The Wonderful World of Disney Essay Example for Free

The Wonderful World of Disney Essay There are many great places to go on vacation, but Disneyworld is one of the greatest places and vacation spots there will ever be. At first, vacationers fly into Orlando. Orlando is one of the busiest tourist locations in Florida, perhaps even busier than the infamous Miami beaches. This is because Orlando hosts many locations that cater to all kinds of people, whether they are children, men, women, adults, senior citizens, or tourists. Orlando has many theme parks, but Disneyworld has four parks in it. It has Magic Kingdom, Epcot, Animal Kingdom and Hollywood Studios. And this is the reason why Disneyworld is the best place for vacation. Although, many people tend to think that Disneyworld is a place for children, this cannot be further from the truth. Even though Disneyworld is designed for children and families, many adults can have a fun time in there. Disneyworld is one of the largest and most frequently visited amusement parks in the world. The Disneyworld in Orlando is a Magical Kingdom, and this is the perfect name for the place. Once tourists enter Disneyworld, they enter into a magic kingdom. It is of no surprise that many people have found Disneyworld to be extremely entertaining. The Magic Kingdom is divided into many areas, and one of the most prominent, the area where visitors enter as soon as they arrive is the Main Street, USA at Magic Kingdom. This street is made up of various architectural styles. The buildings on Main Street are built in such a way that they seem to be bigger than they actually are; the second story is smaller than the first, and the third smaller than the second is, giving the buildings a larger-than-life image. At the end of the Main Street is Cinderellas Castle, which is the trademark of the Magic Kingdom. The castles main tiles are made of real gold, and there is over one million pieces of glass in over 500 colors. Tourists really have to see it to appreciate its magical realm. The rest of the area is divided into various lands, such as the Adventure Land, and Frontier Land. Adventure Land is a paradise for children and a treat for the adults. A make-belief Caribbean town square has also been built into this area to give a tropical feel to the area. This area hosts rides such as the Pirates of the Caribbean, Swiss Family Robinson Treehouse, and the Jungle Cruise. Frontierland has been built in reminiscent of the Wild West and the Rivers of America. This place has the looks of Rocky Mountains and railroads as it hosts rides such as the Big Thunder Mountain Railroad, Splash Mountain, and Tom Sawyer Island. These are only a few of the wonders of the Magic Kingdom. Then there is the Epcot theme park at Disneyworld. In this part of Disneyworld there are restaurants that represent the culture and cuisine of eleven countries. They have Soarin’, and Test Track which are some of the best rides at Epcot. The one big thing that makes the Epcot center so amazing is the Spaceship Earth, looking like a giant golf ball rising high above the horizon. It welcomes tourists as they walk through the Parks main entrance. The Spaceship Earth ride focuses on the future world and takes vacationers from the dawn of time up to the 21st century cyber age. Once you are done at Spaceship Earth, then tourists can go ride Soarin†. The Soarin’ ride is a virtual ride that takes vacationers on a scenic trip across California. Vacationers sit in a row of chairs that simulate hang gliding. It starts out by fling over the Golden Gate Bridge, LA, Malibu and many more places. Then there is the Test Track roller coaster. This roller coaster simulates the process of a real car being built and the process of it being tested. First, the car is tested for turning and braking, and it takes very sharp turns. Then it goes to the weather test to see if the car can withstand heat and cold. The ride goes through a tunnel which is cold, then goes through a tunnel of high temperature. The last part is when the car