Cis333 week 6 case study 2 Example | Topics and Well Written Essays - 1000 words

Cis333 week 6 2 - Case Study Example The increase in information related crimes is responsible for presence of enhanced information security in organizations today (Lindsey, 2014). Technically, motivations for information related crimes are attributed to the economic importance of private information in technology platforms. For example, cyber attackers seek secret and valuable information either for economic benefits or for terrorism related causes. Whatever the motivating factors, organizations handling private information have a duty to protect and prevent valuable information from ending up into wrong hands. Consequently, organizations typically utilize information security systems like Microsoft Server Active Directory domains, and Public Key Infrastructure to foster information security. Undeniably, some information security systems are better than others. As the Information Security Director for a software company, I would prefer the use of Public Key Infrastructure to Microsoft Server domain in safeguarding vital information inside the organization. Technically, Public Key Infrastructure, commonly abbreviated as PKI, is a system of standardized policies and sequenced procedures meant to secure the sharing of information (Kim & Michael, 2014). In the past, hackers have successfully penetrated network infrastructures by employing tactics like sniffing, man-in-the-middle attack, and denial-of-service among others. These hacking tactics are usually easy to apply when attacking non encrypted networks. In this context, information security developers have learned the benefits of encryption, and distribution of authentication components through independent digital certificates. In essence, Public Key Infrastructure combines the concepts of digital certificates and key en cryption in maintaining network security (Carlisle & Lloyd, 2013). Digital certificates are essentially digitized signatures of the certificate’s holder. In conventional platforms, digital certificates would be

Against campital punishment Research Paper Example | Topics and Well Written Essays - 1250 words

Against campital punishment - Research Paper Example The death penalty is a matter of dynamic discussion in different nations and states, and positions can shift inside a solitary political belief system or social district. Rivals of the death penalty contend that not all individuals influenced by homicide covet a capital punishment, that execution victimizes minorities and poor people, and that it supports a "society of brutality" and that it abuses human rights. Capital punishment is substantially more extravagant than existence without the chance for further appeal because the Constitution obliges a long and complex legal procedure for capital cases. This methodology requires to keep in mind the end goal to guarantee that guiltless men and lady are not executed for law violations they did not confer, and even with these assurances, the danger of executing a blameless individual cannot be totally killed (Shepherd, 283-300). In the event that capital punishment was supplanted with a sentence of life without the possibility of Parole, which costs millions less furthermore guarantees that general society is secured while taking out the danger of an irreversible slip-up, the cash spared could be used on projects that really enhance the groups in which we live. The a great many dollars in investment funds could be used in education, streets, cops and open security programs, after-school projects, medication and liquor treatment, youngster misuse aversion programs, mental wellbeing administrations, and administrations for wrongdoing exploited people and their families (Shepherd 301-321). The vast majority who support capital punishment trust it is more practical than life in jail. Maybe at one time, when executions were quick and beyond any doubt, this may have been the situation. Ellsworth and Samuel (19-22) specified that the vast majority proficient about the subject would concur that the deferral now incorporated with the framework, more

An Inspector Calls Tell About The Class System Essay Example for Free

An Inspector Calls Tell About The Class System Essay An inspector calls is set in the early 20th century, back when things were different. The class system was very important. There were three classes working class, the middle class and the upper class. The working class was for the poorest people who did manual labouring work. The middle class was for people such as doctors and teachers. The upper class was for really rich people or people who were important in society such as lords and dukes. In the early 20th century women did not get much respect at all. Only women in the working class worked because women could not get any better jobs than a factory worker or some kind of maid or servant work. This essay from www. coursework. info An inspector calls shows us about the class system in many ways. The first thing we see is that Mr Birling is trying to get a knight hood so he can move from the upper middle to the upper class. He doesnt really want anyone finding out about Eva Smith because he thinks it will damage his reputation and ruin his chances of getting the knighthood. Mr Birling owns a business and is rich he also has respect from other people in the town so he would not want a girl like Eva Smith who has no real importance to him, to come and ruin his chances. You could this factory was quite big and employed many people because he says weve several hundred young women there and they keep changing. This shows us that there was probably many other women all in the same situation as Eva Smith. Money will get you respect and a reputation. Money is also a factor in the class system. The more money you had the higher class you were in. In 1912 when An Inspector Calls was set the suffragette movement was at its most violent and bitter so it was obvious that there was a time for a change on the way that women were treated around this time. The suffragettes were mainly upper and middle class women because if a lower class woman was to campaign they wouldnt get any respect where as the higher you get in the class system the more respect women got. coaf afr seafafw oraf afk inaf foaf af: Eva Smith didnt get any respect at all. She was raped by Eric and the only person she loved who was Gerald who had a girl friend and just left her. Even if Eric or Gerald would have wanted to marry her and love her they couldnt because of the difference in classes between them both. Lower class people were not allowed to mix with upper class people and we are shown this in the way Eric and Gerald said they couldnt marry her just because she wasnt in the same class as her. Another thing that shows us how the class system was in the early 20th century is that when Sheila went in to the shop she had the power to get Eva Smith the sack just because she was jealous of her. The only reason that Eva got the sack from this job was that Sheila thought Eva was smiling at her. The shop owner said a customer complained about her so she had to go. Upper class people had power over the lower classes this was partly because of the money they had. cofe fer sefefew orfe fek infe fofe fe.

