Digital Fortress Chapter 50-54

Chapter 50 Only yards from TRANSLTR's hull, Phil Chartrukian stood over a patch of white lettering on the Crypto floor. CRYPTO SUBLEVELS AUTHORIZED PERSONNEL ONLY He knew he was definitely not authorized personnel. He shot a quick glance up at Strathmore's office. The curtains were still pulled. Chartrukian had seen Susan Fletcher go into the bathrooms, so he knew she wasn't a problem. The only other question was Hale. He glanced toward Node 3, wondering if the cryptographer were watching. â€Å"Fuck it,† he grumbled. Below his feet the outline of a recessed trapdoor was barely visible in the floor. Chartrukian palmed the key he'd just taken from the Sys-Sec lab. He knelt down, inserted the key in the floor, and turned. The bolt beneath clicked. Then he unscrewed the large external butterfly latch and freed the door. Checking once again over his shoulder, he squatted down and pulled. The panel was small, only three feet by three feet, but it was heavy. When it finally opened, the Sys-Sec stumbled back. A blast of hot air hit him in the face. It carried with it the sharp bite of freon gas. Billows of steam swirled out of the opening, illuminated by the red utility lighting below. The distant hum of the generators became a rumble. Chartrukian stood up and peered into the opening. It looked more like the gateway to hell than a service entrance for a computer. A narrow ladder led to a platform under the floor. Beyond that, there were stairs, but all he could see was swirling red mist. Greg Hale stood behind the one-way glass of Node 3. He watched as Phil Chartrukian eased himself down the ladder toward the sublevels. From where Hale was standing, the Sys-Sec's head appeared to have been severed from his body and left out on the Crypto floor. Then, slowly, it sank into the swirling mist. â€Å"Gutsy move,† Hale muttered. He knew where Chartrukian was headed. An emergency manual abort of TRANSLTR was a logical action if he thought the computer had a virus. Unfortunately, it was also a sure way to have Crypto crawling with Sys-Secs in about ten minutes. Emergency actions raised alert flags at the main switchboard. A Sys-Sec investigation of Crypto was something Hale could not afford. Hale left Node 3 and headed for the trapdoor. Chartrukian had to be stopped. Chapter 51 Jabba resembled a giant tadpole. Like the cinematic creature for whom he was nicknamed, the man was a hairless spheroid. As resident guardian angel of all NSA computer systems, Jabba marched from department to department, tweaking, soldering, and reaffirming his credo that prevention was the best medicine. No NSA computer had ever been infected under Jabba's reign; he intended to keep it that way. Jabba's home base was a raised workstation overlooking the NSA's underground, ultra-secret databank. It was there that a virus would do the most damage and there that he spent the majority of his time. At the moment, however, Jabba was taking a break and enjoying pepperoni calzones in the NSA's all-night commissary. He was about to dig into his third when his cellular phone rang. â€Å"Go,† he said, coughing as he swallowed a mouthful. â€Å"Jabba,† a woman's voice cooed. â€Å"It's Midge.† â€Å"Data Queen!† the huge man gushed. He'd always had a soft spot for Midge Milken. She was sharp, and she was also the only woman Jabba had ever met who flirted with him. â€Å"How the hell are you?† â€Å"No complaints.† Jabba wiped his mouth. â€Å"You on site?† â€Å"Yup.† â€Å"Care to join me for a calzone?† â€Å"Love to Jabba, but I'm watching these hips.† â€Å"Really?† He snickered. â€Å"Mind if I join you?† â€Å"You're bad.† â€Å"You have no idea†¦.† â€Å"Glad I caught you in,† she said. â€Å"I need some advice.† He took a long swallow of Dr Pepper. â€Å"Shoot.† â€Å"It might be nothing,† Midge said, â€Å"but my Crypto stats turned up something odd. I was hoping you could shed some light.† â€Å"What ya got?† He took another sip. â€Å"I've got a report saying TRANSLTR's been running the same file for eighteen hours and hasn't cracked it.† Jabba sprayed Dr Pepper all over his calzone. â€Å"You what?† â€Å"Any ideas?† He dabbed at his calzone with a napkin. â€Å"What report is this?† â€Å"Production report. Basic cost analysis stuff.† Midge quickly explained what she and Brinkerhoff had found. â€Å"Have you called Strathmore?† â€Å"Yes. He said everything's fine in Crypto. Said TRANSLTR's running full speed ahead. Said our data's wrong.† Jabba furrowed his bulbous forehead. â€Å"So what's the problem? Your report glitched.† Midge did not respond. Jabba caught her drift. He frowned. â€Å"You don't think your report glitched?† â€Å"Correct.† â€Å"So you think Strathmore's lying?