The Human Factors Analysis Crash of Pinnacle Airlines Flight 3701 Essay Example For Students

The Human Factors Analysis: Crash of Pinnacle Airlines Flight 3701 Essay The Human Factors Analysis: Clang of Pinnacle Airlines Flight 3701. The aircraft accident study and analysis, look into all processs and challenges affecting air power safety issues. From a human factor point of view, most air power accidents are attributed to human-machine mistakes. Integrating psychological scientific discipline and safer environments into a multidisciplinary attack improves the extenuation procedure. Underscoring the belongingss of human factors, influence, restrictions, and applications in air power industry could present new ways to extenuate human mistake. Correlating human factors in aircraft accidents evolved the ability to break the safety procedure in a work environment. We will write a custom essay on The Human Factors Analysis: Crash of Pinnacle Airlines Flight 3701 specifically for you for only $16.38 $13.9/page Order now Another term in human factors is the rule of work public presentation and situational consciousness. In both instances, they present a challenge to the air power industry. Work public presentation and deficiency of situational consciousness can be classified as knowing and unwilled mistake. Unintentional mistake is attributed to the bad cognitive judgement and action. Equally good as knowing mistake, which correspond to the misdemeanor of safety patterns and processs. To extenuate human mistake, critical stairss to advance safety patterns, procedures, and good determination devising is implemented. But, keeping the effectivity of a safety direction system, particularly aviation safety, proactive communicating and human interactions can forestall or pull off the figure of safety-related air power accidents and incidents. The function of human factors in air power encompasses a broad scope of proficient and mechanical failures. But, understanding the human mistake and its belongingss represents a challenge to the air power industry. Even now, to extenuate human factor in a on the job environment a important behavioural analysis can beef up the extenuation procedure. As a general attack, air power industry uses the subjects of cognitive scientific discipline to understand the logical thinking behind the human mistake. Pinnacle Airlines Flight 3701: Events and Findingss. Human factors and the ergonomic undertaking analysis in air power constitute a great per centum of all major air power accidents. Depending on the accident fortunes, human mistake is identified as a conducive factor. It is critical that the research worker place the likely causes accident for a future safety mention. In add-on, the accident probe requires a thorough study that includes the primary findings, actions, and recommendation. Let analyze the â€Å"Crash of Pinnacle Airlines Flight 3701, Jefferson City, Missouri October 14, 2004. The flight was runing under the 14 Code of Federal Regulations ( CFR ) Part 91† ( National Transportation Safety Board, 2007, p. 1 ) . At 2215:06 Pinnacle Airlines flight 3701 crashed into a residential country of Jefferson City, Missouri. Both engines flamed out when the pilot induced an aerodynamic stall and were unable to re-start. The captain and first officer ( OF ) were killed in the clang. During the acclivity, the captain induced three offprint pitched up manoeuvres doing an increase on the pitch angle and a perpendicular burden. ( National Transportation Safety Board, 2007, pp. 12, parity. 1 ) The flight informations entering system ( FDR ) showed that the pilot engaged in inordinate pitch airplane-nose-down ( AND ) and airplane nose-up ( ANU ) manoeuvres. Between 2127:15 and 2127:17, the FDR information confirmed the automatic pilot was disengaged during the 2nd ANU manoeuvre at 15,000 pess. A few seconds subsequently and at 24,600 pess, the aircraft was on a degree flight place. A 3rd pitch-up manoeuvre was followed after the degree flight place ensuing in an increase on the pitch angle and perpendicular burden. During the air traffic control ( ATC ) transcript alteration, â€Å"the aircraft maximal climb rate of 41,000 pess was cleared by the ACT. Further transcript analysis revealed that at the maximal ascent rate, the aircraft perpendicular velocity was approximative 500 fpm† ( National Transportation Safety Board, 2007, pp. 14, parity. 1-3 ) . .u13da94bf9cd2cab140f70e19a0a0ace5 , .u13da94bf9cd2cab140f70e19a0a0ace5 .postImageUrl , .u13da94bf9cd2cab140f70e19a0a0ace5 .centered-text-area { min-height: 80px; position: relative; } .u13da94bf9cd2cab140f70e19a0a0ace5 , .u13da94bf9cd2cab140f70e19a0a0ace5:hover , .u13da94bf9cd2cab140f70e19a0a0ace5:visited , .u13da94bf9cd2cab140f70e19a0a0ace5:active { border:0!important; } .u13da94bf9cd2cab140f70e19a0a0ace5 .clearfix:after { content: ""; display: table; clear: both; } .u13da94bf9cd2cab140f70e19a0a0ace5 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u13da94bf9cd2cab140f70e19a0a0ace5:active , .u13da94bf9cd2cab140f70e19a0a0ace5:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u13da94bf9cd2cab140f70e19a0a0ace5 .centered-text-area { width: 100%; position: relative ; } .u13da94bf9cd2cab140f70e19a0a0ace5 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u13da94bf9cd2cab140f70e19a0a0ace5 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u13da94bf9cd2cab140f70e19a0a0ace5 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u13da94bf9cd2cab140f70e19a0a0ace5:hover .ctaButton { background-color: #34495E!important; } .u13da94bf9cd2cab140f70e19a0a0ace5 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u13da94bf9cd2cab140f70e19a0a0ace5 .u13da94bf9cd2cab140f70e19a0a0ace5-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u13da94bf9cd2cab140f70e19a0a0ace5:after { content: ""; display: block; clear: both; } READ: Inspector Calls Essay SummaryBetween 2152:22 and 2124:36, the cockpit voice recording equipment ( CVR ) indicated the flight crew recognize the aircraft maximal height and the crew decided to go on at 41,000 pess. The CVR besides revealed the ACT concerns at that height. After the 2nd pitch-up manoeuvre, â€Å"the FDR information showed an increase in the angle of onslaught ( AOA ) from 7a? ° to 12a? ° and shortly after to a decrease of -20a? °Ã¢â‚¬  ( National Transportation Safety Board, 2007, pp. 15, parity. 1-5 ) . After the aircraft entered an aerodynamic stall, the FDR and CVR informations recorder the dual engine failure after the unsuccessful recovery from the stall place. About 2201:5 the pilots initiate the subsidiary power unit ( APU ) bleed air restart. Between 2203:09 and 2208:17, the engine failure continued and the crew was forced to fall at a rate of 1,500 pess per minute. About two proceedingss subsequently, the air traffic accountant asked the pilots perform a landing attack to the closest airdrome. The traffic accountant cleared Pinnacle Airlines Flight 3701 to the closest airdrome, runway 30 at Jefferson Memorial Airport ( JEF ) . At 2214:02, after interchanging the set downing attack information with the air traffic accountant, the crew realized the failed attack. About 2214:53 and 2215:00, the CVR recorded the aircraft concluding attack at.58 maritime stat mis ( NM ) and at an height of 930 pess. Seconds subsequently, the low terrain dismaying sound and six second after the aircraft impacted the land. Brief great sum-up of the accident fortunes in a well-supported organize and logical mode. Primary findings: place the factors lending to the job, accurate inside informations with external beginnings. From a human factor point of view. Aircraft accident study composing and analysis. Accident probe processs and challenges. Critical idea affecting air power safety issues.-p.12 Recommendations1 Clearly province the important of the job and relevant constructs, theories, results prediction that supports immediate actions to decide the job, outside beginnings. Kd ; flkd FAA actions on the recommendations. Primary air power safety issues associated with the accident. Alternate actions ( 2 each-advantage and disad ) : attack to work out the job, ground for alternate advantages and disadvantages and give the cause for contemplation on the consequence of implementing one or the other. K ; deciliter Industry Executions of the Recommendations. Status of the recommendations and what has been done since the accident to forestall return. Reason is clear. Advantages and disadvantages are thought arousing. Answer the inquiry. â€Å"What if we tried something wholly different? † A determination to implement could likely merely be made and strongly defended without permission. Fks ; dfks ; . ( Last Name, Year ) Mentions Last Name, F. M. ( Year ) . Article Title.Journal Title, Pages From To. Last Name, F. M. ( Year ) .Book Title.City Name: Publisher Name. National Transportation Safety Board. F.M. ( January 9, 2007 ) . Crash of Pinnacle Airlines Flight 3701 Bombardier CL-600-2B19, N8396A Jefferson City, Missouri October 14, 2004, p.1. Retrieved hypertext transfer protocol: //www.ntsb.gov/doclib/reports/2007/AAR0701.pdf Footnotes 1 Tables Table 1 Column Head Column Head Column Head Column Head Column Head Row Head 123 123 123 123 Row Head 456 456 456 456 Row Head 789 789 789 789 Row Head 123 123 123 123 Row Head 456 456 456 456 Row Head 789 789 789 789 Note: Figures Figure 1. For more information about all elements of APA data format, delight confer with the APA Style Manual, 6th Edition.