History of the Chinese War Strategy

History of the Chinese War Strategy INTRODUCTION The PLA has been undergoing the Strategic Transition from preparing for an early, total and nuclear war in 1985 to a local and limited war in the current context. The PLA understanding of the nature of these future local wars has been greatly influenced by the 1991 Gulf War and the experiences of 1996 Taiwan Straits Crisis. PLA planners believe that future local wars will be a medium sized local war which could involve large scale sea crossing and amphibious landing operations, counter offensive operations in the border regions and repelling local foreign invasion. These wars are likely to manifest in wars involving national unification and disputes over maritime and land boundary issues. PREVIEW The WZC concept was first recorded in 1979 when an adhoc operational area command was formed during the Sino- Vietnam war. It is a doctrine developed for future military operations to be conducted in Chinas strategic neighbourhood as a limited war fought under Joint HQ. It entails limited objectives, greater central control with political settlement as the end result and considerable preparation. In order to develop an understanding of the concept, this paper is laid out as under:- (a) Historical and Theoretical Perspectives of Chinese War Strategy. (b) Chinese Views on the Characteristics of Future Wars. (c) Levels of Conflict. (d) Evolution of Chinese Mil Doctrine. (e) War Zone Campaign. (f) Interpretation of Terms at Operational / Campaign level. HISTORICAL AND THEORETICAL PERSPECTIVEÂ  OF CHINESE WAR STRATEGY Transformation of the PLA. After Maos demise in 1976, saw the re-emergence of Deng Xiaoping. Under his political leadership, the military became disengaged from civilian politics and resumed the political quiescence that characterized its pre-Cultural Revolution role. Focus of military modernization was the reform of military organization, doctrine, education and training, and personnel policies to improve combat effectiveness in combined-arms warfare and the transformation of the defense establishment into a system capable of independently maintaining a modern military force. The reforms were implemented in the PLA from 1978-85. In 1985, the Enlarged Central Military Commission (CMC) endorsed Dengs shift in strategic thinking from preparing for an all out war to preparing for a local war. It carried out a review of sit and threats and concluded that there existed NO threat of early war, however a general war which could have a nuclear backdrop (nuclear war) was very much imminent. In 1995, the Enlarged Central Military Commission (CMC) meeting chaired by Jiang Zemiin officially adopted the Two Transformations (liangge zhuanbian) as the policy for army building to guide all aspects of PLA reform. It called for the Chinese army to undergo a metamorphosis from an army preparing to fight local wars under ordinary conditions to an army preparing to fight and win Local Wars Under Modern High -Tech Conditions; and from an army based on quantity to an army based on quality. Key PLA Teachings on Military Strategy. In 1987 Science of Military Strategy was published by Academy of Military Sciences which reflected change in strategic thinking from total war to local war. It was for internal circulation (neibu) to all officers at the divisional level and above. This, however, offered limited approach to strategy and was primarily based on Peoples War Under Modern Conditions (PWUMC) using positional and mobile warfare along with combined arms operations. It relied heavily on Soviet based invasion setting. In 1999, post Gulf War I, Science of Military Strategy was re-published by PLA National Defence University (NDU) and formed the core teaching text for Strategy Course at NDU. The salient highlights were the broader approach to strategy, covering a range of contingencies under modern hi-tech conditions and covered a range of varied objectives, intensity and lethality. This was followed by publication of Study of Campaigns in 2000. In 2001, AMS published open (gong kai) version of Science of Military Strategy in Chinese and, in 2005, the English version of the book was published. Theoretical Perspective. In general terms, Chinas military doctrine can be divided into four levels as under:- (a) Junshi Sixiang (Military Thought). (b) Zhanlue (Military Strategy). (c) Zhanyi (Military Campaigns). (d) Zhanshu (Military Tactics). Military Thought. This forms the foundational principles and concepts of war fighting and military struggle. It gives out the basic views for guiding and planning the overall situation of military struggle. However, specific guidelines or rules for conducting military operations are not specified. The concept of strategic thoughts is closely linked to Maos military thought and some of the relevant concepts include Active Def and Peoples War. Military Strategy Military Strategy, as per the NDU, is defined as planning and guidance for the overall situation of military struggle, including planning, deploying and guiding the construction and use of military force, to reach the effective achievement of a stated political goal. It is described as a trinity comprising of Strategic Goals (zhanlue mudi) Ends, Strategic Guidelines (zhanlue fangzhen) Ways and Strategic Means (zhanlue shouduan) Means. Strategy links Military Thought and Campaigns by providing general guidance for planning and conduct of military operations. The scope of Strategy includes (a) Threat Assessments. (b) Overall Strategic Goals. (c) Strategic Direction. (d) Basic Principles for conducting military struggle. (e) Means, methods and coordination of military struggle. Strategic Goals. Strategic Goals determine the ultimate political objective in any struggle and thus is linked to national interest. Strategic Missions (zhanlue renwu) are the operational tasks required for achieving strategic goals. Strategic missions and strategic goals are