% of customers visit a restaurant first time on recommendation of friends where as only 10% visit restaurant first time with former customer (Smith, 1996; Stevens, Khutson, and Patoon, 1995). Most of the restaurants make themselves customer oriented where they have the belief that customer and customers interest comes first without ignoring other stake holders like owners, managers and employees, to make organization long run profitable (Hartline , Michael D., Maxham III, James G., McKee, Daryl O. 2000). Because of intangible, hetero and inseparable nature of service, in service firms customer orientation plays a vital role (Parasuraman, Zeithaml, and Berry 1985). Firms applying customer orientation earn more profitability and perform better service quality than those firms who apply other orientation in their processes (Kelley, 1992). Satisfaction is generally viewed as a broader concept . . . service quality is a component of satisfaction (Zeithaml and Bitner, 2003, p. 85). Satisfaction cant be driven from one source it always be driven from many sources, Bitner and Hubbert (1994) explain satisfaction in two ways: service encounter satisfaction, this satisfaction or dissatisfaction arrives from specific service encounters and overall satisfaction, this satisfaction based many/ multiple service encounters and experiences, experienced by customer. It shows that service encounter satisfaction at each service encounter develop overall service satisfaction. Olivers (1997) defined customer satisfaction as fulfillment of response. Satisfaction in a very low time grows moldy with overall customers attitude (Oliver, 1997). From the above perspective of customer satisfaction this can be stated that, Service quality can be viewed as whole family picture album, where as customer satisfaction is just one snapshot. CHAPTER 3: RESEARCH METHODS 3.1 Method of Data Collection A questionnaire survey consisting of 2 questionnaires, 1 for managers of restaurants (consist of 3 pages) and other for customers (consist of 2 pages) of each restaurant were used to collect the data (Primary) from respondents from restaurants across Pakistan. The survey was done in the following manner. Personal meeting by taking an appointment with the managers of the restaurants Personal meetings with customers those were available in restaurant at that time. 3.2 Sampling Technique Convenience sampling was done to carry out the research. 3.3 Sample Size There are two types of data used by researchers to do research, primary and secondary. In primary research questionnaires are used to collect the data that can be qualitative or quantitative. Since every organization is using different techniques to recognize their employees so there was need to use questionnaires to collect the primary data. It is very difficult to reach every restaurant and collect the data because many of restaurants were not willing to share accurate information. Total sample size was 420 which include 20 restaurant managers and 400 customers, 20 customers from each of 20 restaurants. 3. 4 Instrument of data collection Two different questionnaires were developed to collect the data, among which first questionnaire was based on employee performance recognition techniques used in restaurant and the other questionnaire was based on the service characteristics and the service provided by employees and received by customers. Demographics were also asked in both instruments (questionnaires). SPSS was used as tool to analyze the data. 3.4.1 Validity and reliability test The questionnaire was conducted to determine the errors in the design and instruments. Pre-test refers to testing of the questionnaire on a small sample of participants to identify and get rid of potential problems. This has been done to evaluate the questionnaire for clarity, bias, and issues vague, and its importance to the research. Reliability analysis, measurement scales and the things that makes studying the properties to make them. Reliability analysis procedure is used in many cases the number of procedures to calculate the level of reliability and the relationship between the items listed in the individual level provides information about. Table 3.1 Reliability Statistics Cronbachs Alpha Cronbachs Alpha Based on Standardized Items N of Items .761 .762 14 3.5 Research Model Developed Restaurant industry is a mixture of service industry and production industry, if any one of them is not up to the standards or customers perception it directly affect restaurant business, so for restaurants it is necessary to make and serve the products as per standards. Service part of restaurant industry is very critical and to cope up with this restaurants recognize their employees by providing them different rewards to motivate them and they motivated these employees work more and in an efficient way and this will directly affect customer satisfaction. This study focused on how restaurants in Pakistan recognize their front employees and how recognizing employees affect customer satisfaction. Every restaurant has different recognizing techniques to recognize employees and do these recognizing techniques have any relationship with the customer satisfaction. The following model has been developed with the help of supervisor. Employee Performance Recognition Techniques: Employee of the Week/Month/Year Cash Certificate of Appreciation Write-up in the newsletter Praise in the meetings Nominating for out of station Training Paid vacation (Time-off) Job redesign Company shares Promotions More power in the job Figure 3.2 Employee Performance Recognition Customer Satisfaction 3.6 Statistical technique: General Linear Model and ANOVA statistical techniques have been used for the study keeping in view the nature of the hypothesis and the data collected. CHAPTER 4: RESULTS 4.1 Findings and Interpretation of the results: H1: There is positive relationship between employee performance recognition techniques and customer satisfaction. Parameter Estimates Dependent Variable:Total Customer Satisfaction Parameter B Std. Error t Sig. 95% Confidence Interval Partial Eta Squared Lower Bound Upper Bound Intercept .702 .858 .819 .413 -.985 2.389 .002 [cs_maritalstatus=1] .834 .171 4.866 .000 .497 1.170 .058 [cs_maritalstatus=2] .883 .172 5.119 .000 .544 1.222 .064 [cs_maritalstatus=3] 0a . . . . . . [res_emp_month=0] 1.656 .475 3.484 .001 .721 2.590 .031 [res_emp_month=1] 0a . . . . . . [res_cash=0] -.166 .084 -1.981 .048 -.331 -.001 .010 [res_cash=1] 0a . . . . . . [res_certificate=0] -.395 .077 -5.118 .000 -.547 -.244 .064 [res_certificate=1] 0a . . . . . . [res_meetings=0] .669 .233 2.876 .004 .212 1.127 .021 [res_meetings=1] 0a . . . . . . [res_training=0] .961 .273 3.522 .000 .425 1.498 .031 [res_training=1] 0a . . . . . . [res_job_redesign=0] .389 .124 3.142 .002 .146 .632 .025 [res_job_redesign=1] 0a . . . . . . [res_power=0] -.221 .090 -2.454 .015 -.398 -.044 .015 [res_power=1] 0a . . . . . . [HRM_Policy=1] 3.277 1.043 3.143 .002 1.227 5.328 .025 [HRM_Policy=2] .481 .347 1.385 .167 -.202 1.163 .005 [HRM_Policy=3] -.916 .323 -2.838 .005 -1.551 -.282 .021 [HRM_Policy=4] 0a . . . . . . [Fin_Policy=2] -.949 .239 -3.962 .000 -1.420 -.478 .039 [Fin_Policy=3] 0a . . . . . . [Fin_Policy=4] 0a . . . . . . [Mkt_strategies=1] -.891 .385 -2.315 .021 -1.647 -.134 .014 [Mkt_strategies=2] -1.160 .453 -2.562 .011 -2.050 -.270 .017 [Mkt_strategies=3] 0a . . . . . . years_operations .321 .125 2.574 .010 .076 .567 .017 a. This parameter is set to zero because it is redundant. Interpretation: Customers having marital status single and married have sig value 0.000 it means marital status is significant, while there Beta values are 0.834 and 0.883 respectively which shows married respondents are most satisfied. Employee performance recognition technique Employee of the month/week/year has sig value of 0.001 which is significant but Beta value 1.656 suggested that customer satisfaction is low where Employee of the month/week/year recognition technique is applied.