goes out on track to do a lap at 60 mph. Finally, there is the World Showcase part of the park where tour ists can see many different cultures in one place. There are many different tents where they have samples of foods, shops and live performers. As tourists walk around the lake the will pass 11 tents and pavilions in which tourists smell food from all over the world. Also each at each place tourists can get replica souvenirs for each country. The atmosphere of the area makes vacationers feel like they are really there, from Canada all the way to China In this park; it is where ideas become reality. The Animal Kingdom is split up in to seven different parts of the park. All these parts of the park have to do with different animals and where the animal’s live. One of the best rides at the Animal Kingdom is the Kilimanjaro Safari Expedition. It is where they have over twenty different animals in their natural habitat. They have animals from antelopes to flamingos to zebras. There is a big open bus that travels around the area that allows people to get a closer look at the animals. Sometimes people get lucky, and the animals will c ome up to the bus. Another great ride in the park is Expedition Everest. It is a roller coaster that goes through the track forwards. Then a yeti pops, out and the roller coaster does the whole track again but backwards to get away from the yeti. It is a lot of fun but is also scary at the same time. Another part of the Animal kingdom is the tree of life. It is a massive 150 feet tall and fifty feet wide. On this tree they have carved over 325 animals. Which is really cool is they hid a carving of Mickey Mouse somewhere on the tree. The inner part of the tree is where they have the Bugs life show. This park helps lead the way for animal care, education and research. Not everything at Disneyworld is fun and games. The next park at Disneyworld is Hollywood studios. This park offers behind-the-scenes glimpses of Hollywood-style action with live shows, thrilling attractions, backstage tours and special events that only happen in this Disney Park dedicated to entertainment. There are many rides and great attractions at this park. One of the two most popular rides is the Rock â€Å"n† Roller coaster. The ride is synced up with a song by Aerosmith made specifically for this ride. Also the â€Å"limo† vacationers ride in has over 100 speakers and twenty subwoofers in it to create the atmosphere of being at one of their shows. The start of the ride goes from 0 to 60 in 2.8 seconds and takes tourists on a ride through LA to get to a show. The other great ride at Hollywood studios is Toy Story Mania. It is a midway-style game that is virtual reality. The participant’s starts out by throwing darts at balloons. Then it goes to ring toss around the little green aliens from Toy Story. After that the participants start throwing eggs at targets, and finally they end up with throwing baseballs at plates. While doing all these fun things, some of the characters will meet up with the participants and help throughout the game. Another fun ride at H ollywood studios is the Tower of Terror. The ride is based on the 1939 disappearance of five people at the Hollywood Hotel while they were riding the elevator. In this ride, the elevator up and down as a drop ride, as if the elevator was malfunctioning. The lights start to flash and make weird noises to make it sound like the riders crossed over into the twilight zone. Riders will never know if when they will cross over into the Twilight Zone. Out of all the great places to go on vacation, these are 4 reasons why Disneyworld is the best place to go. At the Magic Kingdom they have rides for every one of all ages. In Epcot, the park focuses on more technological aspects of Disneyworld. On the other hand, the Animal Kingdom Park teaches people about the wilderness and the environment. Finally, Hollywood Studios park shows tourists a behind the scenes of how Disney movies are made. Now tourists know all about Disneyworld, and why they should go there.