the comprehensive reflection of Strategic Circumstances (zhanlue xingshi) including the main features of international strategic situation and National security requirements. The focus of Strategic Goals during wartime includes operational aspects such as maintenance of initiative, destruction of enemy force. In peacetime, it is to safeguard national interests such as using military means to create deterrence for a stable external environment. Strategic Guidelines. Strategic Guidelines consist of general principles and programs for guiding overall situation of a military struggle. It is a closest analogue to operational doctrine, though at strategic level only, as opposed to campaign or tactical level. Past strategic guidelines include Peoples War Under modern Conditions and the current one being Local Wars under Modern High Tech Conditions. Organizational and operational modernization requirements for a force are determined from identification of appropriate strategic guideline. Strategic guidelines stipulate the following: (a) How to complete a strategic mission. (b) How to realize the strategic goal by identifying key points of struggle. (c) Identification of main Strategic directions. (d) Identification of Strategic deployments. Strategic guidelines are generally composed of five components: (a) Identification of Strategic Opponent. It is based on the threat to national interest and the operational threat is based on the specific military nature of threat. Strategic Direction. It primarily identifies the focal point of struggle and the centre of gravity for use of force to decisively shape the struggle. Basic Points of Preparations for Military Struggle. This refers to the type of struggle e.g. nuclear vs conventional. Basic Methods of Military Struggle. This includes Types of Struggle. Combat Operations vs Deterrence. Types of Strategic Operations. Offense or Defence. Main Operational Forms. Mobile Warfare or Positional Warfare. Types of Operations. Blockade or Ambush. (e) Guiding Thoughts and Principles for use of Military Force. This includes the options of Striking first or second (xianfa zhiren, or houfa zhiren) and Fighting a Protracted Warfare or Quick Decisive War. Strategy manifests in General (zong) or Specific Strategic Guidelines (juti zhanlue fangzhen). The WZC doctrine is a strategic guideline for Local War Under Hi-Tech Conditions (LWUHTC). Strategic Means. Strategic Means spells out ways and methods of using military force to achieve an objective what and how to use including military and non-military means. This can be carried out in basically four ways which include: (a) Actual combat operations in general or local war. (b) Deterrence operations which is the primary method to be used during peace time. (c) Warning operations which include strategic early warning, border defence and internal defence. (d) Combat readiness exercises including force build up, strategic troop transfers, adjustments in deployments, military exercises, weapons tests and war preparation tests. Spheres of Military Strategy. There are three identified spheres of military strategy: (a) Wartime Strategy (zhanzheng shiqi de zhanlue). This refers to periods of time when society as a whole deals with war, such as general war e.g. countering an invasion as the only type of general war China might face. (b) Peacetime Strategy (heping shiqi de zhanlue). This refers to periods when nation is not in a general state of war. Peace should not be confused with absence of future conflict, but LOW LIKELIHOOD of general war. It includes: (i) Deterrence operations. (ii) Crisis managment. Local war. (c) Local War Strategy (jubu zhanzheng de zhanlue). This is a special type of problem that occurs during peacetime. It has been defined as war with limited objectives in a part of an area where limited armed force is used. Traditionally Chinese Strategy has laid much emphasis on the initiative. Hence, the strategy advocated is pro-active vis-Ã  -vis reactive. Successive literatures on strategy have also re-emphasized that the operational or campaign level of operations is the most productive and rewarding for achieving political aims. The strategy adopted must be futuristic and support future national aims or roles. It must factor in economy of options and weigh the cost-benefit evaluation of war i.e. whether to go to war and how best to profitably conclude it. The stated doctrine must also conform to Chinas image and position of assertiveness after century of humiliation. In order to ensure no direct threats to China there is a deliberate effort to gradually move towards capability driven from threat-driven which has been a fallout of emerging international / regional situation. CHARACTERISTICS OF FUTURE WARS Characteristics of Future Conflict. Some of the assessed characteristics of future conflicts are as under:- (a) Future conflicts will be restricted in their scale, means and timing of war. (b) Objectives would be often political / diplomatic rather than military in nature. (c) Conflict processes will be under greater centralized control and political settlement will invariably be the end result. (d) Conflict resolutions will have to be carried out amidst complicated international background. (e) Even though wars would be limited in nature, they would require detailed and prolonged preparation. (f) Pre-emptive strikes would be a major form of action. (g) Costs of wars would be high despite their short duration. (f) Globalization and integration would result in spilling of economically deleterious effects of war. (g) Brief conflicts can best be handled by following the maxim killing the chicken to scare the monkeys. (h) Demonstrative operations would be essential for politically sensitive objectives. (j) A decisive result in conflict resolution will not be essential though welcome. (k) There are going to be political, economic and prestige payoffs resulting from conflicts and hence the need to factor in ways of