Anne Watson on Teachers as Informal Assessors Essay

Anne Watson on Teachers as Informal Assessors - Essay Example Included in this identification of components are criticisms on traditional, as well as new, approaches to evaluation practices. Of particular significance is the perspective provided with regards to the teacher prejudices which are often overlooked. This was identified because Watson’s perspective was detached as the author played the role of the researcher observing and evaluating the teachers she studied. A list of these prejudices and an understanding of each one could enable me to avoid them as much as possible. Also, it will allow me to understand the dynamics behind these prejudices or sets of values. Watson explained that teachers’ decisions are influenced by a number of variables. For example, there is the differences in how normal or abnormal are viewed; generalisability of illustrative incidents, sense of power, time and place, interpretation of questions and answers, assumptions of shred understanding and so on (p. 73). So when a prejudice is identified, it does not necessarily mean that it is conscious or that it is the teacher’s fault. These things are important to me to be able to inform on decisions and judgments. As I acquire a broader perspective based on this knowledge, I am able to use approaches and practices that are consistent with my objectives and standards of practice. The list can also allow me to be able to identify a mix of components and practices that I could use, tailored according to my needs and those of my students. Several frameworks were offered and I found that I could use some of them, even modify or integrate them altogether. For example, the procedure for systematic observation practice was outlined. Theories were promptly cited in order to contextualize activities and practices, such as these observations and the interpretation of observed phenomena. There are several interesting elements in the article that particularly stood out. For instance, there are the interviews that demonstrated the manner by which theory and practice differ. The interaction between the researcher and the teacher-participant provided fresh insights because when teachers provide data based on actual experience, the researcher examines them from the theoretical perspective. The interplay of these two elements – actual experience on one hand, and theory and critiques on the other, offered an opportunity for me to take useful components and incorporate them into one workable framework for my own assessment practice. Another important information that I think deserves to be mentioned is the classification of actual informal assessment practices: the assignment of level of achievement using personal knowledge and experience; the use of school-sanctioned system of assessment; the employment of test or task; detailed and systematic recording methods. The variations are quite numerous. This point underpins the fact that informal assessment practices vary because teachers can have their own assessment pr actices. What Watson was able to identify from the numerous practices provided by the teacher-participants was a comprehensive model that contains all the concepts and practices depicted in the manner of their relationships, interactions and characteristics in the context of

Please read the attachments carefully you'r able to know what I want Essay

Please read the attachments carefully you'r able to know what I want - Essay Example Moreover, the NoSQL databases are deployed in a distributed environment and open sourced (NoSQL. n.d). It is pertinent to mention here that there are four (4) types / categories of the NoSQL database include: the document oriented database, XML database, graph database and key-value store / database. In the document oriented database the data is stored in the documents, the examples include: the CashDB, MongoDB etc. In the XML databases, the data is stored in the XML format, the examples include: the BaseX, eXist etc. In the Graph database, the data is stored as the collection of nodes that connected using edges, the examples include: DEX, Stones GrapgDB etc. The key-value store refers to storing data without schema in the form of strings, hashes, stored sets etc., and the examples include: Riak, BigTable, etc. One of the NoSQL databases is developed by the Oracle Corporation. The Oracle NoSQL database is characterized by the BASE – Basically Available, Soft State, and Eventua lly Consistent. The Oracle database used to replicate data in a way that data would be always available to the users, moreover, to avoid unavailability it distributes / share data among several database storage servers. The soft state refers that the Oracle NoSQL database allows inconsistent data and assigns its responsibility to the application developers. The Eventually