† â€Å"It's not that,† Midge said diplomatically, knowing she was on fragile ground. â€Å"It's just that my stats have never been wrong in the past. I thought I'd get a second opinion.† â€Å"Well,† Jabba said, â€Å"I hate to be the one to break it to you, but your data's fried.† â€Å"You think so?† â€Å"I'd bet my job on it.† Jabba took a big bite of soggy calzone and spoke with his mouth full. â€Å"Longest a file has ever lasted inside TRANSLTR is three hours. That includes diagnostics, boundary probes, everything. Only thing that could lock it down for eighteen hours would have to be viral. Nothing else could do it.† â€Å"Viral?† â€Å"Yeah, some kind of redundant cycle. Something that got into the processors, created a loop, and basically gummed up the works.† â€Å"Well,† she ventured, â€Å"Strathmore's been in Crypto for about thirty-six hours straight. Any chance he's fighting a virus?† Jabba laughed. â€Å"Strathmore's been in there for thirty-six hours? Poor bastard. His wife probably said he can't come home. I hear she's bagging his ass.† Midge thought a moment. She'd heard that too. She wondered if maybe she was being paranoid. â€Å"Midge.† Jabba wheezed and took another long drink. â€Å"If Strathmore's toy had a virus, he would have called me. Strathmore's sharp, but he doesn't know shit about viruses. TRANSLTR's all he's got. First sign of trouble, he would have pressed the panic button-and around here, that means me.† Jabba sucked in a long strand of mozzarella. â€Å"Besides, there's no way in hell TRANSLTR has a virus. Gauntlet's the best set of package filters I've ever written. Nothing gets through.† After a long silence, Midge sighed. â€Å"Any other thoughts?† â€Å"Yup. Your data's fried.† â€Å"You already said that.† â€Å"Exactly.† She frowned. â€Å"You haven't caught wind of anything? Anything at all?† Jabba laughed harshly. â€Å"Midge†¦ listen up. Skipjack sucked. Strathmore blew it. But move on-it's over.† There was a long silence on the line, and Jabba realized he'd gone too far. â€Å"Sorry, Midge. I know you took heat over that whole mess. Strathmore was wrong. I know how you feel about him.† â€Å"This has nothing to do with Skipjack,† she said firmly. Yeah, sure, Jabba thought. â€Å"Listen, Midge, I don't have feelings for Strathmore one way or another. I mean, the guy's a cryptographer. They're basically all self-centered assholes. They need their data yesterday. Every damn file is the one that could save the world.† â€Å"So what are you saying?† Jabba sighed. â€Å"I'm saying Strathmore's a psycho like the rest of them. But I'm also saying he loves TRANSLTR more than his own goddamn wife. If there were a problem, he would have called me.† Midge was quiet a long time. Finally she let out a reluctant sigh. â€Å"So you're saying my data's fried?† Jabba chuckled. â€Å"Is there an echo in here?† She laughed. â€Å"Look, Midge. Drop me a work order. I'll be up on Monday to double-check your machine. In the meantime, get the hell out of here. It's Saturday night. Go get yourself laid or something.† She sighed. â€Å"I'm trying, Jabba. Believe me, I'm trying.† Chapter 52 Club Embrujo-â€Å"Warlock† in English-was situated in the suburbs at the end of the number 27 bus line. Looking more like a fortification than a dance club, it was surrounded on all sides by high stucco walls into which were embedded shards of shattered beer bottles-a crude security system preventing anyone from entering illegally without leaving behind a good portion of flesh. During the ride, Becker had resolved himself to the fact that he'd failed. It was time to call Strathmore with the bad news-the search was hopeless. He had done the best he could; now it was time to go home. But now, gazing out at the mob of patrons pushing their way through the club's entrance, Becker was not so sure his conscience would allow him to give up the search. He was staring at the biggest crowd of punks he'd ever seen; there were coiffures of red, white, and blue everywhere. Becker sighed, weighing his options. He scanned the crowd and shrugged. Where else would she be on a Saturday night? Cursing his good fortune, Becker climbed off the bus. The access to Club Embrujo was a narrow stone corridor. As Becker entered he immediately felt himself caught up in the inward surge of eager patrons. â€Å"Outta my way, faggot!† A human pincushion pawed past him, giving Becker an elbow in the side. â€Å"Nice tie.† Someone gave Becker's necktie a hard yank. â€Å"Wanna fuck?