exercising control over each one of them. (l) Cost-benefit evaluation of wars would be a major input in deciding the end-state decisions of conflicts. (m) Internal perception management of the people will be a major factor in consolidating national efforts. LEVELS OF CONFLICT Levels of Conflict. The levels of conflict assessed to occur in near future are as under:- (a) National Level. A national level conflict would involve national mobilization of resources. It will be characterized by centralized control by the CMC. The objectives and decisions in such a case would be strategic in nature (zhan lue xing). (b) Theatre level. A conflict at theatre level would involve the Military Region (MR) / MRs. The battle area under such circumstances would be called War Zone Front and overall control will be exercised by nominated MR / HQ. (c) Campaign Level (corresponds to own operational level zhanyixing). A campaign level operation would involve Combined Arms Gp Armies (CAGA) or gps of CAGAs (corps equivalents / groups of these). The area of conflict is termed as campaign zone (qu). In peacetime, the area of battle maybe under a Military Region or part of it; in wartime, however, it would be referred to as war zone. The outcome of WZC directly affects realization of national strategic objective. Equivalent weightage is given (employed as appropriate to mission) to all four services. EVOLUTION OF PLA DOCTRINE The PLA Doctrine has evolved over the years commencing from its basic aim to defeat the Nationalist forces to ensuring territorial integrity and subsequently as a tool for diplomacy and external relations. It has transformed itself as under:- Peoples War (Pre 1949 till 1960). The Peoples War doctrine, was the result of lessons learned from the War of Resistance against Japan (1937-1945), and emphasized the preparation of masses of foot soldiers and militia to engage in prolonged guerrilla warfare in Chinas vast interior. This era also marked the looming threat of total, nuclear war and the Chinese capabilities being almost defensive against any strategic nuclear attack. The Chinese strengths basically included space and people and hence basic Strategy involved mobilization of population, trading time for space and final counter-offensive to annihilate the enemy. (b) Peoples War under Modern Conditions (PWUMC). (1960 to 1985) This change in doctrine was a result of the changed perceptions post Sino-Soviet split in 1960. The strategy aimed to develop capability to check aggression forward to gain time for national mobilization and Peoples War. The Chinese strategy during the period was aimed at defeating a Soviet type invasion before it could penetrate deeply into China. It envisaged a forward defense that is near the border, to prevent attack on Chinese cities and industrial facilities, particularly in north and northeast China. Such a defense-in-depth required positional warfare, much closer to the border, in the initial stages of a conflict. This strategy downplayed the peoples war strategy of luring in deep in a protracted war. It also took into account the adaptations in strategy and tactics necessitated by technological advances in weaponry. (c) Limited War (jubu zhanzheng) Under Hi-Tech Conditions (LWUHTC) (Post-1985). This was promulgated after Dengs call for a review of the existing strategy. This came into being due to reduction in the Soviet threat due to Sino- US entente, the demonstration of hi-tech weapon systems employed in the Gulf War I and the post-liberalized growth of Chinese Comprehensive National Power (CNP). The strategy placed reliance on small, effective, hi-tech capable, tri-service integrated troops. It also stressed the need to fight away from borders or exclusive economic zone (EEZ). (d) Limited War under Conditions of Informationization (LWUCI). This f irst found expression in 2004 White Paper. Informationisation was to be treated as a Force Multiplier and it sought to integrate all available platforms or assets. This is also in consonance with development of Chinese infrastructure and capabilities in their efforts to undergo RMA. WZC THE PLAs DOCTRINEÂ  FORÂ  CAMPAIGN IN WARZONES WZC. War Zone Campaign as a doctrine evolved for conducting a limited war under high technological conditions. Future campaigns under the doctrine will be fought by combined arms synergy applied under unified joint command and control HQs. Such a HQ is created in theatre of operations by pooling in resources from Mil Region HQs and offrs from Gen Staff Department. WZC is an intermediate between Combined Arms GA (CAGA) army dominated command and total war where more than one war zones are activated simultaneously. Salient characteristics of the WZC are as under:- (a) The doctrine has been developed by PLA for future wars which are going to be limited wars and conducted in peripheral regions under a joint HQ. (b) It is a joint services campaign and an intermediate between military region and national (CMC) level campaign. (c) WZC is designed for a local / limited campaign but however its outcome determines realization of national objectives. (d) PLA Mil Regions already have AF / Navy on their orbat or under operational control. (e) PLA traditionally has been Mil Region-centric. WZC envisages imposition of another higher HQ to: (i) Coordinate employment of troops of more than one Mil Region. (ii) Act as CMC representatives for employment / control of tactical, strategic and nuclear missiles. As it involves more than one MR, theatre-wide control, coordination and deception is ensured by imposition of this HQ. A recent example is of the Taiwan straits incident when the PLA was engaged in large scale exercises and firing rockets across the Taiwan Strait in 1996 when Gen Kui Fulin from GSD was superimposed on Nanjing MR and Guangzhou MRs and formed the Fujian Front. WZC in the Level of Conflict. WZC is an intermediate between Combined Arms GA (CAGA) army dominated command and total war where more than one