Thursday, September 19, 2019

The House on Mango Street :: House Mango Street

The House on Mango Street This book is so powerful because Sandra Cisneros gives a first-hand account of the everyday magic and misery of young Esperanza, simultaneously applying themes of her desire for escape and love for the people and bittersweet childhood of Mango Street. In many other novels of this sort, the dialog comes across as an extended complaint, a long and tiresome negative report of how down-trodden and hopeless is a given situation, and how arrogantly nonchalant are those who benefit from or cause it. The beauty of this book is Cisneros' deft mingling of Mango Street's poverty and low social status with its inherently human beauty and magic when seen through the eyes of a young girl. Mango Street's humanly rich qualities are what will bring Esperanza back. The mayor won't help Mango Street, so who will? Clearly, at the end of the book, she will. Her telling of their story in such a positive and invigorating light might change the mayor's mind. Reading Cisneros' brief biography on the last pag e says that she taught high school drop-outs, probably not from towns like Amherst or Acton, but from neighborhoods like Mango Street. Seldom can an author make a pointed social and political statement about poverty and social stratification without making it oppressive and depressing. Esperanza realizes her situation enough to want to escape it. She sympathizes with her father who wakes up in the dark every morning and is gone before the rest of the house is awake. But she is at the same time wonderfully innocent. She and her friends believe that the Earl of Tennessee's prostitutes are his wife, and no one can agree on what she looks like. This book is like a photo album, there is no chronological story, but each snap-shot a whole story in itself. Interspersed throughout the Mango Street-specific bits, are pieces of timeless relevance, like "A Rice Sandwich." This sketch tells the timeless truth that you always want what you don't have, but once you get it, it's not so great anymore. "Canteen! Even the word sounds important!" She doesn't belong there, and the kids who do are probably wishing they could go home for lunch.