Integrated Project Delivery Process (IPD) Management

Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product Integrated Project Delivery Process (IPD) Management Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product

Impact of Debt Servicing on Economic Growth

Impact of Debt Servicing on Economic Growth Abstract The external debt has become a key problem for Pakistan. Pakistan has huge debt to pay, which also entails interest payment on the loan borrowed. It adds burden to the economy of Pakistan. Government through different means try to pay these loans. In this paper we have analyzed the impact of debt servicing on economic growth, i.e. whether debt servicing positively or negatively affect the economic growth. The data collected for this purpose ranges from 1982 to 2008. We have use regression test and find out that debt servicing is positively effecting the growth of Pakistan. Key Words: Debt Servicing, Economic Growth, GDP, Human Capital, Labor Force Introduction Many researchers have focused on the relationship between external debt and growth, and what is the impact of external debt on economy. It also persists to attract considerable interest from economists and policymakers. A large amount of research has been carried out on this topic and substantial literature is also available, but few have conducted research on the impact of debt servicing on economic growth. The conditions and the interest rates on which the loan is provided can vary from donor to donor. Weak economies due to low revenue generation cannot meet their expenses and have to gain loan from international financial institutions or have to issue Treasury bills. Once they obtain loan they utilize it in the development projects and generate revenue, however on maturity, Government does not have to repay only the principal amount of loan but also have to pay amount of interest on it. International Financial Institutions like World Bank, International Monetary Fund, Asian Development Bank are the leading donor agencies. They give loan on hard and soft conditions depending upon the credit rating of the country. The discussion is going on for a passage of time, whether debt acquired by the loaner country, helps it in boosting the economic growth or the conditions implied by the donor lowers the economic growth. The higher debt service payments can also have negative effects on the composition of public spending by minimizing the amount of resources available for infrastructure and human capital, which have negative effects on growth. If external debt service is minimized it could increase growth through public investment. (Clemets et al, 2003). (Cholifihani, 2008) discuss the relationship between Public debt service and GDP. He used a production function model which measured GDP as a function of debt service, capital stock, labor and human capital in which all data are represented by constant local currency unit. He comes up with the result that Indonesia faces a debt overhang problem in the long run since increasing the public external debt service slows economic growth. The objective of this research paper is to determine the impact of debt servicing on the economic growth of Pakistan; which needs to be reviewed as these dimensions are not studied before especially in the context of Pakistan. Research study will be carried on the basis of data available of the debt servicing and economic growth. Literature Review Developing countries face the problem of debt-servicing on the economic growth which creates extra burden on the economies. For countries who do not want to print money and have lo generation of tax revenue will opt for borrowing money. Like many other LDCs, Pakistan being one of developing country has accumulated large debt burden and continuously made debt-servicing payments to the lenders which ultimately affects the fiscal position of the country. Debt Borrowing have to speed up the economic growth particularly when domestic financial resources are not enough to meet and need the extra funds. Theory of Economic also states that reasonable levels of loan accelerate economy and beyond a certain level it affects the economy negatively. The key factor is that countries in early years of development have low levels of capital stock and also the investment chances are lower. Many researchers have often argued that borrowing countries if invest the funds into productive development programs, they certainly would enjoy Macroeconomic stability. This results in lowering the debt obligations and increase in the economic growth. (Blavy, 2006) conduct a research over Jamaica, in which he emphasis on channeling the debt into productive investment. He also states that high level of debt is directly related to low level of growth. (Krugman 1988) define debt overhang a situation in which the expected repayment on external debt falls short of contractual value of debt. If a countrys debt level is anticipated to increase the countrys repayment ability with some probability in the future, expected debt service is likely to be a boosting function of the countrys output level. Investment from domestic and foreign investors is depressed which results in slowing of the economic growth. In other words, Krugman hypothesis states that debt overhang is partly due to the burden of foreign debt and that investment will be slow resulting in poor growth performance. The most widely used indicator to express debt is percentage of GNP or debt servicing as a percentage of exports and fiscal deficit for both external and internal (S.P Gupta, 1994). Rising debt limits the ability of a country to finance vital imports and to initiate new development projects. Paper focuses on some countries because of their low per capita income dependence heavily on few primary commodities for export earnings. Most of the projects were designed to improve domestic industry rather than increasing exports directly, concept was that national economies would grow over time and also the export production, and reasonable trends in export prices would allow the debt service obligations (Joshua Greene, 1989). .Most of the low income countries that face the problem of budget deficit have weak domestic structure. They get loan through International Financial Institutions like World Bank, International Monetary Fund and Asian Development Bank and through developed countries. IMF providing the debt on certain conditions also asks them to export primary commodities. Due to the excess supply of primary commodities, prices gets low and revenue generated is low, which can cause problems like debt overhang for the debtors nation (Michael, 1998). (William Easterly 2002) states the reasons of poor countries becoming heavily indebted poor