war zones are activated simultaneously. In the spectrum of Level of Conflict it is short of a national mobilization but more than CAGA ops. PARTIAL MOB OR TOTAL MOB WZC COMBINED ARMS GP ARMY OPS Salient Features of the Doctrine. The doctrine envisages combined arms and joint service operations. In depth strike. Aim is not to engage enemy at forward positions but in depth through infiltration, forced penetration, air projections and flank intrusions. There is a requirement of professionally and technically qualified person to operate high tech advance equipment. It envisages mastery in outer space. Delegation of command to lower commanders as severe hindrances / loss of command during operations is envisaged. It places great emphasis on C4ISR systems. Interpretation of Terms. Certain important terms used in definition of the doctrine are as under:- (a) Local and Temp Superiority (LATS) Concentration of Force at point of decision. (b) Trans-Regional Sp Ops (TRSO) Flexibility. (c) Gaining Initiative by Striking First (GISF) Initiative, Offensive Action, Pre-emptive Action. (d) Quick Battle, Quick Resolution (QBQR) Simultaneity of ops, Non-Linearity, Tempo (Speed, Momentum). (e) Elite Forces, Sharp Arms (EFSA) Appropriateness, Economy of Effort. Implementation of WZC. The basic aim of WZC is to turn PLA inferiority into superiority by three pronged strategy namely Elite Forces Sharp Arms (EFSA), Gaining Initiative by Striking First (GISF) and Quick Battle, Quick Resolution (QBQR). These are deliberated upon in succeeding paras. Elite Forces Sharp Arms (EFSA) Elite Forces Sharp Arms (EFSA). What justifies EFSA is that limited nature of local war makes it possible to achieve local and temporary superiority through the concentrated use of the EFSA. The use of EFSA can be optimized by their deployment, coordination and command. EFSA Dply Coord Trans Regional Sp Ops (TRSO) Dply per se Comd Deployment. A relatively new concept in this aspect is the Trans Regional Sp Ops (TRSO). Its implication at campaign level and at strategic level is as explained below:- (a) At Campaign Level. Deployment of EFSA must be with the aim to achieve comprehensive strike effects, and for this forces must be carefully selected. The principle also advocates Dispersed deployment of optimal forces to deny enemy window of vulnerability and increase survivability of own forces and to achieve concentration of effects by concentrating destructive effects of these arms and forces which is the basic prerequisite for achieving local and temporary superiority. (b) At Strategic Level. It envisages deployment of the best available forces and arms from other Mil Regions to reinforce war zone where local war may occur. Such a trans regional support operation (TRSO) has many advantages:- (i) It enhances political and diplomatic initiatives. (ii) Avoids sustained force deployment but optimizes readiness in the rear. (iii) RRU/RRFs ensure indirect forward presence by utilizing mobility. (iv) It may also prevent escalation as also enable local and temporary superiority in psychological terms. Coord. Coordination of sub campaigns is a must to achieve synergy of effect w/o inter service friction. It is aimed at permitting service commanders to coordinate and control respective services sub campaigns. As EFSA is associated with technology intensive services [RRF, Special Ops Forces (SOF), Navy, AF, Sec Arty] the relationship between services / branches has to be defined by equality and partnership in a joint services campaign. Hence coordination of joint service campaigns is a crucial issue for successful conduct of WZC. Principles of Coordination of Joint Campaigns. (a) Coordination is centered on whichever service that conducts the sub campaign. It calls for a heightened sense of responsibility and initiative by service commanding officers. (b) An important aspect for coordination is the timing and manner of transition from one phase of the campaign to another for example from electronic to air sub campaign, to sea denial and crossing operations, then to amphibious landing and ground operations. The coordination between various services is also very important during transitions to reduce internal chaos and friendly fire casualty. (c) Coordination in stratagem (e.g. outflanking troop movement to divert enemy forces to secondary fronts) is important to determine whether local and temporary superiority will be achieved on the primary front. (d) A common method of coordination is mutual dispatch of service representatives to coordinate air-land, air-sea or sea land operations. (e) Modes of coordination are strike zone based, target based and timing based. (f) Most important coordination mechanism is establishment of joint force command. Principles of Command. A joint command is established with deputy commanding officers from Air force, Navy and Sec Arty. The joint command formulates joint services operational plans and conducts inter service coordination. Some issues related with command are as under (a) Extent and Timing of Centralised Command. Command must be centralised during planning. However during execution, a decentralized command and service autonomy are desirable. (b) Traditional Mil Region command organs are ground force dominated and hence could be a potential for inter service friction during implementation. (c) Under WZC, a joint command is established using the present Mil Region command as nucleus. (d) The joint command may have higher proportion of command and staff officers from services other than the army as necessitated by the requirement.. 