Improving Student Behavior With Behavior Contracts

Improving Student Behavior With Behavior Contracts Behavior contracts that describe appropriate replacement behavior consequences and rewards can really help students succeed, eliminate problem behavior and build a positive relationship with the students teachers. Contracts can eliminate the never-ending battle of wits that begins when a student engages the teacher and the teacher gets hooked. Contracts can focus the student and teacher on the good behavior rather than on the problems. A behavior contract can be a positive intervention to avoid the need to write a Behavior Intervention Plan. If a childs behavior merits a check in the Special Considerations section of the IEP, federal law requires that you conduct a Functional Behavioral Analysis and write a Behavior Intervention Plan.  If another intervention can prevent the behavior from getting out of control, you can avoid a lot of work as well as possibly needing to call an additional IEP team meeting. What Is a Behavior Contract? A behavior contract is an agreement between a student, their parent and the teacher. It spells out the expected behavior, the unacceptable behavior, the benefits (or rewards) for improving behavior and the consequence for failing to improve behavior. This contract should be worked out with the parent and the child and is most effective if the parent reinforces the appropriate behavior, rather than the teacher. Accountability is an important part of the success of a behavior contract. The components: Participants: Parent, Teacher, and Student. If both parents participate in the conference, more power to them! It is clearly an indication that they will support your effort. If you are in a middle school and other teachers besides the special educator will be enforcing the plan, they all need to sign off on the contract. Finally, the student should be consulted, especially about the rewards. What is a fitting reward for proving that they can improve their school behavior?The Behavior: Describing the behavior negatively (stop hitting, stop speaking out of turn, stop swearing) will focus on the behavior that you want to extinguish. You need to be sure that you are describing the replacement behavior, the behavior you want to see in its place. You want to be rewarding the student for the behavior that you want to see, rather than punishing the behavior you do not want to see. Research has proven conclusively that punishment doesnt work: it makes a behavior disappear temporarily, but th e minute the punisher leaves, the behavior will reappear. It is important that the replacement behavior serves the same function as the behavior you with to eliminate. Raising your hand doesnt replace calling out if the function of calling out is to get attention from peers. You need to find a behavior that will also provide appropriate attention. Data collection: How will you record when wanted or unwanted behavior has occurred? You may have a student self-monitoring protocol, or even a teacher checklist or teacher record sheet. Often it can be as simple as a three by five-inch note card taped to the desk, where the teacher can place a star or a check for appropriate behavior.The Reward: You need to be sure that you establish both the reward and the threshold for getting the reward. How many inappropriate behaviors are allowed and yet the student can still earn the reward? How long does the student need to exhibit the behavior before the student earns the reward? What if the student backslides? Does he or she still get to keep credit for the success that preceded it?Consequences: If the behavior you are targeting is problematic and can potentially inhibit the success not only of the student in question, but for the whole class, it needs to have consequences. The consequences also need to kick in when a certain threshold is me t. In most cases, the success of exhibiting the replacement behavior, along with the praise and positive emphasis that should accompany the success, it shouldnt need to be instituted. Still, if a behavior disrupts the classroom and puts other children at risk, the consequence needs to be one that returns peace to the classroom and makes the other children safe. It may be to remove the child from the room, or move the child to the quiet corner. Signatures: Get everyones signature. Make a big deal about it, and be sure that you keep a copy of the contract handy, so you can refer to it when you want to either motivate or redirect the student. Instituting Your Contract Be sure that everything is in place before you begin the contract. How will the parents be informed and how often? Daily? Weekly? How will parents be informed of a bad day? How will you know for sure that the report has been seen? What is the consequence if the reporting form is not returned? A call to Mom? Celebrate Success! Be sure to let the student know when you are pleased when they are having success with their contract. I find that often the first few days are very successful, and it usually takes a few days before the there is any backsliding. Success feeds success. So be sure to let your student how happy you are when they do succeed.

Has globalization transformed the pattern of global poverty and Essay

Has globalization transformed the pattern of global poverty and inequality In what ways - Essay Example Based on the assumption that comparative advantage of nations can offer countries an advantage over others, open markets and liberal trade can result into improved trade as well as capital flows and thus help improve the poverty and achieve economic prosperity. It is generally argued that Globalisation can reduce poverty if nations follow the open liberal policies and focus upon achieving sustained level of trade with developed countries. However, considering the inherent differences between developed as well as developing countries, it is also suggested that whether the distribution of flows generated as a result of Globalisation is fair or not. Inequality is also considered as another important issue regarding Globalisation (Moseley and Gray, 2008). This paper will argue and discuss as to whether Globalisation has actually resulted into transformation of poverty patterns and inequality and if yes, in what ways it achieved both the ends. Globalisation, Poverty and Inequality Globali sation is a relatively diverse term as it not only suggests an integration of ideas, products and economic flows but also signifies an integration of the culture also. ... Globalisation essentially suggests that poor as well as rich countries can actually trade with each other as poor or developing countries are considered as abundant in raw materials as well as cheap labor. Large global organizations, due to their sheer size as well as the improved communication and transportation infrastructure, can actually establish their manufacturing facilities in developing countries and subsequently transport back the finished goods to their own parent countries for subsequent sale. The overall economic logic is based upon the assumption that developing countries not only have the cheap and abundant raw materials but also have the cheap labor. Combining this two, it is assumed that it becomes relatively more cost effective for the global organizations to actually trade with poor countries (Goldin and Reinert, 2007). Poor countries on the other hand allow developed countries to enter into their countries with the assumption that such trade will generate employme nt, improve the level of skills of their workforce and will also result into transfer of technology to them. Apparently, Globalisation promises an equal access to the market for everyone, improve capital flows and ensure development and transfer of technology however, the actual results may suggest a widespread economic divergence between the developed as well as developing countries since the Globalisation forces started to dominate the economic policy making in countries (Kaplinsky, 2005). The overall evidence regarding the impact of Globalisation on poverty as well as inequality is relatively diverse in nature. There are two important cases in point which suggest that

Brazil report Structure Essay Example | Topics and Well Written Essays - 2000 words

Brazil report Structure - Essay Example Continuous success of the National Foods is supported due to the company's commitment to strong brand, many of which are category leaders, such as PURA Milk, Australia’s number 1 milk brand, Dairy Farmers, Berri, Yoplait, Dare, Big M and Farmers Union (National Foods Website, n.d.). However, the company is seeking alternative ways for its business expansion and is going to target Brazilian consumers. The basic idea is to produce dairy products at the territory of Australia, and then to export final goods directly to Brazil. The aim of the organization is to evaluate its business idea from few different perspectives and to understand the viability of this idea. The purpose of the report is to conduct a comprehensive research and analysis, aimed to provide timely and accurate information, relying upon which will enable the company to make a right decision, regarding to the Brazilian market. Thus, the report will analyze the political, legal, economic, socio-cultural, technologic al environment in Brazil and provide SWOT analysis for the National Foods. Clear understanding of both external and internal environments, National Foods will be enabled to make a right business decision and to develop appropriate entry/development strategy. 2.0 Political Environment 2.1 Government stability Brazil has a stable democratic political system (Ball, 2009). Political structure of Brazil is defined as the Federal Republic, which is currently ruled by a coalition (EDC, 2011). There are difficult relations between the legislature and the executive, between state and federal governments (EDC, 2011). In 2011, Dilma Rousseff took the President’s post in Brazil. Newly elect government will likely seek to differentiate its administration regarding the general policy. Even though there is still no clear understanding of what will be changed, it is unlikely to be investment and trade policy (EDC, 2011). 2.2 Government and contribution Former President Luiz Inacio Lula da Si lva has been promoting policies aimed at strengthening of the investment environment. Considering the issues of political stability, Brazil is very attractive country for the investment: it has no political enemies; there is no threat of terrorism or civil unrest (Ball, 2009). Both international and domestic markets have confidence in Brazil’s political system, due to the activity of Brazil’s democratic institutions (Ball, 2009). 2.3 Analysis Brazil and Australia are the countries that cooperate multilaterally on issues of mutual interest, including agricultural trade reform in the World Trade Organization (Australian Government, 2011). In 2001, there was established a Council on Australia Latin America Relations (COALAR); COALAR has been active in promoting Latin America as a market for Australian exporters (Australian Government, 2011). Additionally, Brazilian and Australian foreign and trade policy interests coincide in several significant areas. This friendly relat ionship between two countries and cooperation in agricultural sector can favourably impact the National Foods business development in Brazil. 3.0 Legal Environment 3.1 Regulatory framework Brazil has a commercial legal system, which consists of the Commercial Code. By the Commercial Code there are governed the majority of aspects of commercial association (FDI, n.d.). However, this does not relate to professional services category, which is governed by the Civil Code (FDI, n.d.). 3.2 Business laws Brazil has import restrictions on

Shopping Essay Example | Topics and Well Written Essays - 2000 words

Shopping - Essay Example In addition, such clothes keep on changing over the time, steadily and with considerable thought going into the design of new concepts. The western style military uniforms adopted by many modern military regimes brings in view the fact that even these garments are directly influenced by fashion, where shopping has absolutely no concern. The shopping can be restricted to a particular age where as fashion cannot be restricted, we cannot expect a child to go out for shopping and buying heavy stuff and clothing material but we can for sure expect a child to go out to visit a barber and get and stylish cut in the form of service which is also reflecting fashion, perhaps more natural one. But if we get more honest here then we should relate fashion to a particular gender, as we all know that women have a greater part in fashion to play where as men have little. Sawchuk once quoted in 1987 that, "Women's love of clothes, cosmetics, jewellery, their obsession with style and fashion, reinforces the myth that we are narcissistic and materialistic. In turn, this reinforces capitalism, which depends upon this obsession with our bodies for the marketing of new products"(Craik 1994: 47). Lets emphasize on another point which is perhaps more well defined in explaining that fashion is another major aim behind shopping. Just imagine what happens when anyone goes out for shopping, lets put some light behind the entire process starting from the designer or maker to the customer. Lets consider the example of any modern rising brand such as Christian Dior, the company previously was not allocating the need in the men's segment and was manufacturing perfumes and few other apparel for women, the... This essay declares that the shopping can be restricted to a particular age where as fashion cannot be restricted, we cannot expect a child to go out for shopping and buying heavy stuff and clothing material but we can for sure expect a child to go out to visit a barber and get and stylish cut in the form of service which is also reflecting fashion, perhaps more natural one. But if we get more honest here then we should relate fashion to a particular gender, as we all know that women have a greater part in fashion to play where as men have little. This paper makes a conclusion that there is another interesting point about fashion and that is at times we cannot simply relate fashion with shopping, simply by acknowledging that not all clothing is fashion, all clothing systems have at least a distant relationship with fashion systems and stylistic conventions. Military, religious and legal clothing can be related to earlier dress codes where associations of tradition, authority, order and distinctiveness are purposely called upon. Such clothes keep on changing over the time, steadily and with considerable thought going into the design of new concepts. The western style military uniforms adopted by many modern military regimes brings in view the fact that even these garments are directly influenced by fashion, where shopping has absolutely no concern. Shopping is not just related to the usual buying but it is much related to fashion.