Consistent refers to the ability of the NoSQL database becoming and presenting consistent data with the passage of time and its usage. Generally, it can be stated that the NoSQL database management systems are used to deal with huge data where the data does not necessitate being relational. The NoSQL database has the capabilities of storing, retrieving and appending data in a highly efficient manner without discrepancy of the data size. It is pertinent to mention some of the organizations dealing with massive data and use the NoSQL database for manipulation of the data, these organizations include: the LinkedIn, Go ogle, Amazon, Twitter and Facebook (Oracle Corporation, 2011). NoSQL and Relational Database Management Systems – the Differences There are several diverse features of the Oracle NoSQL database that makes it different from the traditional Relational Database Management System (RDBMS). On the basis of the differences, the management of any organization can take an informed decision whether to employ the Oracle NoSQL database or the RDBMS. One of the main differences between the NoSQL and RDMS is scalability. The NoSQL data stores have the ability to scale it even on the distributed systems and it can be deployed over several database servers. Whereas, the RDMS can only be deployed and scaled over a single server and it is the reason that the NoSQL databases can handle a huge number of data. This is one of the main motives of the growing popularity of the NoSQL. Moreover, as the NoSQL database can be deployed on several servers, therefore, these databases offer high data availa bility with little or no unavailability. Moreover, the performance of the NoSQL database is highly efficient as compared to the RDBMS, because the data is being shared and processed on several servers. But in order to provide the data highly available along with high performance, the NoSQL databases compromise the data consistency, as the data is redundantly stored or replicated on the diverse servers (Strauch, n.d). The NoSQL databases have been developed focusing the BASE acronym of Basically Available,

Porsche company changes and breakdown

Porsche company changes and breakdown Much has changed for Porsche over the past few years. Negative market forces combined with questionable strategic moves have the iconic sport car company fighting for its life. Markets forces such as escalating fuel prices during the summer of 2008 followed by the global financial crisis have significantly suppressed demand for gas-guzzling, high-end specialty vehicles. In concert, Porsche has overstretched itself with new product introductions and an attempted takeover of rival Volkswagen. Porsche has left itself with limited strategic options. This case describes the market conditions affecting the global auto industry, presents Porsches resources and poses options for the future. As of early 2008, Porsche was celebrating a JD Powers highest quality rating for the second year in a row and 7 years of strong financial performance after near-bankruptcy in the late 1990s (see Exhibit 1)  [1]  . Porsche was again seen as a leading, high-end car company. The rest of the industry had been consolidating into fewer than 10 large, multi-brand conglomerates. Against this backdrop, Porsche was defiant about not losing its independence. However, the road forward has been full of hazards. The global economy turned downward during the second half of 2008 and the slump has continued into 2010. Porsche almost went out of business the last time the US economy lagged for an extended period in the early 1990s. Porsche must formulate its strategy carefully. Their expansions into the sport utility and sports sedan segments and attempt to take over Volkswagen have been risky, even careless moves. What should be Porsches next move in light of the rapidly changing global auto industry and Porsches current internal challenges? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and become a broader player to rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product, the 911, and focus on its engineering expertise? The global auto industry has suffered greatly from the worst US financial downturn since the 1930s. Two US auto giants, General Motors (GM) and Chrysler, have filed for Chapter 11 bankruptcy protection and there has been a new wave of mergers and acquisitions. Industry growth and leadership are shifting to China and India, and environmental technologies are leading innovation in the global auto industry. Excess car making capacity worldwide has increased sharply in the past few years. Amid weak demand, Japanese automakers have frozen or delayed new capital investments and have stepped up such efforts as lifting productivity at factories, with the goal of boosting their profitability. Toyota Motor Corp. is struggling to remain profitable as its sales have