† A teenage girl stared up at him looking like something out of Dawn of the Dead. The darkness of the corridor spilled out into a huge cement chamber that reeked of alcohol and body odor. The scene was surreal-a deep mountain grotto in which hundreds of bodies moved as one. They surged up and down, hands pressed firmly to their sides, heads bobbing like lifeless bulbs on top of rigid spines. Crazed souls took running dives off a stage and landed on a sea of human limbs. Bodies were passed back and forth like human beach balls. Overhead, the pulsating strobes gave the whole thing the look of an old, silent movie. On the far wall, speakers the size of minivans shook so deeply that not even the most dedicated dancers could get closer than thirty feet from the pounding woofers. Becker plugged his ears and searched the crowd. Everywhere he looked was another red, white, and blue head. The bodies were packed so closely together that he couldn't see what they were wearing. He saw no hint of a British flag anywhere. It was obvious he'd never be able to enter the crowd without getting trampled. Someone nearby started vomiting. Lovely. Becker groaned. He moved off down a spray-painted hallway. The hall turned into a narrow mirrored tunnel, which opened to an outdoor patio scattered with tables and chairs. The patio was crowded with punk rockers, but to Becker it was like the gateway to Shangri-La-the summer sky opened up above him and the music faded away. Ignoring the curious stares, Becker walked out into the crowd. He loosened his tie and collapsed into a chair at the nearest unoccupied table. It seemed like a lifetime since Strathmore's early-morning call. After clearing the empty beer bottles from his table, Becker laid his head in his hands. Just for a few minutes, he thought. Five miles away, the man in wire-rim glasses sat in the back of a Fiat taxi as it raced headlong down a country road. â€Å"Embrujo,† he grunted, reminding the driver of their destination. The driver nodded, eyeing his curious new fare in the rearview mirror. â€Å"Embrujo,† he grumbled to himself. â€Å"Weirder crowd every night.† Chapter 53 Tokugen Numataka lay naked on the massage table in his penthouse office. His personal masseuse worked out the kinks in his neck. She ground her palms into the fleshy pockets surrounding his shoulder blades, slowly working her way down to the towel covering his backside. Her hands slipped lower†¦ beneath his towel. Numataka barely noticed. His mind was elsewhere. He had been waiting for his private line to ring. It had not. There was a knock at the door. â€Å"Enter,† Numataka grunted. The masseuse quickly pulled her hands from beneath the towel. The switchboard operator entered and bowed. â€Å"Honored chairman?† â€Å"Speak.† The operator bowed a second time. â€Å"I spoke to the phone exchange. The call originated from country code 1-the United States.† Numataka nodded. This was good news. The call came from the States. He smiled. It was genuine. â€Å"Where in the U.S.?† he demanded. â€Å"They're working on it, sir.† â€Å"Very well. Tell me when you have more.† The operator bowed again and left. Numataka felt his muscles relax. Country code 1. Good news indeed. Chapter 54 Susan Fletcher paced impatiently in the Crypto bathroom and counted slowly to fifty. Her head was throbbing. Just a little longer, she told herself. Hale is North Dakota! Susan wondered what Hale's plans were. Would he announce the pass-key? Would he be greedy and try to sell the algorithm? Susan couldn't bear to wait any longer. It was time. She had to get to Strathmore. Cautiously she cracked the door and peered out at the reflective wall on the far side of Crypto. There was no way to know if Hale was still watching. She'd have to move quickly to Strathmore's office. Not too quickly, of course-she could not let Hale suspect she was on to him. She reached for the door and was about to pull it open when she heard something. Voices. Men's voices. The voices were coming through the ventilation shaft near the floor. She released the door and moved toward the vent. The words were muffled by the dull hum of the generators below. The conversation sounded like it was coming up from the sublevel catwalks. One voice was shrill, angry. It sounded like Phil Chartrukian. â€Å"You don't believe me?† The sound of more arguing rose. â€Å"We have a virus!† Then the sound of harsh yelling. â€Å"We need to call Jabba!† Then there were sounds of a struggle. â€Å"Let me go!† The noise that followed was barely human. It was a long wailing cry of horror, like a tortured animal about to die. Susan froze beside the vent. The noise ended as abruptly as it had begun. Then there was a silence. An instant later, as if choreographed for some cheap horror matinee, the lights in the bathroom slowly dimmed. Then they flickered and went out. Susan Fletcher found herself standing in total blackness.