Impact of Swedens Integration to the EU

Impact of Swedens Integration to the EU The Geography of European Integration Alexandrou Efstratia-Celia Category A Sweden and its experience from the process of integration and enlargement The enlargement process has been a top priority for the European Union during the first years of the 21th century. Sweden’s accession was in 1995 along with Austria and Finland, when these countries became members of the European Union. However, even before this accession, Sweden –as well as the other two countries- followed a path of increasing commitment to the European integration process – from a free trade arrangement, via the European Economic Area (the EFTA states’ affiliation to the Internal Market), to full EU membership. Moreover, Sweden’s economy was highly internationalized, and at the same time quite similar to its EU neighbors when it came to income and structure. Keeping this in mind, joining the EU in 1995 was not an actual large step. At the turn of the year 1991- 1992, Swedish economy –along with others- had been facing a downturn for about two years. The Maastricht negotiation was in its final stage but the Internal Market Program was also a central theme on the political agenda, in the European Community as well as in the EFTA (European Free Trade Association) states. In 1992 the Internal Market was formally accomplished and the EEA (European Economic Area) agreement was signed. It was after the collapse of the Communist bloc that made neutrality a problem and full accession to the EC had become a primary political objective. In the end of 1992, the Swedish currency fell dramatically, with a variety of consequences on exports (Central Bank, Sweden, 1996). Following the above, a period of low inflation began. In January 1994, Sweden entered the Internal Market through the EEA agreement. The same year, a referendum brought EU issues to the public debate, and in January 1995 Sweden became members of the EU. While entering the European Union, notable expectations were held, both in positive and negative terms. Firstly, the situation for small and medium – sized enterprises (SMEs) and the people working for them could be of particular interest concerning the integration process. Secondly, from EU’s point of view, as well as from Swedish policy makers’, small firms were relied upon to create employment and a dynamic economy (Commission of the EC, 1995). At the same time, the Internal Market is a project of increasing scale, in markets and in production. However, when it comes to smaller firms they could be more vulnerable, as their capacity to detect and respond to environmental and societal change could be low or inadequate (d’ Amboise and Muldowney, 1988). So in order for integration not to be beneficial for large firms only, measures have been taken aiming to improve the situation for SMEs in the Internal Market. In spite of smaller firms’ resource sit uation being critical -having to do with distances, languages, cultural and administrative differences etc-, nevertheless, integration measures could also be beneficial for them as they can reduce crucial thresholds. In the field of manufacturing, the actual degree of integration, for example measured as the importance of international transactions, is relatively high. Although numerous types of obstacles to transactions between member states of the EU are reduced, while preconditions for economic activity are harmonized, there is a strong potential for further integration that we can’t overlook. Therefore, following a country’s entry into a common market, trade was expected to achieve certain increase as well as competition would be able to reach new areas of the economy. According to Bonnedahl’s questionnaire, when it came to consequences from integration, more firms concerned competition more often as a threat rather than as an opportunity. Furthermore, distribution issues, including goods handling and certification were characterized as facilitated regarding business within the EU, whereas business with third countries had become more difficult or costly. In addition to the above, competition from low cost producers in Eastern Europe is an important issue with many firms tending to move their production in lower cost countries outside Sweden. The beneficial part had to do with the business interaction with the EU as it was after the integration more positive (Bonnedahl, 2004). Additionally, in 1996 –already- the firms had higher sales to EU markets, which means that when integration measures succeed in reducing differences between countries there a decrease is expected in the need for a successive build-up of resources and experience. Another consequence is that some of the possibilities for protection on the domestic market will be weakened. Last but not least the endurance of certain differences could be an advantage in smaller firms, whereas in large multinational firms is no problem at all as they can make more out of a single market. In conclusion, although responses to the general question of whether consequences from integration suggest that the Internal Market’s impact has been positive and negative at the same time and while economic stability difficulties have arise we should not overlook the main advantage which is the increasing commitment to foreign markets, of which some could be attributed to the formal integration process as well as the attitude to EU trade which has also become more positive. References Abrams, R.K. et.al. (1990). The Impact of the European Community’s Internal Market on the EFTA. IMF, Washington, dec. Barnes, I. Barnes, P.M. (1995) The enlarged European Union. Longman, London. Blomstrà ¶m, M. Lipsey, R.E. (1994) Norden i EU Vad sà ¤ger ekonomerna om effekterna? SNS, Stockholm. Bonnedahl, K.J. (2004) The Integration of Sweden to the European Internal Market: A process examined through data from small and medium sized firms 1992, 1996 and 2004 Bonnedahl, K.J. (1999) En fà ¶retagsstrategisk analys av ekonomisk integration: Konsekvenser av Europas inre marknad fà ¶r svenska mindre tillverkande fà ¶retag. Dissertation: Umeà ¥ university. Central Bank (Riksbanken). Penning- och valutapolitik 1/1996. Stockholm, 1996. Commission of the EC. (1995(a)) COM(95) 502 final. Hantverkssektorn och smà ¥fà ¶retagen nyckeln till tillvà ¤xt och sysselsà ¤ttning i Europa. Brussels. Commission of the EC. (1995(b)) CSE(95) 2087. SMEs: a dynamic source of employment, growth and competitiveness in the European Union. Brussels. Commission of the EC. (1996) COM(96) 98 final. Att till fullo utnyttja de europeiska smà ¥ och medelstora fà ¶retagens mà ¶jligheter till sysselsà ¤ttning, tillvà ¤xt och konkurrenskraft. Brussels. There is determinism in the integration experience of EU economies: less advanced will be affected negatively by competition, more advanced will be favored. The phrase economic integration could be described as a way by which countries aim to increase their level of welfare. Regional economic integration may appear in different forms based on the degree of integration between countries. The four main types of regional arrangements are: free trade agreements, customs unions, common markets and single markets. Free trade agreement is a preferential trade arrangement in which taxes – fees among members do not exist. In a customs union, members additionally opt for a common external tax. Common market is about members permitting free, or at least, greatly increased, factor mobility within the market. The single market is the highest form of economic integration, stipulating that all producers and consumers are governed by exactly the same rules, implying that they must be treated equally in all parts of the market. An even deeper level of integration is reached if countries within a single market agree to coordinate their economic pol icies (Economic Union) or if countries within a single market agree to common policies in almost every sector (Political Union). When observing the process of European economic integration the first thing that pops up is that cohesion countries have moved considerably closer to Community average in terms of per capita GDP and then -following the economic crisis moved away- again. Typically, the EU measures cohesion as inter-regional differences in labour market conditions and average income per head. This approach is not without its problems. Firstly, such a focus can overlook the extent of intra-regional inequalities (Collier, 1994), for instance, has pointed out that per capita income requirements for a region can be close to EU average but can hide quite marked intra-regional differences. Secondly there is a fundamental problem in defining and measuring cohesion by reference to â€Å"regional indicators†: measures of interregional inequality depend on the regional boundaries which are selected (O’ Donnell, 1993). The economic performance of some regions improved significantly during the 1980’s. However, there is no evidence proving there is a trend towards the elimination of disparities. Indeed, disparities between member states such as Spain, Italy and the UK have increased significantly over recent years. Regional inequality remains entrenched in Europe and seems to be growing rather than diminishing. The problem is to put into perspective when it is recognized that regional GDP per capita disparities in the EU are twice as high as in the US and unemployment disparities three times higher than in the US (CEC 1991). These spatial disparities are supposed to be tackled by the EU’s various Structural Funds, which grew in size and importance during the 1980s. The accession of the UK and Ireland extended the scale and nature of the regional problem within the EU. In particular the UK brought with it a number of crisis – hit industrial regions. The UK’s problems in this regard were particularly acute, but similar problems of concentrated industrial decline emerged in most northern member states during the 70’s and the problem of converting regions in industrial decline became an important task of the ERDF. During the 1980s the accession of Greece and later Spain and Portugal brought new concern with cohesion, as did intensifying problems in the declining industrial regions. The Structural Funds were reformed in 1979 and 1984 as the Commission sought to increase the available resources and to improve the effectiveness of the funds. A more far-reaching reform of the Structur al Funds occurred in 1988. This reform differed from the previous ones in so far as it was one aspect of the renewed impetus to economic integration, represented by the signing of the Single European Act. Another problem when it comes to EU’s approach to cohesion is the faith it places in market forces to stimulate growth and see to its â€Å"trickle down† to the less developed regions. A wise expression of the EU approach to cohesion is the one given by Delors (1989) who rejected the idea that there are inevitable winners or losers in the process of integration. Peripherality, for instance, is no longer described as a serious problem on the terms that transport costs are becoming, gradually, less important regarding the location of industrial production. New developments in telecommunications and increased capital mobility are seen to represent an opening up of the firms’ choices relative to the aspect of location, with the implication that this may benefit the less favoured regions. Delors concludes that the most important factor determining the distribution of industrial activity is effective supply-side policies, and for this readon he rejects regional employm ent and capital subsidies. The former, he argues, may give the wrong signal to those responsible for labour comptetitiveness while the latter may encourage inefficient investment. In conclusion, the question is not whether the proposals above are good or bad –few would oppose them- but whether they are good enough in order to close the regional gap in Europe. It has to be asked, also, whether any positive gains resulting from EU regional policy in facilitating cohesion are complemented by EU policy actions designed to enhance European competitiveness. In my opinion, the evidence until now shows us that larger firms and advanced regions are being favored. Let’s hope that eventually the opposite will happen. References Delors, J., (1989). Report on economic and monetary union in the European Community. Committee for the study of economic and monetary union. European Cohesion Policy 2014-2020. European CommisionCategory B Department of Planning and Regional Development Alexandrou Efstratia-Celia