countries. He states that Governments who does not change discount rates have to obtain more loans to get debt relief for long term. The major issue faced by the countries while paying debt is the increasing inflation and low growth. Repayment of external debt has shown to entail a tradeoff between growth and inflation (Beatriz et al, 1994). Credibility of the country is also a key factor in obtaining the loan on soft conditions and low interest rates. Countries with the less creditworthiness had to pay large spread on external debt and also have to face harsh conditions for obtaining loans. The increase in debt will add to the country loss of credibility (Gupta, 1994). The credit rationing effect arises, when debtors are not able to repay the debts. Countries increase their interest rates to enhance savings which lead to shorten the saving investment gap, which negatively affect investment and hurts economic growth. (Wijeweera et al, 2005). Like every country Pakistan also took measures to limit the inflationary pressure and to protect the competitiveness of its exports. In fact there is a time frame to work their way through economy, growth can be effected if the effectiveness is not done on time (Afxentiou and Serletis, 1996). Ogunmuyiwa, 2011 carry out a research in Nigeria, in which he measures the relationship between external debt and growth. He comes up with the result that causation between debt and growth in Nigeria is weak and insignificant, and changes in GDP cannot be forecast with changes in external debt Methodology The equation has been adopted by the Indonesian paper, in this equation we will be taking GDP as a function of Human Capital, labor force and Capital stock. Y=A+B1x1+B2x2+B3x3 Y (GDP) = ÃŽ ± + B1 (Human Capital) +B2 (Capital Stock) + B3 (Labor Force) + â‚ ¬ At first, we will be checking the relation of the variables to the GDP. How much they are explaining and are affecting GDP. In Second equation, we will be checking the relationship between GDP and external debt servicing. Equation is; Y=A+B1x1 Y (GDP) = ÃŽ ± + B1 (External Debt Servicing) + â‚ ¬ For this study, we have covered a period of 1982 to 2008. The data has been collected from World Bank Catalog. The variables used in this study are GDP, Capital stock, labor force, human capital and debt servicing. Data sources are taken from key indicators of Asian Development Bank, World Development Indicators published by the World Bank. Almost all monetary units of variables are in US dollars, while labor is expressed by number of people. Gross Domestic Product (GDP) is a dependent variable, whereas, capital stock, labor force, human capital are determinant factors of GDP (Cholifihani, 2008). Variable of income is represented by real GDP at 2000 constant prices as GDP better reflects the independent productive capacity of the country (Cordella, 2005). Capital stock is represented by real fixed capital stock. GDP and fix capital stock are taken from World Development Indicators (WDI) published by the World Bank. Labor force is defined as employed people. Total people working i.e. employed labor force in jobs are collected from key indicators published by Asian Development Bank (ADB). Human capital in this case is represented by education expenditure per year. Human capital is important as it enhances the economy since this variable includes general skills and ability of labor to do a job. External debt service is defined as Total the sum of principal repayments and interest actually paid in foreign currency, goods, or services on long-term debt, interest paid on short-term debt and repayments (repurchases and charges) to the IMF (World Bank Catalog). Results Model Interpretation Significance R Square Standardized Co-efficient BETA Significance .000 .98 .163 Human Capital .104 Human Capital -.193 Capital Stock .038 Capital Stock 1.014 Labor Force .000 Labor Force In first equation we want to check the effect of all variables on GDP. -47090.6 is a fixed value which will come in each scenario. The coefficient of Human Capital is .163, means that increase in human capital will lead to increase in GDP. In other words it can be said that one unit change in human capital, GDP would also be increased by .163 units. The result is 0.104 which means it is less significant. The coefficient of capital stock is -.193, that if there is an increase in capital stock then GDP would be decreased. In other words we can say that Capital stock does not play a significantly role. The result is 0.00 which means it is negatively significant. The coefficient of labor force is 1.014, meaning if there is increase in labor force then GDP will be increased. The result is 0.00 which means it is positively significant. The R Square tells us about the model fitness. In our case the model is fit i.e. 98.08 %, hence we can conclude that all variables used in this model explain it by 98.08 % and around 2% is not explained by these variables. We can conclude that the other variables which explain the equation are external and are not included. Model Interpretation Significance R Square Standardized Co-efficient BETA Significance .000 .45 .675 Debt Servicing .000 Debt Servicing In the second equation, we have investigated the relationship between external debt servicing and GDP. The R square is 0.455, which means that only 45% is explained by this variable and rest of 55% was explained by external factors. The coefficient of debt servicing is .675 that if there is an increase in debt servicing then GDP would also increase. The result is 0.00 which means it is significant. Limitations The limitation of this study is that data of debt servicing includes only represents external debt servicing and the internal debt servicing was not included due to non availability of data. The result could have given a exact picture of the impact of debt servicing on economic growth if both internal and external debt service would have been added. In start we try to collect data from 1970 to 2008, but data was available from 1982 to 2008. Conclusion The main focus of this study was to analyze the effects of debt servicing on economic growth. Within limited indicators we find out that debt servicing has positively affected the economic growth of Pakistan. Theoretically it is not possible because a big amount form received borrowings is used for debt return and its interest and it should negatively affect the economy But in case of Pakistan the amount of debt circulating in the economy is high. Estimated about 70% of the economy of Pakistan consists of debt. With the passage of time, the debt should have reduced but it has increased. It can be said that the debt should be invested in productive areas rather than wasted on less productive projects.