Boundaryless organisation Essay

1. Theoretical Background A boundaryless organization is a modern approach in organization design. It is an organization that is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined or traditional structure. This term was coined by former General Electric chairman Jack Welch because he wanted to eliminate vertical and horizontal boundaries within the company and break down external barriers between the company and its customers and suppliers. Traditional companies with boundaries, rules, and extensive plans are at a supreme disadvantage in today’s globalized world, where technology changes daily and the value chain commands changes of its own. In a traditional company where people are categorized into neatly defined positions with their job descriptions filed in three copies in the human resources department, the way a company plans its business can cause it to sink or swim. Bad planning can mean lost opportunities, being overtaken by the competition, loss of revenues, or watching its position slip away because of a new technology, an alteration in the global marketplace, or simply a failure to market its product effectively. When  changes occur, they happen too quickly for its organizational processes to meet them. As a result, opportunities are quickly lost, problem situations take over rapidly, and before the company can respond appropriately, it has lost customers, opportunities, and market share. Although that company likely has more than enough talent within its walls to offset all of those disasters, the talent is never put to use, because employees are constrained to operate within the confines of their job descriptions, where only the prescribed talents can be put to good use. The answer to this dilemma lies in boundaryless organizations. The boundaryless organization does not operate according to volumes of planning documents, job descriptions, or tradition, instead it regroups and innovates. The boundaryless organization has developed primarily due to the widespread distribution of information and the presence of information technology. But if you have great innovative companies such as Newskool Grooves that is always ready and ahead of the game, with a little guidance, the company ca n make it through. The company has to always be alert of impacts of every decision made. Boundaryless organizations communicate mainly through email, phone and other virtual methods rather than more traditional face-to-face communication. The freedom to telecommute with international employees removes geographical barriers to productivity and allows for schedule flexibility. By organizing expert employees in groups and giving them decision-making authority, these companies can change quickly to meet needs and function efficiently in an ill-defined hierarchy. 2. Facts of case Employees no longer work in isolation but work as part of a team on broad, company-wide projects, quality management, just-in-time methods, lean production, and supply-chain management. The advantages of a boundaryless organization are that it is highly flexible and responsive and draws on talent wherever it is found. The disadvantages are that there is a lack of control and it presents communication difficulties. As in the case study, we can find that Newskool Groove has a decentralized culture and a company which reinvents itself 2 to 3 years; the bigger fight is a constant war against stagnation and rigidity. In boundaryless organization developers had a major communication breakdown about their hardware DJ controller, which required many hours of discussion to resolve. The boundaries of an  organization can be divided into following four types: Vertical – Boundaries between layers within an organization Classic Example: Military organization Problem: Someone in a lower layer has a useful idea; â€Å"Chain of command† mentality Horizontal – Boundaries which exist between organization functional units. Each unit has a singular function. Problem: Each unit maximize their own goals but not the overall goal of the organization External – Barriers between the organization and the outside world (customers, suppliers, other government entities, special interest groups, communities). Customers are the most capable of identifying major problems in the organization and are interested in solutions. Problem: Lose sight of the customer needs and supplier requirements Geographic – Barriers among organization units located in different countries Problem: Isolation of innovative practices and ideas 3. Analysis Many companies are crossing lines that have set boundaries linking them to communication. All over the world healthcare facilities are requiring employees the opportunities to connect through a wide variety of networking resources. Contact methods that expand knowledge, ideas, sharing, and finding solutions are all trigger points. Environments that provide healthcare are responding with other organizations through networks that promote social media. Companies are responding to other organizations by relaxing barriers that keep them from communicating with others. Organizations in healthcare are providing boundaryless organizations encouraging and managing a blur of boundaries to provide a better knowledge and understanding of a situation characterized by uncertainty. Organizations are promoting a resourceful outflow of information through the exchange of authority. Barriers that divide groups and isolate individuals from communicating are allowing leaders the cooperation to become mo re involved. A boundary organization allows businesses the opportunity to express their concerns. Boundary organizations are formed to manage meetings in distinct areas and encourage the production of knowledge. These organizations are eliminating the older ways of communication done through the traditional one-way flow. They are effectively changing the hypothesis that supports the  existence of boundaries. The exchange of transferred knowledge has been a great challenge for many organizations. Boundaryless organizations communicate mainly through email, phone and other virtual methods rather than more traditional face-to-face communication. The freedom to telecommute with international employees removes geographical barriers to productivity and allows for schedule flexibility. By organizing expert employees in groups and giving them decision-making authority, these companies can change quickly to meet needs and function efficiently in an ill-defined hierarchy. The four main types of boundaryless organizations are modular organization, strategic alliance, network organization, and virtual organization. Modular and virtual organizations outsource all non-essential functions. When two compa nies collaborate to form a partnership that is beneficial to all parties, they are a strategic alliance. A network organization is one in which companies outsource their major business functions in order to focus more on what they are in business to do. 4. Conclusion The boundaryless organization is a paradigm shift that recognizes the limitations inherent in separating people, tasks, processes, and places, and emphasizes the benefits of moving ideas, information, decisions, talent, and actions where they are most needed (Ashkenas, Ulrich, Jick, & Kerr, 1995). Companies often use a boundaryless organizational structure when they (1) collaborate with customers or suppliers to provide better-quality products or services, (2) are entering foreign markets that have entry barriers to foreign competitors, or (3) need to manage the risk of developing an expensive new technology. The boundaryless organization is appropriate in these situations because it is open to change, it facilitates the formation of joint ventures with foreign companies, and it reduces the financial risk to any one organization. References 1. URL: http://mysite.verizon.net/lpang10473/web/ldc_flat.htm 2. URL:http://www.slideshare.net/AnujSharma4/presentation-on-boundaryless-organization 3. URL: smallbusiness.chron.com †º †¦ †º Organization Structure‎