Slavery Today and How Can We End It :: essays research papers

-Children Dangerous working conditions and long hours is an everyday reality for 14 percent of children today. Using children for cheap labor is common in many countries. Some of these children have never attended school or dropped out after a few years. Believing that every child has the right to education and playtime, thousands of people from every corner of the world marched together to say no to child labor in 1998 under the banner of ?Global March Against Child Labor?. The international community responded by drafting the International Labor Organization Convection against the worst forms of child labor. From these efforts, the network of organizations under the umbrella of Global March Against Child Labor was born. Global March works worldwide to promote every child?s right to meaningful education and freedom from exploitation and dangerous labor. In my opinion I still think that if kids want a job and want an education then they should have a choice. Global March is now asking people to sign to the "Keep Your Promises" petition. This campaign reminds governments of their commitments to keep children out of dangerous labor environments, provide universal education. I believe children should make the most of their childhood and have fun with it! Children shouldn?t be trapped into slavery, the children shouldn?t be put to wars, children shouldn?t be the victims of the adult created sins and problems, children have to enjoy their childhood and that is the most important thing to me. -Women There are many similarities the way women today are treated and the slave institution which was the most devastating system in this country's history. First of all, slavery was a system of degradation that destroyed the self-esteem, self-worth, and the self-importance of the people considered slaves. This system enabled the white upper class to create a level of servitude and a mentality that still exists. The slaves were thought of as "free labor" that was placed on earth to serve the Europeans, particularly men. Well, women today are considered by society to be second-class citizens that are expected to serve men. So the servitude issue didn?t die. The slaves were considered to be property and were given the last name of their owners, so that people would know whom they belonged to when they encountered them. This was a way of claiming them as property. The same thing exists today. When women get married today, they take the last name of their husband.

Telecom Application Map (Etom, Release 3.1)