Wednesday, September 18, 2019

Benedicks Changing views on Love in Much Ado about Nothing :: essays research papers

Throughout Act one and two, Benedick repeatedly says that he will never love a woman or get married. At some stage in the duration of the play his mindset changes. In the end he is head over heels in love for Beatrice whom he once quarreled with habitually. The turnabout in his behavior was brought about by the deceiving Claudio and Pedro who indirectly told Benedick that Beatrice loved him. At the beginning, Benedick’s attitude is negative towards women in general. He swears he will never marry, as he is very critical of women and does not trust any of them not to cheat on him. He seems to oppose with Beatrice in a competition to outwit, outsmart, and out-insult each other. Obviously he has been in some sort of past relationship with Beatrice because when he meets her at the masked ball, she describes him as a selfish pig. We can infer that Benedick has some kind of deep feelings for her because after she insults him he is hurt and says, â€Å"Will your grace command me any service to the world’s end? I will go on the slightest errand now to the Antipodes that you can devise to send me on. I will fetch you a toothpick from the furthest inch of Asia . . . do you any embassage to the pigmies, rather than hold three words’ conference with this harpy† (II.i.229–235). This blatantly means that he does not wish to talk to her. When Benedick hears that Claudio has fallen in love for Hero, he is enraged. He thought that Claudio would live a bachelor’s life like him. Benedick tells him that men who are in love are not masculine. Near the end of Act IV, Benedick’s complete change is evident when Benedick chooses love over friendship. Benedick challenges Claudio, previously his closest friend in the world, to duel to the death over Claudio’s accusation as to Hero’s unethical behavior. After Beatrice complains to him about Claudio’s mistake, Benedick gives in, â€Å"Enough, I am engaged. I will challenge him.† At this point, there is no doubt that Benedick has switched his allegiances entirely over to Beatrice. But then again, Benedick was relieved that Hero was proved guilty so he would not have to fight his close friend Claudio. On the â€Å"second† wedding day of Hero and Claudio, Benedick showed maturity by not fighting Pedro and Claudio when they teased him about loving Beatrice.