Famous Person whom you would Consider a “typical” American Essay

Name a famous person whom you would consider a â€Å"typical† American. What characteristics of this individual do you think make her or him typical? Do you consider these characteristics a stereotype? Why, or why not? I think if I had to choose one typical American it would have to be the ‘typical’ ideal American. I do not think that in today’s society that there is a ‘typical’ American.So if I was going to pick a famous person it would have to one from history, Abe Lincoln, for example. He stood for freedom, equality, and upholding the values of life, liberty, and the pursuit of happiness; the values our country was founded on. I think that when he was alive he embodied the characteristics of a typical American because he worked hard to provide for his family and fought hard to stand up for what he believed was right for our country.I consider these to be all wonderful characteristics to have but when applied to the ‘typical’ Ame rican it does seem to be stereotypical or even a little unfair. It is hard in this day and age to embody all of those things that he did. America is a country made up of so many different people with different backgrounds and cultures that we are truly a melting-pot. I think it is time that we redefine the ‘typical’ American to no definition at all. Everyone who is American is ‘typical’, it is what makes this country so great.Resource: Module 4 of Psychology and Your LifeWrite a 200- to 300-word summary describing a time when you had to test a theory. This theory may be something you have tested at work, school, or at home.Answer the following questions in your summary:What type of informal research method did you use?   How was your research method similar to research methods used by psychologists? If given another opportunity, what would you have done differently? Describe one ethical issue mentioned in the text that you have encountered. Why is informe d consent necessary for ethical research? I work in a hotel and I am in charge of getting the housekeepers organized and  working on an acceptable time line. I noticed that they were taking too long to clean the rooms so that I could rent them out again. I decided to do an informal time-motion type study. I would record how long it took them to do the rooms for about a week.I noticed that on one of the days they had planned to do something after work and their room per hour rate went way up. Rechearchers use similar methods when working in the employment settings to see if they can improve morale and production. I probably would not have done much differently. I started motivating them in different ways to make sure that their room rate went up. The only difference was that when we told them about the study, they seemed to move faster. Next time I will just tell them that we are recording their cleaning times and get the results I want, rather than having to give extra incentives. I do not think that there were any moral issues involved in this test. I guess someone could say that I should have let them known that their performance was being recorded. I would not have found the results I did if I had informed them, and as an employee of a company you should expect your performance to be reviewed. If this were a different type of test I can understand how many people want there to be informed consent especially if there is some sort of invasive testing or something that disrupts your normal life.