These process elements can then be positioned within a model to show organizational, functional and other relationships, and can be combined within process flows that trace activity paths through the business. The eTOM can serve as the blueprint for standardizing and categorizing business activities (or process elements) that will help set direction and the starting point for development and integration of Business and Operations Support Systems (BSS and OSS respectively). An important additional application for eTOM is that it helps to support and guide work by TM Forum members and others to develop NGOSS solutions. For service providers, it provides a Telco industry-standard reference point, when considering internal process reengineering needs, partnerships, alliances, and general working agreements with other providers.For suppliers, the eTOM framework outlines potential boundaries of process solutions, and the required functions, inputs, and outputs that must be supported by pro cess solutions. This document consists of: An introduction to the role of the eTOM Business Process Framework. An overview of the eTOM Business Process Framework, from both Intra-Enterprise and Inter-Enterprise viewpoints, that sets out the main structural elements and approach. The implications and impact of ebusiness for service providers and their business relationships, and how eTOM supports them.  A description of extensions to eTOM for Business to Business Interactions. Several Annexes and Appendices, including terminology and glossary. An Addendum (Addendum D) describing the Service Provider nterprise processes and sub-processes in a form that is top down, customer-centric, and end-to-end focused. Process decompositions are provided for all processes from the highest conceptual view of the framework to the working level of the eTOM, and many selected lower level decompositions in the framework are also included. An Addendum (Addendum F) describing selected process flows at several levels of view and detail that provides end-to-end insight into the application of eTOM. A separate Application Note (GB921L) that shows how eTOM can be used to model the ITIL processes. ?TeleManagement Forum 2002 GB921v3. 5 Draft 4 Page 2 eTOM Business Process FrameworkAnother Application Note (GB921B, currently under development) outlining implications and impact of ebusiness for service providers and their business relationships, and how eTOM supports them, including a description of handling of Business to Business Interactions by eTOM. Note: Annexes and Appendices both allow material to be removed from the â€Å"in-line† flow of the document main body, so that the reader does not become embedded in too much detail as they read. However, they have a different status within a document. Annexes contain normative material, i. e. they have equivalent status to the material within the main body of the document, while Appendices are non-normative, i. e. they contain mat erial included for information or general guidance but which does not represent formal agreement and requirements for users of the document.Addenda have a similar status to Annexes, but are presented as a separate document that is an adjunct to the main document. This is typically because otherwise a single document would become cumbersome due to its size. Thus, a document body, together with its Annexes and Addenda (and their Annexes, if any), represents the normative material presented, while any Appendices in the main document or its Addenda represent non-normative material, included for information only. Application Notes are a specific document type, used to provide insight into how a specification or other agreed artifact is used in a particular context or area of application. They are non-normative as they provide information and guidance only within the area concerned.The basic operations framework continues to be stable even as the Information and Communications Services in dustry continues to change, largely because, like the TM Forum’s previous Telecom Operations Map (TOM), the eTOM Business Process Framework: Uses a high level and generic approach Reflects a broad range of operations and enterprise process model views Reflects the way service providers run and are architecting their businesses eTOM is already being widely used eTOM is accepted as the Telco industry standard by Service Providers, Vendors, Integrators and Consultants. The eTOM significantly enhances the TOM, the previous ‘de facto’ standard for Service Provider operations processes for the industry. eTOM has become the enterprise process, ebusiness enabled, ‘de facto’ standard for the Information and Communications Services industry processes. For those familiar with the TOM, it may be helpful to refer to the prior release of this document (GB921 v3. 0) that includes appendices covering TOM to eTOM Chapter Comparison, and TOM To eTOM Process Name Chang es. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 3 Relationship to Standardization ActivitiesMuch of the management infrastructures upon which systems will be built are expected to be based on standard interfaces. Relating business needs to available, or necessary, standards is a primary goal of the TM Forum in promoting a standardsbased approach to information and communications services management. Where applicable, the TM Forum uses industry standards in its work to promote the acceptance of standards and to minimize redundant work. People active in management standardization (in the broadest sense) will find the eTOM useful in setting a top down, enterprise-level, customer-centric context of how management specifications need to work together.TM Forum uses existing standards as much as possible. As a result of implementation experience through Catalyst projects, TM Forum provides feedback to appropriate standards bodies. NGOSS and eTOM NGOSS is the TM Forum’s New Generation Operations Systems and Software program, which delivers a toolkit to guide the definition, development, procurement and deployment of OSS/BSS solutions while also defining a strategic direction for a more standardized OSS marketplace. NGOSS uses a common business process map, systems descriptions, and information models and couples them with pre-defined integration interfaces, architectural principles and compliance criteria.NGOSS’s end-to-end approach enables service providers to redesign their key business processes in line with industry best practices while allowing suppliers to cost-effectively develop OSS software that can easily fit into a service provider’s IT environment. ?TeleManagement Forum 2003 GB921v3. 6 Page 4 eTOM Business Process Framework S S A y A n ysstte na em m a D ly D e lyssiis ss essi s & ig n & g n NGOSS Supporting Tools s es ap s in s M Bu ces M) O o Pr (eT Co nt ra Ne c ut Tec t In ra h te l A no rf rc log ac hi y e & te ct ur e In S f h Da orm are ta at d i (S Mo on ID de & ) l So An Souu An l l t to ii aa n De lyys on De l sis is& ssg iig & nnPr B Pr u oo Bus cc sin ee ssss ine e & & A sss De An s De naa ssg lyy iig l ss nn iss i Co m p Te lia st nce s ?TeleManagement Forum 2003 Figure P. 1: TM Forum NGOSS Framework Figure P. 1 shows the NGOSS Framework, and the vital role of eTOM within this. eTOM provides the Business Process Map for NGOSS. Moving around the NGOSS â€Å"wheel†, eTOM feeds requirements to the Information Model and thence to the Integration Framework and Compliance Criteria. More information on NGOSS is available through the TM Forum website www. tmforum. org GB921v3. 6 C S Coo Soollu n nff o uttiio o Te orrm n m n Te ssttii aanc n n ngg cee eTOM Business Process Framework Page 5Chapter 1- eTOM Business Process Framework Introduction Purpose of the Business Process Framework Traditionally in the telecommunications industry, service providers delivered end-toend services to their customers. As such, the entire value chain was controlled by a single enterprise, if necessary via interconnection arrangements with other service providers. However in a liberalized marketplace, service providers are having to respond both to the customer’s increased demands for superior customer service and to stiffer competition. They have therefore been expanding their markets beyond their self-contained boundaries and broadening their business relationships.Service Providers face very different regulatory environments and their business strategies and approaches to competition are quite distinct, nevertheless they share several common characteristics: Heavily dependent upon effective management of information and communications networks to stay competitive Adopting a service management approach to the way they run their business and their networks Moving to more of an end-to-end Process Management approach developed from the customer’s point of v iew Automating their Customer Care, Service and Network Management Processes Need to integrate new OSSs with legacy systems Focusing on data services offerings and Focusing on total service performance, including customer satisfaction Integrating with current technology (e. g. SDH/SONET and ATM) and new technologies (e. g. , IP, DWDM) Emphasizing more of a â€Å"buy† rather than â€Å"build† approach that integrates systems from multiple suppliers Some Service Providers choose to operate their own network and/or information technology infrastructure, while others choose to outsource this segment of their business.The effective exploitation of this information technology and network infrastructure, whether directly operated or outsourced, is an integral part of the service delivery chain and directly influences the service quality and cost perceived by the end customer. Service Providers will need to become skilled at assessing outsourcing opportunities whether in infor mation technology and/or network infrastructure areas or other areas and then, be skilled at integrating and managing any outsourcing arrangements. ?TeleManagement Forum 2003 GB921v3. 6 Page 6 eTOM Business Process Framework To meet both existing and new demands, Service providers still urgently require wellautomated operations processes whether they are incumbent providers or new entrants, and whether communications service providers, application service providers, Internet service providers, etc. Some service roviders are struggling with high growth from a start-up phase, others with the commoditization of key cash-cow services, and yet others with the move from a manual-intensive, inconsistent, inflexible environment to one that provides significant improvement in customer focus, service quality, unit cost, and time to market. Service providers have to pervasively do business electronically with trading partners, suppliers and wholesale and retail customers. For the growing Mobil e/Wireless and IP Services markets, these service providers are focused on quickly provisioning new customers and supporting service quality issues, while continually reducing development and operating costs.. For all service providers, there is an intense drive to introduce both new value-added services and dramatic improvements in customer support.There is also an increasing need for Service Providers to manage the integration required in mergers and acquisitions activity due to the consolidation trend the industry is now experiencing. For the full range of service providers and network operators, the leading focus of the TM Forum’s mission is to enable end-to-end process automation of the business and operations processes that deliver information and communications services. The eTOM is the business process framework for accomplishing this mission. The purpose of the eTOM is to continue to set a vision for the industry to compete successfully through the implementation of business process driven approaches to managing the enterprise.This includes ensuring integration among all vital enterprise support systems concerned with service delivery and support. The focus of the eTOM document is on the business processes used by service providers, the linkages between these processes, the identification of interfaces, and the use of Customer, Service, Resource, Supplier/Partner and other information by multiple processes. Exploitation of information from every corner of the business will be essential to success in the future. In an ebusiness environment, automation to gain productivity enhancement, increased revenue and better customer relationships is vital. Perhaps at no other time has process automation been so critical to success in the marketplace.The over-arching objectives of the eTOM Business Process Framework are to continue to build on TM Forum’s success in establishing: An ‘industry standard’ business process framework. Common d efinitions to describe process elements of a service provider. Agreement on the basic information required to perform each process element within a business activity, and use of this within the overall NGOSS program for business requirements and information model development that can guide industry agreement on contract interfaces, shared data model elements, and supporting system infrastructure and products. A process framework for identifying which processes and interfaces are in most need of integration and automation, and most dependent on industry agreement.This document, the eTOM Business Process Framework and its associated business process modeling, describes for an enterprise the process elements and their relationship that are involved in information and communications services and technologies management. Additionally, the points of interconnection that make up the end-to-end, customer operations process flows for Fulfillment, Assurance, Billing within Operations, and for Strategy, Infrastructure & Product are addressed. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 7 Note that, although eTOM has been focused on information and communications services and technologies management, this work is also proving to be of interest in other business areas.Service providers need this common framework of processes to enable them to do business efficiently and effectively with other entities and to enable the development and use of third-party software without the need for major customization. In an ebusiness environment, this common understanding of process is critical to managing the more complex business relationships of today’s information and communications services marketplace. eBusiness integration among enterprises seems to be most successful through strong process integration. Recent industry fallout, particularly in relation to dotcoms, does not reduce the pressure for ebusiness automation – it strengthens t he need to capitalize on ebusiness opportunities to be successful.However, the eTOM is not just an ecommerce or ebusiness process framework, it supports traditional business processes with the integration of ebusiness. Define Common Terminology The eTOM document also provides the definition of common terms concerning enterprise processes, sub-processes and the activities performed within each. Common terminology makes it easier for service providers to negotiate with customers, third party suppliers, and other service providers. See Annex B for the definition of eTOM acronyms and terminology. Consensus Tool The TM Forum produced the TOM initially as a consensus tool for discussion and agreement among service providers and network operators.Its broad consensus of support, which has been built on and extended with the eTOM, enables: Focused work to be carried out in TM Forum teams to define detailed business requirements, information agreements, business application contracts and shar ed data model specifications (exchanges between applications or systems) and to review these outputs for consistency Relating business needs to available or required standards A common process view for equipment suppliers, applications builders and integrators to build management systems by combining third party and in-house developments The anticipated result is that the products purchased by service providers and network operators for business and operational management of their networks, information technologies and services will integrate better into their environment, enabling the cost benefits of end-to-end automation. Furthermore, a common industry view on processes and information facilitates operator-to-operator and operator-to-supplier process interconnection, which is essential for rapid service provisioning and problem handling in a competitive global environment.This process interconnection is the key to ebusiness supply chain management in particular. ?TeleManagement F orum 2003 GB921v3. 6 Page 8 eTOM Business Process Framework What is the eTOM? The eTOM is a business process framework, i. e. a reference framework or model for categorizing all the business activities that a service provider will use. It is NOT a service provider business model. In other words, it does not address the strategic issues or questions of who a service provider’s target customers should be, what market segments should the service provider serve, what are a service provider’s vision, mission, etc. A business process framework is one part of the strategic business model and plan for a service provider.The eTOM can be regarded as a Business Process Framework, rather than a Business Process Model, since its aim is to categorize the process elements business activities so that these can then be combined in many different ways, to implement end-to-end business processes (e. g. fulfillment, assurance, billing) which deliver value for the customer and the service provider. eTOM Release 3. 0 provided a member-approved eTOM Business Process Framework with global agreement from its highest conceptual level to its first working level. This eTOM Release 3. 5 builds on this to take account of real-world experience in applying this work, and to incorporate new detail in process decompositions, flows and business to business interaction.However, eTOM is still developing in areas such as further lower-level process decompositions and flows, and ongoing feedback together with its linkage with the wider NGOSS program, will be used to guide future development priorities. Note that the development of a total process framework is a significant undertaking with process work that will be phased over time based on member process priorities and member resource availability. This is visible in eTOM’s own history, from the original Telecom Operations Map (TOM) that was carried forward into the eTOM and broadened to a total enterprise framework, through s everal generations of detail and refinement, to the current Release. More information on TOM and its links with eTOM are provided in the previous release of this document (GB921 v3. 