Tuesday, September 17, 2019

Yahoo CEO

Daniel Loeb, a New York hedge fund manager and who owns a 5. Per cent stake In Yahoo, came out In open to share his view against the company and Scott Thompson. However, Dan Lyons at The Dally Beast supported Thompson. Yahoo was quick to call the mistake an â€Å"inadvertent errÐ’Â « but after increasing pressure the board hired an outside counsel for the investigation (Epitome J, 2012). Thompson, later on sent a memo to the employees apologizing for the scandal (Goldman D, & Epitome J, 2012) Was it appropriate for a giant like Yahoo to call the mistake an â€Å"inadvertent error†?I believe No. If you produce a zero error on your balance sheets, and In the internet services you provide o your customers then this reasoning would simply be a blunder. COOS actions were ethically irresponsible because he was breaching the trust of board of directors who had hired him, in this case, without verifying his credentials on resume. Also, socially irresponsible because there are inv estors, people who trust CEO and any such incident on his part does send a bad signal to them.There are two things to debate upon – Should Yahoo have fired Scott Thompson the moment they found out that he lied on his resume? & Was It ethical on the part of Scott Thompson, considering the session he was In, to falsely claim the degree he never received? I would particularly like to be aggressive on each of the two questions. Yes, Yahoo should have immediately fired Scott Thompson the moment the allegations were verified. In doing so, the company would have set good example of holding good morals.The CEO is the top most level in any corporate the employees look up to, in terms of role model and as a leader. Any allegations on him could set a bad tone down the ladder In the company. Falling to fire him could have sent a bad signal at the lower order of getting way with the things and who knows many more such cases might show up in the near future. According to the consequentiali ty model, the only thing that matters is the consequence of your act. The act, whether right or wrong, decides the fate of the person and of the other people who should also bear the consequences (Moldavia, M).The consequentiality model in this case did not apply to the Coo's actions. The outburst of his lie cost him his Job and also put the reputation of Yahoo at stake, however on some level It could be argued that he was trying to Improve the existing condition of Yahoo, but not for too long. Also, that did not prove positive to any of the person in the company considering his short tenure. The share prices collapsed and the company was In the limelight for the wrong reason.Also, it is not ethical on the part of any CEO to make false claims in his resume. Had Scott rectified his resume and removed the Computer Science degree from It, exactly the same way have been much different now for Yahoo. Scott, during his short tenure at Yahoo took some crucial steps of laying off 14% of the employees (Lied, M, 2012) in an effort to improve the financial condition of the company. Had he been there for a longer period, he might have raised the company's financial position and the situation would have been completely different.However, his small act of not removing the false claim from his resume proved too costly for him and in turn for Yahoo. Communitarian's theory of moral reasoning also has no application with Scott Thompson. The theory states to be true to your contracts, whether implicit or explicit, in which you willfully enter (Moldavia, M). However, in this case Scott Thompson signs in the annual report right below the line that says â€Å"This report does not contain NY untrue statement of a material fact. † (Epitome J, 2012, Pl 73) This is complete contradiction to the theory of Communitarian's.Another thing to notice is that Scott Thompson did not feel to resign from his position. Instead he sent an apology memo to all the employees (Goldman D, & Epito me J, 2012). Who knows, Yahoo might have not even accepted his resignation, owing to his future productive plans, similar to the case of Bausch & Lomb CEO Ronald Carmella, who placed his resignation, on account of false degree claims in his resume, to the board only to be later rejected and then e served another six years before retiring in 2008.