32. Trans Regional Sp Ops (TRSO). (a) This deals with concentration of EFSA at strategic level. (b) It aims at deployment of best forces and arms from other Mil Regions to reinforce the War Zone e.g. Rapid Reaction Forces (RRF), missiles, AF etc. (c) It focuses on development of rapid reaction forces and capabilities in the rear while maintaining a moderate level of forces deployed forward. (d) It contributes to achievement of local and temporary superiority. (e) TRSO stresses on tech based mobility and effectiveness to achieve its aim. (f) Enhances political and diplomatic initiatives by maintaining reduced forces in the fwd areas and de-escalating tensions. Capabilities: RRF. (a) Adaptation and responsiveness are the two key elements of RRF. (b) It is intended for quick reaction to deal with internal security (IS) and local / ltd border conflicts. (c) These forces are maintained at full strength with all terrain and all weather capability including survival training for 48 hours. (d) They have the capability to reach anywhere in any Mil Region within 24 to 48 hours. (e) RRFs of 15 AB Corps can reach anywhere in China within seven days. Gaining Initiative By Striking First (GISF) Gaining Initiative By Striking First (GISF). Increased precision and lethality of high tech weapons causes unprecedented destruction. Under such conditions the side that strikes second may lose momentum and face the prospects of defeat. As also the demarcation between first and second strike will be less relevant and hence by carrying out first strike a local and temporary superiority may be achieved. However, first strike may not lead to temporary initiative if the enemy is well prepared and anticipates the strike. This can be ensured by element of surprise and initiation of the initial battle of the campaign. GISF is hence associated with the beginning of the campaign. Gaining Initiative by Striking First Element of Surprise Initiation and Initial Battle of the Campaign Note: China will not be averse to striking first ? Element of Surprise. There are two key issues while considering Element of Surprise. If adversary is well prepared and anticipates strike, effect is reduced hence the need for element of surprise. There is a requirement of identifying enemy intentions and capabilities and simultaneously concealment of PLA intentions and capability. This can be achieved by concealing the real and demonstrating the false by employing conventional / asymmetric, electronic and civil-military means. (a) Transparency of En Intentions and Capabilities. (i) At the Strat Level. This can be achieved through long term, systematic and institutionalized study and analysis of military target especially with regard to his war fighting doctrine, styles, command, organization and weapon systems. (ii) At the Campaign Preparation Level. This can be achieved by acquiring and affirming intelligence with regard to the enemy by continuously monitor enemy movement, weapons and targets by the use of satellites, surveillance ships, planes, radars, radios and human intelligence. (b) Successful Concealment of PLAs Intentions and Capabilities. Modern technology enables effective surveillance and difficult concealment. Non tech means employed in 1991 Gulf War resulted in successful concealment achieving local and temporary superiority. Also fighting the battle close to Chinas borders would increase success of concealment. Methods of Concealment. Some of the measures which may be employed to confuse the adversary about timing, place, scale, nature and direction of the campaign initiation are:- (a) Create a situation of internal intensity and external relaxation i.e. political and diplomatic means be employed to conceal strategic intentions. (b) Concealing the real (hiding real forces by camouflage). (c) Demonstrate the false (use of dummy planes, ships, tanks, vehicles, artillery pieces and use reserve militia to show false deployment). (d) Blending the real with the false and illusory with the substantial (mixing real and substantial forces with false and illusory ones, meshing forces with civilian facilities). (e) Electronic measures (ECM, deception, ECCM). 37. Initiation and Initial Battle of the Campaign. (a) There is a contradiction between active defence as a central principle of PLA military operations and first strike (GISF in fact becomes a central component of active defence). (b) Window of opportunity for first strike is the period between the failure of political and diplomatic initiatives at the strategic level and completion of enemy deployment between the ens strat choice and his strat probe. (c) The outcome of the first battle would be crucial to determine whether local initiative is seized or not and hence it is necessary to Throw a powerful and superior initial strike force into the initial battle. (d) In order to maintain the advantage created by the initial battle, resolute, active and continuous offensive must be carried out to deny enemy breathing space. Quick Battle Quick Resolution If GISF is the beginning of the campaign, QBQR is the conclusion. QBQR deals with prosecution and conclusion of the campaign. The importance of QBQR arises from the fact that border wars fought for disputed territories will be limited to a confined area and not for total conquest of a country. Hence, there is a need to contain the conflict and achieve final resolution at one stroke. QBQR seeks to avoid prolonging of war as (high tech weapons would also cause extensive damage to own military and civil infrastructure in the event of a prolonged war. As the PLA is deemed inferior in technology, the enemy may regain and counter strike to cause PLA a defeat if war is protracted. QBQR INFO OFFENSIVE OFFENSIVE OPS MOB FIRE POWER AMBUSH SOFT KILL HARD KILL CONTINUOUS DEEP STRIKE VERTICAL STRIKE MOB SURPRISE ATTACK Methods to Achieve QBQR. Mobility and Offensive operations are the two key concepts to achieve QBQR. Mobility. Mobility is a pre-requisite for carrying out continuous and dynamic offensives. Mobile Warfare is dependent on good infrastructure and complex logistics but these leave adequate signature for the enemy to pick up. Whether local information superiority can be achieved will determine whether QBQR can be realized in PLAs favour. Counter reconnaissance is advocated to achieve information superiority (neutralise ens C4I by use of anti svl satl measures, laser and kinetic energy, particle beam wpns and other measures) which also helps in achieving surprise. There is a need to mitigate threats to mobility from air by integrated air defense measures required to defeat over-the-horizon (OTH) beyond-visual-range (BVR) missiles and their launch platforms, smart bombs, stealth tactical aircraft and attack helicopters (AH). Modes of Mobilization. Employing various modes of mobilization may enhance deception or reduce exposure and casualty, thus improving the odds of local and temporary initiatives. These include (a) Exterior Line Mobilization. This involves establishment of one or several inter-connected mob