0).A great many service providers, as well as system integrators, ASPs and vendors, are working already with eTOM. They need an industry standard framework for procuring software and equipment, as well as to interface with other service providers in an increasingly complex network of business relationships. Many service providers have contributed their own process models because they recognize the need to have a broader industry framework that doesn’t just address operations or traditional business processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 9 Customer Strategy, Infrastructure & Product Operations Customer Market, Product & Customer Market, Product and Customer Service ServiceResource Resource (Application, Computing and Network) (Application, Computing an d Network) Supplier/Partner Supplier/Partner Supplier/Partner Suppliers/Partners Enterprise Management Shareholders  ©TeleManagement Forum October, 2001 Employees Other Stakeholders Figure 1. 1: eTOM Business Process Framework—Level 0 Processes Figure 1. 1 shows the highest conceptual view of the eTOM Business Process Framework. This view provides an overall context that differentiates strategy and lifecycle processes from the operations processes in two large groupings, seen as two boxes. It also differentiates the key functional areas in five horizontal layers. In addition, Figure 1. also shows the internal and external entities that interact with the enterprise (as ovals). Figure 1. 2 shows the Level 0 view of Level 1 processes in the eTOM Framework. This view is an overall view of the eTOM processes, but in practice it is the next level – the Level 1 view of Level 2 processes – at which users tend to work, as this detail is needed in analyzing their busine sses. This view is presented later in the document in a series of diagrams examining each area of the eTOM framework. Figure 1. 2 below shows seven vertical process groupings. These are the end-to-end processes that are required to support customers and to manage the business.The focal point of the eTOM (as it was for the TOM) is on the core customer operations processes of Fulfillment, Assurance and Billing (FAB). Operations Support & Readiness is now differentiated from FAB real-time processes to increase the focus on enabling support and automation in FAB, i. e.. on line and immediate support of customers. The Strategy & Commit vertical, as well as the two Lifecycle Management verticals, are also now differentiated because, unlike Operations, they do not directly support the customer, are intrinsically different from the Operations processes and work on different business time cycles. The horizontal process groupings in Figure 1. 2 distinguish functional operations processes and other types of business functional processes, e. g. Marketing versus Selling, Service Development versus Service Configuration, etc. The functional processes on the left (within the Strategy & Commit, Infrastructure Lifecycle Management and Product Lifecycle Management vertical process groupings) enable, support and direct the work in the Operations verticals. ?TeleManagement Forum 2003 GB921v3. 6 Page 10 Customer Strategy, Infrastructure and Product Operations eTOM Business Process Framework Strategy & Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support & Readiness Fulfillment Assurance Billing Marketing and Offer Management Customer Relationship Management Service Development & ManagementService Management & Operations Resource Development & Management Resource Management & Operations Supply Chain Development & Management Supplier/Partner Relationship Management Enterprise Management Strategic & Enterprise Planning Brand Management, Market Research & Adv ertising Enterprise Quality Mgmt, Process & IT Planning & Architecture Human Resource s Management Research & Development Acquisistion & Technology Financial & Asset Management  © TeleManagement Forum October, 2001 Stakeholder & External Relations Management Disaster Recovery , Security & Fraud Management Figure 1. 2: eTOM Business Process Framework—Level 1 Processes As can be seen in Figure 1. , eTOM makes the following improvements to the high level TOM Framework: Expands the scope to all enterprise processes. Distinctly identifies Marketing processes due to heightened importance in an ebusiness world. Distinctly identifies Enterprise Management processes, so that everyone in the enterprise is able to identify their critical processes, thereby enabling process framework acceptance across the enterprise. Brings Fulfillment, Assurance and Billing (FAB) onto the high-level framework view to emphasize the customer priority processes as the focus of the enterprise. Defines an Operations Support & Readiness vertical process grouping, applicable for all functional layers, except Enterprise Management. To ntegrate ebusiness and make customer selfmanagement a reality, the enterprise has to understand the processes it needs to enable for direct, and more and more, online customer operations support and customer self-management. Recognizes three enterprise process groupings that are distinctly different from operations processes by identifying the SIP processes, i. e. , Strategy & Commit, Infrastructure Lifecycle Management and Product Lifecycle Management. Recognizes the different cycle times of the strategy and lifecycle management processes and the need to separate these processes from the customer priority operations processes where automation is most critical. This is done by decoupling the Strategy & Commit and the two Lifecycle Management processes from the day-to-day, minute-to-minute cycle times of the customer operations processes. GB921v3. 6 ?TeleMa nagement Forum 2003 eTOM Business Process Framework Page 11 Moves from a customer care or service orientation to a customer relationship management orientation that emphasizes customer selfmanagement and control, increasing the value customers contribute to the enterprise and the use of information to customize and personalize to the individual customer. It adds more elements to this customer operations functional layer to represent better the selling processes and to integrate marketing fulfillment within Customer Relationship Management. Note that eTOM Customer Relationship Management is very broadly defined and larger in scope than some definitions of CRM.Acknowledges the need to manage resources across technologies, (i. e. , application, computing and network), by integrating the Network and Systems Management functional process into Resource Management & Operations. It also moves the management of IT into this functional layer as opposed to having a separate process grouping. e TOM is More Than One Document It is intended that the eTOM Business Process Framework will become a collection of documents and models. The current view is as follows: This document – the eTOM: The Business Process Framework – is structured as a core document that explains the overall framework approach and all its elements.In addition, two Addenda are associated with the core document: Addendum D provides process descriptions for the eTOM at Level 0, Level 1, Level 2 and selected Level 3 processes Addendum F provides examples of process flows that use the eTOM Business Process Framework and its component process elements to address high-priority business scenarios The eTOM Overview/Executive Summary is a â€Å"single sheet† document that provides an overall view of the eTOM business process framework and highlights key concepts. The eTOM Business Process Framework Model provides a version of the eTOM framework, processes and flows intended for automated process ing by modeling tools, etc.This is intended to be available in several formats: Tool-based (e. g. XML for import into a process analysis environment) Browsable (e. g. HTML) †¢ †¢ Using This Document A service provider’s specific process architecture and organization structure are highly specific and critical aspects of a provider’s competitiveness. The eTOM provides a common view of service provider enterprise process elements or business activities that can easily translate to an individual provider’s internal approaches. The document is not intended to be prescriptive about how the tasks are carried out, how a provider ? TeleManagement Forum 2003 GB921v3. 6 Page 12 eTOM Business Process Framework r operator is organized, or how the tasks are identified in any one organization. It is also not prescriptive about the sequence of Process Elements that are combined to implement end-to-end business processes. The eTOM provides a starting point for detailed work coordinated through TM Forum that leads to an integrated set of specifications that will provide real benefit to both suppliers and procurers in enhancing industry service provider enterprise management capability. This document is not a specification, in the sense that vendors or operators must comply directly. However, it does represent a standard way of naming, describing and categorizing process elements.It will enable unambiguous communication and facilitate the development of standard solutions and reuse of business processes. It is not intended to incorporate all the detail of eventual process implementation, but is more a guiding reference for the industry. One of the strengths of the eTOM is that it can be adopted at a variety of levels, in whole or in part, depending upon a service provider’s needs. The eTOM can also act as a translator by allowing a service provider to map their distinct processes to the industry framework. As the process examples are develop ed, service providers can use and adapt these examples to their business environment.The eTOM Business Process Framework can be used as a tool for analyzing an organization’s existing processes and for developing new processes. Different processes delivering the same business functionality can be identified, duplication eliminated, gaps revealed, new process design speeded up, and variance reduced. Using eTOM, it is possible to assess the value, cost and performance of individual processes within an organization. Relationships with suppliers and partners can also be facilitated by identifying and categorizing the processes used in interactions with them. In a similar manner, it is possible to identify the all-important customer relationship processes and evaluate whether they are functioning as required to meet customers’ expectations. Intended AudienceThe eTOM aims at a wide audience of professionals in the Information and Communications Services Industry. For experie nced Telecommunications professionals, the eTOM has proven itself to be intuitive; and a strong, common framework of service provider enterprise processes. Through TM Forum Catalyst projects and other work, it has been verified that the eTOM framework has strong application in many applications and throughout many companies. More information on use of eTOM within the industry is available at the TM Forum website www. tmforum. org The eTOM is aimed at service provider and network operator decision makers who need to know and input to he common business process framework used to enable enterprise automation in a cost efficient way. It is also an important framework for specialists across the industry working on business and operations automation. The document or framework supports, and is consistent with, many efforts under way in the industry supporting the need to accelerate business and operations automation in the information and communications services marketplace. GB921v3. 6 ? T eleManagement Forum 2003 eTOM Business Process Framework Page 13 The eTOM will continue to give providers and suppliers a common framework for discussing complex business needs in a complex industry with complex technologies.For both service providers and network operators additional complexities arise from: Moving away from developing their own business and operations systems software, to a more procurement and systems integration approach. New business relationships between service providers and network operators The creation of new business relationships and the move away from developing internally are a reaction to market forces. These market forces require service providers and network operators to increase the range of services they offer, reduce time to market for new services, increase speed of service, as well as to drive down systems and operational costs.The eTOM is also aimed at service provider and network operator employees involved in business process re-engineering, operations, procurement and other activities for: Understanding the common business process framework being used to drive integration and automation Getting involved in providing processes, inputs, priorities and requirements The eTOM Business Process Framework is also aimed at designers and integrators of business and operational management systems software and equipment suppliers. They can benefit from understanding how management processes and applications need to work together to deliver business benefit to service providers and network operators.An equally important and related audience is suppliers of management applications, management systems, and networking equipment, who need to understand the deployment environment for their products and solutions. The eTOM Business Process Framework provides a common framework useful in supporting the significant amount of merger and acquisition activity. Common process understanding and a common process framework can greatly improve int egration performance for mergers and acquisitions. eTOM is applicable for an established service provider or a new entrant, ‘green field’ provider. It is important to note that not all areas defined in the eTOM are necessarily used by all providers.As mentioned earlier, the framework is flexible, so that the process elements the specific service providers require can be selected on a modular basis and at the appropriate level of detail for their needs. Benefits of Using eTOM eTOM makes available a standard structure, terminology and classification scheme for describing business processes and their constituent building blocks eTOM supplies a foundation for applying enterprise-wide discipline to the development of business processes eTOM provides a basis for understanding and managing portfolios of IT applications in terms of business process requirements ? TeleManagement Forum 2003 GB921v3. 6 Page 14 eTOM Business Process FrameworkUse of the eTOM enables consistent and h igh-quality end-to-end process flows to be created, with opportunities for cost and performance improvement, and for re-use of existing processes and systems Use of the eTOM across the industry will increase the likelihood that off-the-shelf applications will be readily integrated into the enterprise, at a lower cost than custom-built applications GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 15 Chapter 2 – eTOM Business Process Enterprise Framework The main purpose of this Chapter is to provide a formal description of the eTOM Business Process Framework, with two distinct viewpoints: The Internal Viewpoint, which considers the processes that characterize the â€Å"internal behavior† of a Service Provider; The External Viewpoint, which considers the processes necessary for a Service Provider to handle external interactions (e. g. xecute electronic transactions) with Customers, Suppliers and Partners in a Value Chain. In the following sectio ns both of these viewpoints are presented. The Internal Viewpoint follows the structure of former releases of GB921, the External Viewpoint is new material and a general overview is provided. Internal viewpoint The eTOM Business Process Element Enterprise Framework considers the Service Provider’s (SP’s) enterprise, and positions this within its overall business context: i. e. the business interactions and relationships, which allow the SP to carry on its business with other organizations. These wider aspects, together with the implications for an eBusiness and eCommerce world are introduced in Chapter 3.This section introduces the eTOM Business Framework and explains its structure and the significance of each of the process areas within it. It also shows how the eTOM structure is decomposed to lower-level process elements. This explanation is useful for those who decide where and how an Enterprise will use eTOM, and those who may be modifying it for use in their Enter prise. To assist the reader in locating the process area concerned within eTOM, a graphical icon of eTOM, alongside the text, is provided to draw attention to the relevant eTOM area. This is highlighted in red to indicate the focus of the following text or discussion. eTOM Conceptual View The eTOM Business Process Element Enterprise Framework represents the whole of a service provider’s enterprise environment.At the overall conceptual level, eTOM can be viewed as having three major areas of process, as shown in Figure 2. 1. Strategy, Infrastructure & Product – covering planning and lifecycle management Operations – covering the core of operational management Enterprise Management – covering corporate or business support management ? TeleManagement Forum 2003 GB921v3. 6 Page 16 eTOM Business Process Framework Customer Strategy, Infrastructure & Product Operations Market, Product and Customer Service Resource (Application, Computing and Network) Supplier/Pa rtner Suppliers/Partners Enterprise Management Shareholders Employees Other Stakeholders  © TeleManagement ForumOctober, 2001 Figure 2. : eTOM Business Process Framework Conceptual Structure The Conceptual Structure view provides an overall context that differentiates strategy and lifecycle processes from operations processes in two large process areas, seen as the two large boxes towards the top of the diagram, together with a third area beneath which is concerned with enterprise management. It also differentiates the key functional areas in four horizontal groupings across the two upper process areas. In addition, Figure 2. 1 shows the internal and external entities (as ovals) that interact with the enterprise. eTOM is a structured catalogue (a taxonomy) of process elements, which can be viewed in more and more detail.When viewed in terms of the Horizontal Functional groupings, it follows a strict hierarchy where every element is only associated with or parented to a single elem ent at the next higher hierarchical level. In a taxonomy, any activity must be unique, i. e. it must be listed only once. Figure 2. 