Educational Philosophy :: Education Teaching Teacher Essays

Educational Philosophy I have wanted to be a teacher since the 2nd grade. My teacher was wonderful. No problem seemed too small or insignificant to her. She was always there for my every need. Her love for children, like my own, is one of the reasons I want to be a teacher. It is my belief that every child is a precious gift from God. The biggest reason I am pursuing my education degree is to make a difference. Through the path of life there are many people who influence us, and help us to make the right decisions. It is my dreams to touch the children of America through this path, as did my 2nd grade teacher touch me. I myself want to be an elementary teacher; my own philosophy of education is a mix between Idealism and Pragmatism. Idealism fits me because I want to be a master teacher and know my content area very well. I will encourage my students to take on new challenges and learn new things. I think that every student learns differently and shouldn’t be labeled by a test score. I fit as a Pragmatist because I think the classroom should be a community of learns. Not only will I teach my students; they too will teach me things not found in textbooks. I also believe that the three R’s should be taught, but in conjunction with other important subjects such as health, art, and history. My classroom will have group seating. I will group the children in a way that will help them learn. For example, if Bobby is having trouble with his math problems I will group him with Kelly who is doing well. Kelly is on Bobby’s mentality level so she may be helpful in his learning. Every so often I will change the groups around to cut down on the cliques. I want each student to have the opportunity of sitting with every other student. The bulletin boards in my classroom will be full of my students’ work. When we complete an art assignment I will place all of my students’ pieces up, not just the best ones.

Mobilize Leaders to Accelerate Results :: essays research papers

Mobilize Leaders to Accelerate Results http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=538   Ã‚  Ã‚  Ã‚  Ã‚  In this article coauthors, Brian Brittain, John Swain and Janice Simpson outline three tactics that have succeeded in unleashing productive energy and accelerating business results for organizations that have used them in a conscious and disciplined manner. Moreover, the ideas discussed in the writing are heavily related to the concepts confered by Chapter 12 in the textbook referring to strategic leadership. Specifically, Figure 12.4 shows a diagram of an exercise for gaining effective leadership. The author's ideology for their 3 common practices of strategic tactics known as; Beyond the cascade, Live the Story, and Implement a Sustaining Leadership Strategy are easily reflected by the materials are similar to the 3 directions of the exercise.   Ã‚  Ã‚  Ã‚  Ã‚  In the fast-changing global workplace, there is no longer one organizational structure that can be used universally to increase organizational performance. Change is the only constant in today's global, knowledge-based economy. Leaders need skills necessary to think and act strategically in translating mission into objectives, developing plans and programs to accomplish objectives, and to implement plans and programs. Each organization, department, and division must define the best systems and structures for its specific vision, mission, strategies, and competencies. The leader must get input and support from the experts who are busy doing the work of the organization and create alignment with customers and stakeholders. The International manager/executive as well as public sector executives and manager should create a road map to build organizational systems that are dynamic, flexible, and outcome focused that are successful in creating high performance. Some pra ctical results I found to be important include:   Ã‚  Ã‚  Ã‚  Ã‚  1) Link organizational competencies to outcomes and results defined in your   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  strategic plan.