A Comparison of Illusion in The Cherry Orchard and A Dolls House Essay

Dangers of Illusion in The Cherry Orchard and A Doll's House   Ã‚  Ã‚   In the plays, The Cherry Orchard, by Anton Chekhov, A Doll's House, by Henrik Ibsen, and Galileo, by Bertolt Brecht, the protagonists' beliefs are a combination of reality and illusion that shape the plot of the respective stories.   The ability of the characters to reject or accept an illusion, along with the foolish pride that motivated their decision, leads to their personal downfall.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In The Cherry Orchard Gayev and Miss Ranevsky, along with the majority of their family, refuse to believe that their estate is close to bankruptcy.   Instead of accepting the reality of their problem, they continue to live their lives under the illusion that they are doing well financially.   The family continues with its frivolous ways until there is no money left (the final night they have in the house before it is auctioned, they throw an extravagant party, laughing in the face of impending financial ruin.) Even when Lopakhin attempts to rescue the family with ideas that could lead to some of the estate being retained, they dismiss his ideas under the illusion that the situation is not so desperate that they need to compromise any of their dignity. Lopakhin: As you know, your cherry orchards are being sold to pay your debts.   The auction is on the twenty second of August.   But there’s no need to worry, my dear.   You can sleep soundly.   There’s a way out.   Here’s my plan.   Listen carefully, please.   Your estate is only about twelve miles from town, and the railway is not very far away.   Now all you have to do is break up your cherry orchard and the land along the river into building plots and lease them out for country cottages.   You ¹ll then have an income ... ... 2.  Ã‚  Ã‚  Ã‚  Ã‚   You have a good thesis statement that introduces a complex discussion.   3.  Ã‚  Ã‚  Ã‚  Ã‚   Your organization of the paper is also well developed.   However, you seem to begin new paragraphs too frequently. For example, in your discussion of A Doll’s House, you used several paragraphs to discuss the faults of Nora and her husband and then another paragraph for her growth.   All of the paragraphs discussing their faults could be condensed into one paragraph. 4.  Ã‚  Ã‚  Ã‚  Ã‚   When citing a quote, you do not need to actually write the word â€Å"page† it is understood that the numbers are page numbers. 5.  Ã‚  Ã‚  Ã‚  Ã‚   Also when quoting, the punctuation of the last sentence should come after the parentheses of the citation and not before. 6.  Ã‚  Ã‚  Ã‚  Ã‚   Be careful with verb tenses.   If you begin your sentence using the past tense the rest of your sentence should remain in the past tense.

Medical Patient Records :: Electronic Medical Records

Medical patient records are organized domcuments created to obtain patient medical history and previous care. Medical records are personal documents stored by his or her health care provider. Each medical record has enough information to distinguish each patient . It contains their first and last name with gender and age. Every patient's medical records are different some contain more information due to their medical history. If a patient has alot of problems and have been treated then their file would have more information . Certain records also contain history of complaints and procedure, few records have photographs with a short summary of what is present. Medical records can be electronically stored , traditioanlly handwritten and even voice recorded. Medical records that are written on paper and kepted in folders are divivided into informative sections It contains medical terminology terms that any person in the medical field can read It should be written in either black or blue ink. Each provider should always document the evaluation and results of every visit during the visit. It is prohibited to pre-date or backdate an entry. If there is to be a mistake written in a wrong patients file it should be dated and signed by the person that is revising the file; this shows proof that it was corr ected.. The purpose of a medical record is for the health care provider to provide endless care to the individual patient. It serves a source for planning patient care and the services provided to that patient. Medical records begin from when the patient born. It contains diseases, illness and whatever the patient tells their physician about his or her past and present status. It also contains lab test results, medication that was ever prescribed. It also contains allergies, referrals ordered to other health care providers and plans for further care. Medical patient history inlcude families history and the status of the family members death if known. It tells relationships of the patient, his or her career and schooling this helps the physician to know and explain behavior of a patient in relation to illness or loss. It contains different habbits such as smoking use , alcohol , diet and exercise. History of vaccination is included and blood test prooving immunity. If a patient is hospitalized there are daily updates that are entered in the medical record; it documents clinical changes and new information.