fallen by around 20% from 2007s record tally of 9 million units. Honda Motor Co. has decided to delay new plant construction until 2012 or later from the originally planned 2010. These moves are also driven by anticipation that GM and Chrysler will emerge from their bankruptcies as meaner, leaner competitors. GM has announced plans to bolster its profitability by consolidating production to support global sales of around 6 million vehicles a year, a roughly 30% decline from its worldwide sales in 2008  [2]  . New rivals have appeared with Fiat, an Italian automaker that ranked 10th in global sales rankings in 2008, taking a stake in Chrysler. In addition, the Canadian auto parts maker Magna International Inc. entering into car manufacturing through its agreement to acquire Opel, a German unit of GM. In addition, as Americas auto companies lose market share due to declining demand, Chinese auto sales have increased steadily, China is likely to pass Japan soon as the worlds largest car maker. Chinese companies have focused on acquiring production expertise as well as brand cache by bidding on Fords Volvo and General Motors Saab and Hummer. China has a reputation as a copycat manufacturer. Therefore, acquisitions offer reputation to some of Chinas 100 car companies which unknown to most people outside of China  [3]  . For example, Ford sold Jaguar and Land Rover Indias Tata Motors Ltd. in 2008 for $1.7 billion. This positions an Asian company as a potential world leader at the low-end with the $2,500 Nano and at the high-end with two global icons in Jaguar and Rover, positioning it to compete with BMW, Mercedes-Benz and Audi  [4]  . 2008 was the worst year in a decade for the US auto industry as demand slowed because of tightening credit, higher gasoline prices, and rising unemployment. Continuing declines in sales are likely for the foreseeable future in North America and Europe, while growth is projected in India, China, and Brazil. The global auto industry has been consolidating because on high costs and low demand and profitability. There were 42 independent, global car companies in 1960, and this shrunk to only 17 by the year 2000. In the medium to long term, environmental technologies will likely be instrumental in carmakers success. Germanys Daimler AG has taken a stake in Tesla Motors Inc., a U.S. electric car venture firm. Another German company, Volkswagen, has tied up with Chinese battery maker BYD Co. to bolster its ability to develop electric vehicles. BYD announced in late 2008 that it had succeeded in developing a commercial model plug-in hybrid vehicle. The Chevrolet Volt and Nissan Leaf are due to hit the market in 2011  [5]  . Porsches Resources Porsche, with over 12,000 employees in 2008, is the smallest German automobile builder, but the largest sports car specialist in the world. Sales in the 2007/2008 reached nearly 99,000, including approximately 45,000 Cayennes and 31,000 911s. Net income climbed over $6.3 billion in 2007/2008  [6]  (See Exhibit 1). The company was founded in December 1930, when Dr. Ferdinand Porsche, with 12 close associates, established an office in Stuttgart for design and consultation on engines and vehicles. By 1932, Porsches design office had developed the torsion bar suspension element that is still in use in automobiles around the world. In 1934, the Porsche Company was commissioned by the manufacturers association to design a utilitarian car of normal dimensions but relatively low weight, to be achieved by new basic measures. Prototypes of this car were on the road by the end of 1935 but World War II postponed mass production of the vehicle. After the war, Volkswagen started production of the car, which came to be known as the VW Beetle. In 1972, when the 15,007,034th unit left the VW Wolfsburg assembly line, this Porsche-designed vehicle had displaced the Model T Ford as the all-time automobile production leader  [7]  . After World War II, Dr. Porsche was commissioned to build the most modern formula race car in the world. This car started to win international road races by 1948, and based on this car design, Porsche started building the 356 sports car (see Exhibit 2) in rented production space in Stuttgart for sales through Volkswagens international network of dealers and importers. While the original plan called for only a modest production of 500 cars, sales of the 356 Porsche eventually reached an overall total of 78,000 vehicles. The success of the 356 model was followed by design of the Porsche 911 (also shown in Exhibit 2) that initially went into production in 1964. The 911 had sales, through 2008, in excess of 600,000 vehicles and was the most successful rear-engine sports car in history  [8]  . In the 1970s internal car developments included the Porsche 928, with the first all-aluminum V-8 engine, that started production in 1977, and the