A Goal I Have Accomplished

Graduating from college, having a stable job or putting up their own business and having a happy family might be the things people want to achieve in their lifetime.Many people hope for this at an early age while they still have the support of their parents especially financially. I, myself, also hope for those. Those are also the goals that I want to accomplish. However, with my present status, I believe those could only be bonuses for all the achievements I have now.I recently got my General Education Development diploma — this is already a great achievement for me. This is because I got it as a fruit of all the labor, perseverance and determination. It is very difficult to manage my life while I study. I am a single mother and I need to work for a living to feed my little boy.There were times that I needed to review my lessons while I am tending to his needs during the night. There were many nights that I have gone sleepless and still go to school during the day. But I know I needed to do everything not only for my future but especially for my child future — that’s what I always think of.My beautiful boy is the crown to all my tiredness and the everlasting joy to all my achievements. At the end of the day when I see him smiling at me, he gives me new hope to pursue what I am planning to do.Aside from perseverance and thinking of our future, another step that I took is to continue my studies. I already started college in August. I am now pursuing my Bachelor of Arts in Business through Kaplan Online. Moreover, to compensate for our expenses, I am also working fulltime. Going back to school is a present achievement I am enjoying now.

The Mexican Drug War and Its Consequences

The Mexican Drug War and Its Consequences Despite President Felipe Calderon’s good intentions and determination to eliminate the drug cartels in Mexico, the Mexican government has not been able to stop the drug cartel’s operations (smuggling drugs, people and weapons to and from the USA) for many reasons. The drug cartels have proven to be powerful, well connected politically, well trained, well- armed, and manipulation of the masses. Therefore, it has been impossible for the Mexican government to stop cartels like La Familia from operating, and now the cartels have become a problem for the Unites States too.The Mexican cartels have proven to be unstoppable for the Mexican government. President of Mexico Felipe Calderon’s decision to send fifty thousand soldiers and twenty thousand federal police has not been enough to stop the cartel’s indiscriminate killings. According to the University of San Diego Trans-Border Institute of Analysis and Data, since Janu ary of 2007, 28,228 people have died in drug-related violence in Mexico (Sandiego. edu). Going muscle to muscle with the cartels has proven to be the wrong decision. Sending all those troops and federal police has only served to increases the death toll.Cartels like La Familia are well armed and trained. According to intelligence, members of La Familia must complete three to six month training camp in Michoacan, conducted by ex-members of the Colombian or Mexican Special Forces. La Familia uses equipment, weapons, and uniforms similar to those of the Federal Investigations Agency, therefore operating without being detected in cities and on highways (La Familia Michoacana fact sheet, DEA). It is a fact that La Familia is well armed with weapons that come from the United States.La Familia has the connections and the money to buy these weapons; Calderon continues to send more troops to combat the cartel, but this military effort will not work. La Familia cannot be stopped since they kn ow how to manipulate the masses, by threats and targeting opposing citizens, and this makes the situation even worse for the Mexican government as they try to obtain help from citizens to capture the leaders. La familia has won the loyalty of many people through political and Christian beliefs, but mostly through intimidation.In the article â€Å"Silver or Lead,† we can see how a regional official named Veronica Medina has selective hearing in favor of La Familia. Medina is clearly in favor of La Familia even though she works for the Mexican government. It could be quite possible that Medina is on La Familia’s payroll. La Familia is known to win favors