Planning, Organising, Learning and Controlling Essay

Stahl is a global market leader in chemicals for the leather industry. Today, Stahl operates 8 manufacturing sites and 30 strategically located technical service laboratories around the globe including here in Singapore (www.stahl.com). The role I posses is hybrid in nature where I am not only accountable for sales targets of certain South East Asia countries but also oversee the development of higher quality and more economical products to our current product range. As a Technical Advisor in Stahl, I am considered to be a Front-Line Manager (Bartol, Tein, Matthews, Sharma, Scott-Laden, 2011, p. 13). The problems we faced are that our customers are complaining that our prices are too expensive as they are able to source for cheaper and yet, better products from our competitors. Basing on my customer interactions and company reports (Stahl Asia SEA Analytical & Market Report 2012, p.15-36); we have lost as much as 20% of our business to our competitors over the last 12 months. We had to change something to how we manage our business, to be competitive and still maintain our position and profit. Bartol et al (2011, p. 72) has explained, like any other company in the world, Stahl is surrounded by 2 external environments. They are the General or Mega-Environment where many companies have limitations in changing or altering it directly. As Davidson, Simon, Woods, Griffin (2009, p.150) points out, the impact of the environment are often vague, imprecise and long term. Thus many organisations majorly tend to focus on the Task or Specific Environment where managers can identify the environmental factor of interest to their company and influence it to their advantage. Stahl has mainly the Competitor, Customer or Supplier to contend within our specific environment but Supplier was chosen, as this was the main element that was causing our market share to be lost. This essay will explore how the Supplier has impacted the way I Plan, Organise, Lead and Control within my organisation. Both Bartol et al (2011, p. 77) and Davidson et al (2009, p. 152) have defined that suppliers are companies or organisations that provide resources such as raw materials, products or services for their day-to-day operations. This element specifically impacts my organisation because we were having too many suppliers that gave huge variances in quality in the raw materials acquired. Sudden surges in production also meant that costs went up due to expensive airfreight charges to facilitate our production. This often meant that part of the costs was often passed on to the customer who is already unhappy about paying more for our expensive product. Something had to change. Even though I am not involved with higher management and their strategies, it was through the company meeting reports (Stahl Asia Review & Actions 2013) and interaction with my immediate manager that I understand we have reduced from 10 to 2 suppliers. This streamline is vital as they can commit to the price we want as we are able to buy in bulk on a regular basis. The quality supplied can be assured as our raw material comes from a reliable source. Furthermore, our supplier is willing to keep a certain amount of raw material in their warehouse should our production decides to surge, at no extra costs. With all this planning in action, this allows us to price our products competitively without harming our profit margin. This in turn in the long run it will enable us to not only regain back our market share but also expand it. The supplier’s element has impacted my job from a Planning, Organising, Leading and Controlling perspective in the following ways. Planning as pointed out by Davidson et al (2009, p. 13) is the setting of the company’s goals and deciding the best way to achieve them. Being a First-Line Manager (Bartol et al, 2011, p. 13) meant that I am not involved with the higher planning of strategies but was advised on it through my immediate manager. It meant that I had to understand the goals of the company which was to develop new products using the raw materials from our 2 suppliers. Organising according to Campling et al (2008, p. 20) is the importance of assigning tasks, resource allocation and the arranging coordinated individuals and groups to execute plan laid out by the management. My manager has assigned the Quality Control (QC) and the Reseach & Development (R&D) teams to support me in achieving our goal of producing a new product with our supplier. Davidson et al (2009, p. 6) mentions that Leading is a management function that motivates & influences others through means of communication and managing groups of people. The daily work interaction with the QC and R&D teams allows me to exercise another set of management skills known as Human Skills (Bartol et al 2011, p.12) that enables me to motivate my team to the required levels of change. With this it also meant I inherently took up the role as what Mintzberg (1980) defines as a leader. Bartol et al (2011, p. 6) explains that managers must take initiative to set and compare standards and if necessary, take corrective action. Thus in Controlling, Davidson et al (2009, p. 14) states that it’s the final management process whereby the company monitors its progress towards its goals. Even though my developed product maybe finalized and have met the standards set by us. I still had to have the product tested by my customer in order to ascertain if it’s acceptable for them. In conclusion, by understanding the problems we faced in losing our business, my company reacted by changing one of the Specific Environments that has the most effect to us, the Supplier. It was the one that we could best change and improve our situation. Hence this change has led me to Plan, Organise, Lead and Control within my organization and as I was a First-Line Manager, I found myself leading most of the times to achieve our company goals.