Porsche 924, targeted as an introductory model below the 911 model. The 924 was originally developed for the Volkswagen, but they lost interest after the 1973 energy crisis. Porsche sold the car under its own name and, with sales of 100,000 units in only five years; it became the most successful Porsche of all time. Porsche continued its tradition of active involvement in racing competition. Dr. Ferry Porsche, chairman and son of the companys founder, claimed, competition entries in racing and rallying aided technology for our production cars. Designers felt that after only a few months, and often after only weeks or even days, racing provided answers to whether new technical measures were the right ones. Porsches RD work flowed into its production cars, and was the basis for extensive sales of engineering capabilities to outside customers  [9]  . German counterparts such as Mercedes, BMW and Volkswagen dwarf Porsches production volume of about 95,000 cars per year. In 2007/2008, Mercedes and BMW sold over 1,000,000 units and Volkswagen in excess of 1,500,000 cars  [10]  . Porsches small production volumes, however, still have to accommodate great diversity. Each car is built to a customers order, and has to conform to different national and state regulations. Choices included right-hand and left-hand steering, automatic and manual transmissions, and many other options. Porsche customers frequently traveled to the Zuffenhausen plant in the northern district of Stuttgart to watch their car actually being built. Since 1972, the companys technical development has been located in a large RD center outside of Weissach, a small town about 20 kilometers from Stuttgart. To maintain its technology leadership, Porsche has invested, at Weissach, in a minimum scale of expensive capacity, including a test track, crash center, wind tunnel, motor engine test facility, and pollution test equipment. A large number of designers, engineers, technicians, and mechanics are employed to support continual innovation. With its extensive commitment to advanced technology development and its small production base, Porsche spent 15 percent of its car sales revenue on RD, a much higher figure than the 4-6 percent typically spent by other car companies. The large investment in technology development capabilities required that Porsche sell some of its equipment, design, and engineering capabilities to other car companies  [11]  . Porsche still assembles a large proportion of its cars by hand on the same site where company patriarch Ferdinand Porsche built and delivered the Volkswagen Beetle in 1937. There have been modifications, of course, especially since 1991 when Wiedeking was hired to oversee production and materials management. One shocker: He forced the company to choke down nationalist and institutional pride and bring in Japanese consultants to teach Porsche not only how to build cars better, but also how to build better cars. In the upholstery shop, craft workers soften leather with heat guns and use hand tools of their own making to caress the hide smoothly onto curving dashboards and door panels. They get the leather from workers at sewing tables. In a nearby building, a technician uses a hand wrench to apply what he suspects his power wrench or a robot might not just the right amount of force on bolts that will hold an exotic, six-cylinder Porsche engine together when some over-enthusiastic driver revs it into the danger zone. When the wrench wielder and co-workers complete the engine, it gets hauled off to one of a dozen dynamometer chambers. There, testers run it through a demanding routine for approximately 20 minutes. Charming and eccentric as Porsches factory is, it is perhaps no more than a curiosity next to less-visible enterprises that the automaker relies on for independence: Weissach, restructuring, and partnerships. Porsches Weissach RD center is responsible not only for Porsches own auto technology and innovation, but also additional profits from work it does for others. Weissach developed, for instance, a cockpit for the Airbus jetliner, a minivan for General Motors, the guttural sound of modern Harley-Davidson motorcycle engines and their low-emission performance. Porsche does not report Weissach earnings separately. Some industry analysts suppose they account for most of what the financial reports call other operating income about 12 percent of total operating income. But Weissachs biggest contribution is not on the financial statement. Weissach is staffed by 2,200 engineers and technicians, meaning that highly paid professionals are one-quarter of Porsches total head count. Too expensive for us alone, says Anton Hunger, Porsche spokesman. Yet other automakers are comfortable renting Porsches engineering brains because the tiny sports-car maker is unlikely to be a rival. Restructuring in the late 1990s