by offering monetary rewards. La Familia also intimidates people with violence; they take over a town and tell the mayor, â€Å"We want to work here. There will be no trouble, no crime, no drunkenness, nothing. † Then, they enforce their rules.Mayors are usually paid for their hospitality. It is silver or Lead (Fi nnegan 48). How can regional officials decline? Since they are substantially underpaid and their lives are threatened, they are almost forced if they don’t they face almost certain death at the hands of the cartel. As long as the Mexican government continues with this plan of combatting cartel, it will never see the end of the cartel. Mexico is a traditional Catholic country; most of the Catholics practicing in North America live in Mexico. La Familia uses this religious fervor to gain the sympathy of the people’s town.La Familia knows they will gain sympathy and new people who want to work for them if their organization somehow shows they are Christian believers. La Familia wants people to think that they only kill those who have committed a crime. According to William Finnegan â€Å"La Familia doesn’t kill for money, it doesn’t kill women, it doesn’t kill innocent people–only those who deserve to die. Everyone should know: this is divine justice† (Finnegan 40). These words were actually written on a sign left by La Familia at one of their assassination sites. Their propaganda implies the need for divine justice.They are trying every way possible to make people believe they are doing God’s work. The Mexican church has not said anything about it, and there are people who are led to believe that perhaps some of the violent works of the La Familia are necessary and maybe even justified. La Familia’s smuggling business has a big negative effect on America society and economy. Since La Familia is willing to pay the exorbitant amounts of money for necessary costly weapons, it entices Americans into breaking the law by getting involved in the illegally sales of arms.In February 2007, drug cartels gunmen attacked two offices of the Guerrero state attorney general’s office in the resort town of Acapulco, killing four officers and three secretaries. One of the rifles used in the attack was traced bac k to the United States (guns without borders). Federal agents say about 90 percent of the 12000 pistols and rifles that the Mexican authorities recovered from drug dealers in the United States are mostly from Texas and Arizona (McKinley 1). Every gun smuggler captured is sent to prison, and the government has to house him and fed him, costing taxpayers thousands of dollars a year.Drug addiction costs the U. S. billions in health care. According to the 2008 National Survey of Drug Use and Health, approximately three million Americans 12 or older initiated the use of an illicit drug. That is nearly 8000 people per day (2008 national survey of drug and health). More than half of all people arrested in the United States test positive for illegal drugs. Drug use is closely connected to robbery and property crime. Substances abused led directly to the death of 38000 Americans (Executive Office of the President of the United States).The drug cartels are clearly affecting America Society an d their economy. The U. S. government needs to work harder to implement regulations on its side of the border. The Mexican government has tried almost everything, but it has not been successful. If the Mexican Government continues with the same approach to the drug cartel problems ultimately the drug cartels will overturn the government. Mexico is a civilized nation, and will not likely go to civil war over the drug cartels; still nobody has tried to take the drastic measures needed. La Familia is more brutal. La Familia is more motivated to keep their power than the government is to stop them; consequently they are impossible to stop.Works Cited Executive Office of the President of the United States. Web. 7. Nov. 2010 â€Å"Guns Without Borders† The New York Times. Web. 6. Nov. 2010 James Mckinley, â€Å"U. S. Stymied as Guns Flow to Mexican Cartels†, The New York Times, April 15, 2009 â€Å"La Familia Michoacana Fact Sheet†, DEA. Web. 5. Nov. 2010 Sandiego. ed u. Web. 6. Nov. 2010 William Finnegan, â€Å"Silver or Lead†, The New Yorker, May 31, 2010, 40, 48 2008 National Survey of Drug Use and Health. Web. 6. Nov. 2010