Monday, September 16, 2019

Sanofi-Aventis Pakistan Limited Pharmaceuticals vs Glaxosmithkline

Effects of Quality Management on Domestic and Global Competition In Pakistan, Sanofi-Aventis and GlaxoSmithKline are pharmaceutical companies that market popular products and carry very similar medications. Companies like these have the mission and responsibility of providing medicines and vaccinations to better people’s live in different countries and communities. One of the largest and leading pharmaceutical companies in Pakistan is the Sanofi-Aventis Pakistan Limited. The chains put most of their focus on therapeutic areas such as: cardiovascular, thrombosis, oncology, central nervous systems function, metabolic disorders, internal medicine, and vaccinations (Sanofi, 2010). GlaxoSmithKline is also known for developing some of the nation’s leading global medicines in the fields of HIV/AIDS, tuberculosis, and malaria. The strategic management methods this manufacturer has chosen to use has made them a leader in the industry, among its competitors with respect to changing markets and growth trends. In 2007, the number one rated pharmaceutical company was GlaxoSmithKline, which has fount its continued success in making very wise business decisions like delivering almost 1 billion vaccines to developing countries in 2009 (GlaxoSmithKline, 2010). Diseases such as cardiovascular issues, thrombosis, cancer, diabetes, HIV/AIDS, malaria, and other major illnesses have been crucial public health issues for Pakistan because they have been proven to be a main contributor to the total global mortality rates. It is for this reason that companies like Sanofi-Aventis and GlaxoSmithKline have concentrated so much of their research efforts on those specific issues and areas. The result has resulted in a world-renowned reputation of expertise for both in the industry. The following paper will explain why the medications that are produced by the companies above are competitive in both domestic and global markets, and it will compare and contrast the quality management for these two organizations. Sanofi-Aventi’s is a multi-national organization and is currently the third-largest pharmaceutical group both France and Europe. It is an all-inclusive business as it conducts research, development, manufacturing, marketing the featured pharmaceuticals, and the company was formed in 2004 when the initial company, Sanofi-Synthelabo, bought out Aventis. Aventis had originally rejected the bids, and this turned into a three-month war until Sanofi-Synthelabo finally offered the acceptable bid of $54. 5 billion (Sanofi, 2010). After the bidding war was over, the Chairman of Sanofi-Aventis, Jean-Francois Dehecq, and the CEO, Gerard Le Fur, started the process of emphasizing the importance of customer service and their commitment to excellent service for the people who relied on their medications. Over the last several years, pricing and other various competitive methods and strategies of companies like these have been changing with technological developments, economic changes, federal legislation, and state drug substitution laws (Federal, 2010). With these impending changes, the overall market has undergone structural transformations as well that include the growth of the market for generic drugs, and company consolidations. The nature of this kind of competition is naturally subject to constant globally institutional and structural changes. GlaxoSmithKline has had a very notable history in the pharmaceutical industry as well since the early eighteenth century, and they are headquartered in the U. K. This company conducts business in the U. S. and boasts an estimated seven percent of the world’s total pharmaceutical market. Both company’s visions and plans were to become new, progressive companies were with great enthusiasm and vigor, as they had a clear vision of the desire to motivate the employees in almost 100 countries. Luckily, they already demonstrated an extensive portfolio of cutting-edge medications, reliable service to their patients and an overall commitment to the quality of life, so these factors enabled the company to continue to achieve their performance goals and meet the responsibilities they had to their communities. Coupled with evolving information technology and regular industry changes, there was and continues to be an increasing benefit and need for companies to choose and then charge differing prices to people in corresponding economic brackets. The competitive implications of these differential pricing tactics have offered companies like Sanofi-Aventi and GlaxoSmithKline the opportunities to spread their business over larger areas, more hospitals, and to involve themselves in other segments of demand by making themselves more flexible in the industry. These kinds of practices have probably changed the way they have partially because specific types of buyers as well as manufacturers have adopted and implement cost-controlling measures that are similar to those that have been used by traditional hospitals (Federal, 2010). The Sanofi-Aventis Industrial Affairs organization has been proven to be totally committed to providing the highest quality of service to its customers and patients, taking into consideration all of the current protocols of the Good Manufacturing Practices (GMP) the company takes from its plants that are based at Karachi & Wah Cantt (Sanofi, 2010). As with almost any other organization, quality and the amount of productivity are very important and regularly monitored, and there is a great emphasis placed on maintaining Health and Safety codes in order to keep the employees safe on the job. During 2005, the Industrial Affairs department of Sanofi-Aventis continued to focus on committing their time and energy to providing the highest quality of customer service, while meeting their own production goals. GlaxoSmithKline has been experiencing their own specific challenges due to regulatory issues, patent expiration issues, and increased pressures that are coming from different healthcare providers that have created an environment of tension, lower growth rates, and higher risk for the company. They are addressing these challenges with three priorities: grow and expand on a diversified global business foundation, delivering quality products of high value, and finally simplifying the general operating model. The Pakistani pharmaceutical market has been and remains to be weighed down with financial and producing difficulties. Government regulations and control over fixed prices has made many of the drugs offered unaffordable to consumers, and this has resulted in people searching for what they need on the black market at increased prices, or the drugs have just disappeared completely. In this kind of high-tension environment, both global manufacturers and local foreign-owned companies have proven that they are not able to make the profits needed for capital investment. Currently, there are no formal public drug reimbursement programs, although patent laws became more regulated in December 2000 (Sanofi, 2010). In the year 2002, Pakistan’s regulation laws became even weaker than they had been. In reaction to this, the formation and recruitments of drug inspection teams were brought in to investigate the manufacturing and sales of fraudulent drugs, but unfortunately have not had satisfactory results so far, largely due to a lack of necessary resources and various bureaucratic complications. Though both Sanofi-Aventis and GlaxoSmithKline have been suffering from the declines of sales and the resulting losses in profitability for the past few years, the companies continue to make every effort to not only regain their positions in the industry, but to exceed expectations. The ways in which quality management can have major affects on the current position of both of these companies in both a domestic and the global market are to keep their focus on their core competitive edge and to work to further improve its internal controls within each company. The sales forces for any pharmaceutical company are considered to be the back-bone of the industry, and both companies will most likely begin to thrive when they create and develop a successful sales force to improve their future prospects as the economy improves