was painful as Porsche has cut 25 percent of its workers. And though much handwork remains, Porsche has halved the worker-hours necessary to build the 911 Carrera, and relies more on Japanese-style, just-in-time parts delivery. About one-third to total parts is the same on Boxster and 911 Carrera. And the Boxster S gets its upgraded handling and performance from 911 Carrera parts. In 1992, Porsche was selling three dramatically dissimilar models: rear-engine, six-cylinder, air-cooled 911; front-engine, V-8, water-cooled 928; front-engine, water-cooled, V-6 968. Literally not one common part. Incredible. Not even the lock system, says Manfred Ayasse, financial spokesman  [12]  . As of 2009, Porsche sold only 5 vehicles, Boxster, 911 Carrera, Cayenne, Cayman, and Panamera. The 4 automobiles are six-cylinder, high-performance, high-priced sports cars. In an industry bent on more and more segments, this is an anomalous approach. However, Porsche is an expert at bringing out ever-more-desirable iterations, raising prices for the upgraded versions and earning much higher profits. The enhanced models do not cost much more to manufacture than the base models. Boxster made its debut late in 1996, its $41,000 price putting a new Porsche within reach of more buyers than can afford a $66,000 Carrera. The Boxster S joined the lineup in 1999, starting at around $49,000. Its appeal is chiefly a bigger engine. At the same time, the standard 2000 Boxster received enhancements that could support a price increase. Its engine grows to 2.7 liters from 2.5, and horsepower rises to 214 from 204  [13]  . The 911 Carrera is a case study in Porsches genius. The current generation was launched in late 1997, as a coupe. A pricier convertible came in early 1998. Even more-expensive all-wheel-drive versions, called Carrera 4, were added in late 1998. In 2000, Porsche offered a turbo-charged 911 Carrera. Turbo Porsche models have the brilliant high-performance credentials and legacy to command six-figure prices. Also possible is a targa-top 911, which would have a removable, hard-roof panel for those who like the breeze but dislike folding convertible tops. Porsche has recently added an S version to the 911 Carrera line-up, just as it did with Boxster. Even though Porsche says it will never merge, its not above partnerships. For example, it co-owns, with Daimler-Chrysler, Car Top Systems, the company responsible for the folding tops on Porsche, Mercedes-Benz, and Saab convertibles. And Audi manufactured the now-discontinued 924 and 944 sports cars for Porsche. The automaker has decided to outsource more manufacturing so it can boost sales, and enjoy the extra earnings that it should bring, without investing in expensive expansion. Porsche calls it the virtual factory approach. The factory in Stuttgart can manufacture only 30,000 cars a year. It is surrounded tightly by the city, limiting sprawl room. But Porsche considers the original brick factory historic and could not bring itself to replace it with a modern facility. Thus, playing well with others becomes a survival tactic. Since late 1997, most Boxster sports cars sold in the US have been made at Valmet Automotive, a car factory in Finland that also builds Saabs. The automaker helped Valmet modify its tooling and production system to accommodate the Boxster, and Porsche has quality auditors there to ensure Valmet Boxsters match Stuttgart Boxsters. The logic is impressive, says Deutsche Banks research report on Porsche: It is the design, the technology, and the brand that make a Porsche stand out. These are core competencies for Porsche. The production itself, which is more or less a commodity competency, may as well be outsourced to Valmet or VW at a lower cost than Porsche could achieve with its highly paid workforce.  [14]   In 2002, Porsche began selling Cayenne, which it developed in collaboration with Volkswagen. Porsche sells the Cayenne for around $60,000, and VW sells its version, the Touareg, for around $35,000. The two companies shared the development costs and VW manufactures both vehicles. This allows Porsche to get some of the development costs paid by VW, and Porsche does not have to invest in more factory capacity to build the vehicle (See Exhibit 3). In 2005, Porsche added the Cayman to its roster positioned between the Boxster and the 911 and priced at around $60,000 (Exhibit 4). The Cayman matches the weight and styling of the Boxster with nearly the power of the 911. This makes the Cayman lightning fast, with a 0-to-60 time around 4.5 seconds. This performance and price has made the Cayman the most sought after vehicle in Porsches lineup in 2005. In September of 2005, Porsche acquired 18.5 percent stake in Volkswagen. Porsche claimed it was attempting to secure its supply chain as Volkswagen makes much of the Cayenne, the Porsche sport utility vehicle  [15]  . Volkswagen has not performed recently and has been seen as a potential takeover target. Porsche increased its ownership of Volkswagen to 31 per cent and majority ownership in 2008. Porsche introduced its first four-door sedan in 2009 when it offered the Panamera (Exhibit 5). BMW, Mercedes Benz, and Maserati are the Panameras primary rivals catering to the high-performance, four-door sports sedan market, and the Porsche hopes to take some of this market share. The companys association with Volkswagen is leveraged as the Panamera uses the Volkswagen Phaeton platform. The Panamera is powered by the same engines that are currently available in the Cayenne, the Porsche SUV. Porsches financial situation represents its biggest challenge. Porsche and Volkwagen reached an agreement in 2009 to call off Porsches efforts to take over Volkswagen. The final shape of the two companies has yet to be fixed, but Porsche is now likely to be fully integrated into the Volkswagen Group, joining its seven other car brands-VW, Audi, Skoda, Seat, Bentley, Lamborghini and Bugatti. Porsche got into this challenging situation when it took on à ¢Ã¢â‚¬Å¡Ã‚ ¬9 billion ($12.2 billion) of debt acquiring its 50.8% in Volkswagen with its sights on taking over Volkswagen. Three things prevented Porsche from this goal. First, acquiring 50.8% of Volkwagen tripled Porsches debt. Second, the credit crisis beginning in 2007 made it more difficult and expensive to borrow money. Third, Porsche was blocked by the German government from acquiring a larger share of Volkwagen so it could access its cash reserves  [16]  . The most challenging aspect for Porsche is its debt, which Porsche wants to reduce by at least à ¢Ã¢â‚¬Å¡Ã‚ ¬5 billion. Qatar and Abu Dhabi were seen as top candidates to loan the money. However, Mr. Pià «ch, who owns 10% of Porsche, says he opposes selling a stake in Porsche to an outside investor. Instead, Volkswagen is likely to buy Porsches car business. The Future of Porsche Based on the current conditions in the global auto industry, the economy and the natural environment, what should be Porsches strategy for 2010 and beyond? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product the 911 and focus on its engineering expertise? These options are influenced by and could influence Porsches current financial challenges. Porsches strategic moves are critical to its future success and existence. Exhibit 1 Porsche Financials Exhibit 2 Exhibit 3 Cayenne Exhibit 4 Cayman Exhibit 5 Panamera

Narrative Essay: I am Japanese American :: Personal Narrative Essays

I am Japanese American    I am glad I am Japanese American, even though I feel JA men are some of America's best kept secrets. There is a story of a vertically challenged man who was in the midst of some tall men. One of the taller men said to him, "You must feel pretty small right now." The man replied, "Yes, I feel like a dime in the midst of a bunch of nickels."    Being a JA male is not easy in America. We get no respect, it seems. Often, the image of the JA male is the nerd, the quiet invisible man, or somehow one devoid of sexuality. JA women have been elevated by American society to a somewhat higher level of acceptance, or so it seems from the mainstream media.    I noticed recently that there are more JA (or Asian American) men doing the news on TV; Rob Fukuzaki and others on local news are a welcome sight because it seems we Asian men have joined the rest of society at least in terms of representation on the news (although pioneers like Ken Kashiwahara and Sam Chu Lin helped give early visibility for Asian men on camera).    My parents experienced the Depression years in America; my father having arrived in this country in 1920, and my mother coming to join him in 1932. They experienced being forced into concentration camps, then having to start over again after the war, facing social discrimination and then overcoming it to a large extent through hard work, economic success and good citizenship. They taught me values like working hard, being faithful to your family, the importance of a good name and being honorable, the importance of community and supporting community groups, remembering your ancestors and your cultural heritage, respecting your elders and your parents, and many other important values and virtues that help me to be a man of substance and strength. And yes, I can say it, I am a man of substance and strength, perhaps even a dime among a lot of nickels. A part of my JA upbringing also taught me to be reserved and modest, unassuming and uncomplaining. And even though I picked up a trace of racist attitudes from my parents--that Japanese are superior to other people, and that others, especially African American, Mexican and Pilipinos, were inferior. But still, I was dominated by a sense of being inferior myself to the general society around me.