With reference to at least one work written by Emile Durheim, asses Essay

With reference to at least one work written by Emile Durheim, asses his perspective on rituals. You may also discuss Durkheims view on the relationship between - Essay Example As Durkheim was a sociologist, it is unsurprising that he chose to see religion in terms of its effects upon the social order. â€Å"God is society, writ large†, as he suggests, or: He sees the people’s conceptions of ideas such as the religious and supernatural worlds as directly related to their social order. The purpose of rituals, the main focus of his work, is to divide the supernatural or sacred world from the mundane or profane one. In considering how Durkheim connected an inner religious life to an outer social life, it is necessary to explore his understanding of ritual, and the role of this in creating a social order. This essay will examine Durkheim’s theory of ritual, beginning with an explanation of the two forms of Social Phenomena which he described as acting within religion; symbol and ritual. This will then extend into a closer consideration of the three systems of ritual which Durkheim considered important: positive rites, negative rites, and rites of Expiation. After a brief examination of the differences between Marx, Weber and Durkheim, an example of ritual which helps to illustrate Durkheim’s point will be discussed, followed by a conclusion in which all the separate parts of the essay are drawn together to provide a complete explanation of his perspective on ritual, and modern applications of Durkheim’s theory is also considered. As described above, these two kinds of social phenomena directly relate to the process of ritual; other forms of social phenomena are not included here. While these two social phenomena are described separately, they are, of course, intimately connected, both in religious terms and also in the wider sphere of social relations. No matter how the terms relate to each other or the environment, Durkheim’s ideas of their importance helped to create his theory of ritual and social connection. Durkheim considered religion to consist of three elements; belief

Analyzing the Reasons for Investing Abroad Essay

Analyzing the Reasons for Investing Abroad - Essay Example This essay critically analyzes and discusses the reasons why a firm chooses to invest abroad. Investing Abroad Firms decide to invest abroad for various reasons. Even so, companies that choose to invest overseas largely strive to strengthen their global competitiveness. Numerous global companies choose to invest abroad to penetrate bigger overseas markets. In order to sustain growth, a company should boost its sales or profits, which could be unattainable in the local market. In general, according to Cohen (2007), local markets are restricted to a specific growth rate and size and are highly exposed to competition from other local markets with comparable production, marketing, and product capacities. In this setting, investing abroad is a rational decision for a firm planning to penetrate a bigger market. Aside from the profitability of an additional, bigger market, foreign markets usually provide further competitive gains to the company (Ajami & Goddard 2006, 221). Such markets, for instance, may not have organizational capabilities that are comparable with or of similar level as those of a company investing abroad and the level foreign market competition may not be as heavy as competition in local markets (p. 221). At times companies should do business abroad to penetrate global markets because government regulations of host countries mandate that the products of the company be produced locally. These regulations are commonly enforced to heighten the growth of the national economy, employment, and overall domestic production (Carbaugh 2010, 12). Hence, the firm that plans to penetrate a foreign market has to spend for foreign facilities that are supervised by local managers, in domestic subsidiaries, or by means of several other mechanisms. A company penetrating a foreign market may prefer to do business there if it realizes that it is more cost-effective to produce products locally, instead of producing them at home and selling them abroad. Production econom ies may take place via other dynamics if the local market is huge and the demand is sustainable to give good reason for investment in the facility and tools required to establish a production system. For instance, the marketing and delivery costs could be cheaper than those of processes at home, the sources of needed raw materials could be nearer to the facility abroad, and the labor costs could be cheaper abroad (Frishberg 2010, 139). Another major aspect is the company’s location. A facility located overseas could also be a lot more productive for a developing market. Generally, companies do business in direct competition with other global and local companies. This form of competition is especially strong in markets where only a small number of major companies dominate. In this setting, the strategies of a particular company are swiftly imitated and rivaled by the others. As a result, if a company invests overseas, its rivals carry out the same tactic (Ajami & Goddard 2006, 222). One apparent reason for investing overseas is to be on a par with the established company in new markets and total sales/profit. Another reason is the necessity of rivaling competitors’ overseas tactic; otherwise, the competition may gain