1 shows the top level (Level â€Å"0†) Groupings that eTOM is decomposed into. Because the purpose of the eTOM framework is to help SPs to manage their end-toend Business processes, the eTOM enhances the TOM practice of showing how process elements have a strong association with one (or several) end-to-end business processes (e. g. Fulfillment, Assurance, Billing, Product Development etc. which are introduced later in this Chapter). These Vertical End-To-End groupings are essentially overlays onto the hierarchical top-level horizontal groupings, because in a hierarchical taxonomy an element cannot be associated with or parented to more than one element at the next higher level. Because eTOM was developed to help build and implement the process elements for a Service Provider, it was decided from the start that the primary top-level hierarchy of p rocess elements would be the functional (horizontal) groupings, rather than the endto-end process (vertical) groupings. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 17To understand the eTOM Business Process Framework, each process area is analyzed and decomposed into further groupings and processes. For each level of analysis or decomposition, the process area, grouping or process element itself is presented with a brief, summary-level description. At this highest level, the three basic process areas are outlined below. The Operations Process Area is the heart of eTOM. It includes all operations processes that support the customer operations and management, as well as those that enable direct customer operations with the customer. These processes include both day-to-day and operations support and readiness processes.The eTOM view of Operations also includes sales management and supplier/partner relationship management. The Strategy, Infrastructure & Pro duct Process Area includes processes that develop strategies and commitment to them within the enterprise, that plan, develop and manage infrastructures and products, and that develop and manage the Supply Chain. In the eTOM, infrastructure refers to more than just the IT and resource infrastructure that supports products and services. It includes the infrastructure required to support functional processes, e. g. , Customer Relationship Management (CRM). These processes direct and enable the Operations processes.The Enterprise Management Process Area includes those basic business processes that are required to run any large business. These generic processes focus on both the setting and achieving of strategic corporate goals and objectives, as well as providing those support services that are required throughout an Enterprise. These processes are sometimes considered to be the corporate functions and/or processes. e. g. , Financial Management, Human Resources Management processes, e tc†¦ Since Enterprise Management processes are aimed at general support within the Enterprise, they may interface as needed with almost every other process in the Enterprise, be they operational, strategy, infrastructure or product processes.The conceptual view of the eTOM Business Process Framework addresses both the major process areas as above and, just as importantly, the supporting functional process groupings, depicted as horizontal groupings. The functional groupings reflect the major expertise and focus required to pursue the business. The four functional groupings are described below: The Market, Product and Customer processes include those dealing with sales and channel management, marketing management, and product and offer management, as well as Customer Relationship Management and ordering, problem handling, SLA Management and billing. The Service processes include those dealing with service development and configuration, service problem management, quality analysi s, and rating. The Resource processes include those dealing with development nd management of the enterprise's infrastructure, whether related to products and services, or to supporting the enterprise itself. The Supplier/Partner processes include those dealing with the enterprise’s interaction with its suppliers and partners. This involves both processes that manage the Supply Chain that underpins product and infrastructure, as well as those that support the Operations interface with its suppliers and partners. ?TeleManagement Forum 2003 GB921v3. 6 Page 18 eTOM Business Process Framework Additionally, in the diagram (Figure 2. 1), the major entities with which the enterprise interacts are shown. These are: Customers, to whom service is provided by means of the products sold by the enterprise: the focus of the business!Suppliers, who provides products or resources, bought and used by the enterprise directly or indirectly to support its business Partners, with whom the enterpr ise co-operates in a shared area of business Employees, who work for the enterprise to pursue its business goals Shareholders, who have invested in the enterprise and thus own stock Stakeholders, who have a commitment to the enterprise other than through stock ownership. eTOM CEO Level View Below the conceptual level, the eTOM Business Process Framework is decomposed into a set of process element groupings, which provide a first level of detail at which the entire enterprise can be viewed. These process groupings are considered the CEO level view, in that the performance of these processes determines the success of the enterprise. The eTOM Business Process Framework is defined as generically as possible, so that it is independent of organization, technology and service. The eTOM is basically intuitive, business driven and customer focused. To reflect the way usinesses look at their processes, the eTOM supports two different perspectives on the grouping of the detailed process elemen ts: Horizontal process groupings, which represent a view of functionallyrelated processes within the business, such as those involved in managing contact with the customer or in managing the supply chain. This structuring by functional groupings is useful to those who are responsible for creating the capability that enables the processes. The IT teams will look at groups of IT functions which tend to be implemented together e. g. the front-of-house applications in the Customer Grouping, back-of-house applications which focus on managing information about the services sold to customers, the network management applications which focus on the technology which delivers the services.For processes delivered by people there is a similar separation of workgroups – the front-of-house workgroups in the Customer Grouping, back-of-house workgroups which focus on managing information about the services sold to customers, the network management workgroups which focus on the technology whic h delivers the services. Vertical process groupings, which represent a view of end-to-end processes within the business, such as those involved in the overall billing flows to customers. This end-to-end view is important to those people who are responsible for changing, operating and managing the end-to-end processes. These people are more interested in the outcomes of the process and how they support customer need rather than worrying about the IT or the workgroups that need to work together to deliver the result. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 19 The overlay of the Functional (horizontal) groupings of process elements and the endto-end process (vertical) groupings forms the inherent matrix structure of eTOM. This matrix structure is the core of one of the innovations and fundamental benefits of eTOM – it offers for the first time a standard language and structure for the process elements that are understood and used by both the pe ople specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or implemented manually by workgroups).The integration of all these processes provides the enterprise-level process framework for the information and communications service provider. This is the ‘Level 0’ view of the enterprise and shows the vertical and horizontal process groupings that are the decompositions of the process areas introduced above. These groupings are ‘Level 1’ process groupings in the parlance of the eTOM business process model, e. g. Customer Relationship Management, Fulfillment. The Level 0 view, which reveals the Level 1 process detail, is shown in Figure 2. 2. As process decomposition proceeds, each level is decomposed into a set of constituent process elements at the level below.Thus, Level 0 is decomposed into Level 1 processes, Level 1 into Level 2,and so o n. The Enterprise Level 0 view decomposes into seven Vertical (or â€Å"end-to-end†) Level 1 process groupings as well as eight Horizontal (or â€Å"functional†) Level 1 process groupings in four layers. These Vertical and Horizontal process groupings represent alternative views relevant to different concerns on the way that processes should be associated. Note that we will see that these alternatives have been selected to yield a single, common view of the Level 2 processes defined at the next level of decomposition, and hence do not represent a divergence in the modeling.In addition, there are eight additional enabling and support Level 1 process groupings within Enterprise Management. This full view of the Level 1 processes is shown in Figure 2. 2. Customer Strategy, Infrastructure and Product Operations Strategy ; Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support ; Readiness Fulfillment Assurance Billing Marketing and Offer Management C ustomer Relationship Management Service Development ; Management Service Management ; Operations Resource Development ; Management Resource Management ; Operations Supply Chain Development ; Management Supplier/Partner Relationship Management Enterprise Management Strategic ; Enterprise PlanningBrand Management, Market Research ; Advertising Enterprise Quality Mgmt, Process R esea rch ; D evelo p m en t ; IT Planning ; Architecture ; T ech n o lo g y A cq u isistio n Human Resources Management Disaster Recovery, Security ; Fraud Management Financial ; Asset Management  © TeleManagement Forum October, 2001 Stakeholder ; External Relations Management Figure 2. 2: eTOM Level 0 View of Level 1 Process Groupings ?TeleManagement Forum 2003 GB921v3. 6 Page 20 eTOM Business Process Framework eTOM Operations Processes To be useful to a Service Provider, the eTOM Process Element Framework must help the SP to develop and operate their business processes.This sections shows how the matrix str ucture of eTOM offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or implemented manually by workgroups). â€Å"OPS† Vertical Process Groupings The Operations (OPS) process area contains the direct operations vertical process groupings of Fulfillment, Assurance ; Billing, together with the Operations Support ; Readiness process grouping (see Figure 2. 3). The â€Å"FAB† processes are sometimes referred to as Customer Operations processes. Customer Operations Operations Support and Readiness Fulfillment Assurance Billing Figure 2. : eTOM OPS Vertical Process Groupings The TOM was focused only on the direct customer processes represented by FAB. However, FAB processes were not on the TOM framework map, they were rather an overlay. In an ebusiness world, the focus of the enterprise must be enabling and supporting these processes as the highest priority. Therefore, in the eTOM, Fulfillment, Assurance ; Billing are an integrated part of the overall framework. Fulfillment: this process grouping is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution, which can be delivered using the specific products in the enterprise’s portfolio.This process informs the customers of the status of their purchase order, ensures completion on time, as well as a delighted customer. Assurance: this process grouping is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels. It performs continuous resource status and performance monitoring to proactively detect possible f ailures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. This process manages the SLAs and reports service performance to the customer.It receives trouble reports from the customer, informs the customer of the trouble status, and ensures restoration and repair, as well as a delighted customer. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 21 Billing: this process grouping is responsible for the production of timely and accurate bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.For a high-level view of how the eTOM Process Elements can be used t o create Fulfillment, Assurance ; Billing process flows, please see document GB921 v3. 5 Addendum â€Å"f†, Process Flow Examples. In addition to these FAB process groupings, the OPS process area of the eTOM Framework contains a new, fourth vertical process grouping: Operations Support ; Readiness (see Figure 2. 3). Operations Support ; Readiness: this process grouping is responsible for support to the â€Å"FAB† processes, and for ensuring operational readiness in the fulfillment, assurance and billing areas. In general, the processes are concerned with activities that are less â€Å"real-time† than those in FAB, and which are typically concerned less with individual customers and services and more with groups of these.They reflect a need in some enterprises to divide their processes between the immediate customer-facing and real-time operations of FAB and other Operations processes which act as a â€Å"second-line† in carrying out the operational suppor t tasks. Not all enterprises will choose to employ this split, or to position the division in exactly the same place, so it is recognized that in applying the eTOM Business Framework in particular scenarios, the processes in Operations Support ; Readiness and in FAB may be merged for day-today operation. Nevertheless, it is felt important to acknowledge this separation to reflect a real-world division that is present or emerging in many enterprises.The separation, definition and execution of the Operations Support ; Readiness processes can be critical in taking advantage of ebusiness opportunities, and is particularly important for successful implementation of Customer Self Management. â€Å"OPS† Horizontal Process Groupings In the OPS process area of the eTOM Framework, there are four OPS functional process groupings that support the operations processes discussed above, and also the management of operations to support customer, service, resource and supplier/partner interac tions (see Figure 2. 4). The original TOM Process Framework used the ITU-T TMN Logical Business, Service, and Network Layers to organize the core business processes. This facilitated mapping of the Management Functions defined in TMN, to the TOM processes.As the eTOM Business Process Framework is an evolution of the TOM Process Framework and because the TMN layering approach is still relevant, the TMN Logical Layers continue to be loosely coupled to the functional process groupings. The TM Forum is working with ITU-T to harmonize the eTOM and TMN models. See reference 3 for further information on ITU-T TMN. ?TeleManagement Forum 2003 GB921v3. 6 Page 22 eTOM Business Process Framework Cu stome r Oper ati ons C usto mer R el ation ship Manag emen t Serv ice Man ag ement ; Op eration s R eso urce Man ag em ent ; Op erat ion s (Applicati on, C om puting a nd N etwor k) Sup plier/Partn er R elat ionsh ip Man ag em en t Figure 2. : eTOM OPS Functional Process Groupings Customer Relationsh ip Management (CRM): this process grouping considers the fundamental knowledge of customers needs and includes all functionalities necessary for the acquisition, enhancement and retention of a relationship with a customer. It is about customer service and support, whether storefront, telephone, web or field service. It is also about retention management, cross-selling, up-selling and direct marketing for the purpose of selling to customers. CRM also includes the collection of customer information and its application to personalize, customize and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.CRM applies to both conventional retail customer interactions, as well as to wholesale interactions, such as when an enterprise is selling to another enterprise that is acting as the ‘retailer’. The introduction of CRM is a key feature of eTOM over TOM. At the highest, most general level, t he TOM Business Process Framework included two process groupings to manage relations with customers, â€Å"Customer Interface Management† and â€Å"Customer Care†. In the TOM, it is explicitly mentioned that Customer Interface Management may effectively be a distinct process within Customer Care or may be performed as part of the lower level Customer Care processes. However, eTOM advances the TOM in several key ways: It expands Customer Care to Customer Relationship Management (CRM), which is management approach to supporting and interacting with customers, that enables enterprises to identify, attract and increase retention of profitable customers. CRM focuses on collection and application of customer data and managing relationships with customers to improve customer retention and customer value contribution to the enterprise. CRM is more than Customer Care or Customer Interface Management, it is the integration of customer acquisition, enhancement and retention throu gh managing the customer relationship over time. For eTOM, CRM also represents the integration of Sales and Service processes and ensuring a consistent customer interface across all CRM functional processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 23 eTOM integrates Customer Interface Management for Fulfillment, Assurance ; Billing across all the CRM functional processes and with customer processes. Customer Interface Management represents any type of contact, e. g. , phone, email, face-to-face, etc. It expects an integration and coordination across these different interface types, to provide a consistent interface and highlights the requirement for customer process control and customer self management. eTOM also encourages the design of solutions so that systems interfaces used within the enterprise are the same as those used by customers.TOM CRM processes include an expansion of TOM Customer Care processes to: †¢ Focus on customer retention †¢ †¢ †¢ Improve enterprise process exception customer response Integrate marketing fulfillment execution Better represent the billing function at the customer level and the need to assure revenue. Service Management ; Operations (SM;O): this process grouping focuses on the knowledge of services (Access, Connectivity, Content, etc. ) and includes all functionalities necessary for the management and operations of communications and information services required by or proposed to customers. The focus is on service delivery and management as opposed to the management of the underlying network and information technology. Some of the