Determination of conductance of various solutions Assignment

Determination of conductance of various solutions - Assignment Example 4. From the data collected in the experiment, the following have been classified as either strong acid, weak acid, strong base or weak base. HCL- strong acid HNO3- strong acid KOH- strong base CH3CO2H- weak acid NH3- weak base 5. KNO3, Ca (NO3)2, Al (NO3)2, HNO3. All these compounds have the same anion i.e. NO3- but differ only in the cation present. This difference brings about the difference in their conductance. The differences arise due to the difference in mobility of the various cations. All those metals plus hydrogen have different mobility in aqueous form, therefore, will conduct electric current differently. 6. The conductance of KCl is 660Â µS while that of KNO3 is 2.9mS. These two values differ due to the conductance contributed by nitrate and chloride ions to the total conductance of the solution. Therefore based on the same principle NaNO3 is expected to have a higher conductance than NaCl. 7. From the conductance of KCl, HCl, and HNO3 the conductance of KNO3 can be calculated as: LKNO3 = LKCl+ LHNO3 - LHCl LKNO3 = 0.66mS+8.6mS-8.1mS LKNO3 = 1.16mS. 8. a) The conductance value for tap water was 0.2mS signifying that it was a weak electrolyte. Therefore it did not contain any ionic impurities since they would have given a higher conductance value. b) The tap water could have contained molecular impurities which were responsible for the small conductance recorded. These impurities partially dissolved in the aqueous solution and hence recorded the small conductance value observed.

Writing a summary of a criminal case and the descriptions of a English Essay

Writing a summary of a criminal case and the descriptions of a English Legal Profession - Essay Example The crown part is part of HMCS standing beside County Courts, Magistrates’ courts and tribunals. Crown court basically deals with criminal cases which have a serious nature. These cases are usually related to murder, rape or robbery. Some of these cases come from Magistrate court in the form of an appeal. The crown court handles cases with Judges and Jury. Jury is usually based on 12 people who are selected from the public. England and Wales have 77 crown courts in total. These courts manage their running from the public funds. These funds are granted to them by Ministry of Justice every financial year. Courts procedures also have fees attached to them. (www.hmcs.gov.uk, 2 April 2009) Clerks and Officers at Crown Court: The administrative work of preparing case files, correspondence, and referral to judges, etc is done by court administrative officers. These officers are under the supervision of executive officer, office manager, and court manager of Crown Court. The clerks of court also sit during trails, its their responsibility to administrate the court room and assist the jude with any dates required. The clerk also records the progress of a case and make sure that hearing dates are assigned. Judges: The hearing and trail part of the case involve members of Jury, Judges, and Ushers. Judges at the crown court are Recorders, High court, and Circuit judges. Recorders are normally those solicitors and barristers who practice privately and can sit as Judge in Crown or County court as Judges. Solicitors and Barristers are also part of trail and appeal process. However they are not the court’s officials. They are hired by defendants/or the applicants. In case of parties not being able to afford the legal fees, legal aid hires a solicitor or barrister for the trial. The judge role at the crown court is to make sure that all parties get a fair chance to present their case in front