Mr. David O’Brien

I will look at the key aspects that are present in the piece and how they relate to the question asked and the reliability of the source provided. The three aspects that I will look for are the evidence of economic pressure and how this drove people to fight against the poor law and rebel against the middle class and the oligarchs from 1838. The political movement within Chartism that spawned the general convention as well as the formation of the national charter association, and eventually put forward the petition in 1842. And the cultural community that was very inclusive for its time, letting people from outside England and also other ethnicities like William Cuffay have as much of a say as anyone else within the movement. I will then conclude by choosing what I think is the main catalyst for support. Part 2 What evidence is there in the extract above of the three explanations for Chartism’s support that you learned about in the chapter, and which, if any, is stressed most strongly by the speaker? In this essay I will show evidence from the speech provided, of economic pressure, political movement as well as the inclusive cultural community present within the Chartist Movement that helped Chartism gain a following, and reference other sources to support my discussion. And explain which aspect I think the speaker emphasises more strongly than the others. The primary source provided is the speech that was said on July 6, 1839, and was heard by as many as 12,000 people. It was taken from a report in the Northern Star a Chartist publication. I don’t believe this source to be particularly reliable due to the absence of the speaker’s name and that it is from another article. Certain things could be elaborated due to the bias nature of the publication. The speaker makes many references to the economic conditions of the times. One of the most important â€Å"These evils chiefly of a political and social cast arise from one source class legislation†. Class legislation refers to the laws that chartist’s thought were put in place to defend the rich. One of these laws was the â€Å"poor law†. This law enacted in 1834 by parliament, tried to push the able bodied poor into workhouses to receive money and aid from the government if they were unemployed. These workhouses would provide lodging and food but had a social stigma attached to them. This was not popular among the chartists or the general population alike. Another extract highlights the hard life of the working class during the economic down turn â€Å"while destruction in horrid form stalks though street, lane and thoroughfare, in all its sickening outlines, all of its appalling aggravations, all its emaciated frames, its haggard features, its ragged clothing, its insufficiency of food, its skeleton like, ghastly aspect, followed in the rear by heart rendering cries insufferable despair, the bursting heart, the muffle voice of burning inward madness, the infuriated rage of desperation, the sad habiliments of mourning, and the toll of the death-bell over the famish victim of monopoly, closes the scene† This is in contrast to the lifestyle of the Clergy, Aristocracy and the middle classes of the period. As many working class men we not allowed to vote, had laws passed that directly affected them whilst living in conditions that were abysmal made for strong resentment. The speaker adds â€Å"with this nation suffering its liberty and rights to be remorselessly trampled upon by murderous factions, jobbers and commercial blood sucking vampires, the rich unnaturally elevated above the proper spheres of the mortal man, the poor crushed beneath the alpine mountain weight of taxation, misrule and oppression†. Adding to this resentment was the â€Å"Peterloo massacre† where Chartist’s died at the hands of British Army cavalry during a protest. Going back to other comments made by the speaker â€Å"Honourable gentlemen, I mean by this name the working class only† Highlighting the feeling between the working class and other casts, as very much divided. Extreme conditions and inequality existed throughout economic downturn and from 1837 to 1842 Britain was experiencing a sharp recession. 1839 was a â€Å"year of mass meetings† and there was a common ground among working class males that the idea of universal suffrage should be implemented, as they did not feel adequately represented in parliament. There is a strong political message for reform. Swell the numbers of the patriot throng which have sworn by him that liveth for ever, that they will have the peoples charter, or they will die in the struggle. (Bravo, and We will)† The movement formed a more organise d front just after this speech on 20 July 1840 with the formation of the National Charter Association (NSA). Braches organised meetings and distributed free press. Mass meeting like this speech and the NSA were pivotal in the creation of the second charter that was signed by 3,317,752 people supporting Universal suffrage and other points mentioned in the charter. The Chartist Movement was very inclusive, as at this time racism and discrimination were rife. Some examples of this in the higher leadership are Fergus O’Connor an Irishman of noble standing and William Cuffay the son of a freed black slave and well as being born with a deformed lower back and leg. â€Å"Mr Chairman and fellow working men, brethren of the human race†, an example of the camaraderie of the working class as a whole. The economic conditions and lack of representation are the main points in this speech. They led to the common support of the chartist cause, as support would increase in times of economic difficulty. Chartist’s adapted to create a political movement out of which, they had a voice. I conclude that Chartism was the catalyst for change and one of the main reasons we live in a democratic society today.