Airfield lighting

Decennial sensors detect movements of aircraft and there vehicles on the ground. The signals from individual lights and sensors are communicated via FALL and are comprehensively visualized for the operators in the tower through an ALAS. FALL enables the controllers to optimize the use of the entire airfield lighting system: through flexible control of each segment of the runway, taxiway and apron circuits, every component and individual lamp is exactly controllable.As such, FALL provides excellent tools to perform control of aircraft ground movements: taxiway routing, Stoppard control, runway incursion detection are now available for the operators in the tower. Safety of air traffic movements and number of slots per day are significantly increased with this modern and reliable control system. Using the power supply series circuit for reliable and high-speed communication between substation and individual lamps, FALL detects and supervises the actual status of each lamp and provides c omplete detailed information to the operational control station.FALL continuously monitors all lamps controlled via the system and identifies a lamp failure immediately, indicating the exact position of the failed lamp. As a result, the need for regular visual inspections is reduced and overall maintenance performance can be improved. In order to prevent collisions on the reside movement area, CIAO prescribes the implementation of an (Advanced) Surface Movement Guidance and Control System) – (A)SMOCKS is a modern control and monitoring system for the guidance of aircraft on the ground.The solutions offered by Siemens Intelligent Traffic Systems Airfield meet all legal and operational requirements in this field of application. Thanks to sophisticated navigational aids for air traffic control, aircraft can take off and land under almost all weather conditions. However, when traffic on the ground is lowed down, high-volume airborne operations are put in Jeopardy: Visibility cond itions of less than mm generally delay aircraft ground movements and reduce the total capacity of the airport.SUMS identifies each aircraft, provides continuous surveillance and monitoring of taxiing traffic; determines conflict-free taxiway routes automatically and uses visual signals to guide aircraft and vehicles reliably. And in case of route deviations, it warns pilots or drivers immediately. The comprehensive SMOCKS control and monitoring functionality provides controllers with tools to enhance airport safety, efficiency and availability – under all visibility conditions.Tower ALAS Airfield Lighting Control and Monitoring Systems Airfield Lighting Control Systems (ALAS) allow air traffic controllers (TACT) to monitor and operate a range of lighting functions from the control tower, at the same time providing them with valuable feedback on the performance status of system lighting equipment. Surface Movement Guidance and Control System CIAO has specified the provision of (advanced) surface movement guidance and control systems (A-)SMOCKS to avoid collisions on the ground. Siemens/DAB is doing its part to help airports to fulfill these requirements.In the late asses the problems of transition from the new precision radio instrument approach aids to the final, visual approach at night or in reduced visibility much exercised civil aviation. Various high-intensity approach lighting systems were developed to ease the transition from instrument to visual flight. In 1949 three competing systems – a British one (the Calvert system), a French one (a form of displaced Calvert system) and an American one (the Slope Line system) were presented to CIAO. Because each system had its supporters among the CIAO members, CIAO ended up recommending that any of the three systems could be adopted.Independently, and before the CIAO decision, DACCA engineers had also been studying the problem of approach lighting and had concluded that the British ‘Calvert' s ystem was superior. A trial installation was installed on Session's Runway 08 toward the end of 1951. This trial proved successful and the system was commissioned for operational use in 1953. The following information about the Calvert cross bar lighting system is based on an article High Intensity Approach Lighting by S W Hart (DACCA Sectional Airways Engineer) which appeared in the Civil Aviation Joanna, the Dacca house publication, Volvo 1, No 3, March 1951.In 1946 Mr. E S Calvert of the Royal Aircraft Establishment, Breakthrough, was requested by a UK Ministry of Civil Aviation Airfield Lighting Committee to investigate the problem of approach lighting and establish the general principles involved. Calvert tackled the problem by attempting to ascertain the visual and mental processes by which a pilot lands an aircraft. He then developed a theoretical model by which different lighting systems could be compared, and tested his theoretical results using simulation.Culvert's line of reasoning led him to the conclusion that to provide smooth transition room instrument to visual flying without optical illusions, and to provide sensitive and natural indications which could easily be interpreted by the average pilot, the approach lighting pattern should consist of a centre line of light with horizontal bars basic elements – a line of lights leading to the runway threshold, and horizontal lights to define the attitude of the aircraft. Calvert placed much stress on roll guidance compared with the Americans who, up to that time, had completely neglected it.He was the first to realism that it was easy to confuse lateral displacement with angle of ann.. The Calvert system does not indicate a defined glide path, but the widths of the horizon bars are such that, if a pilot maintains a glide that will take him to the correct touch down point, each bar will appear to be the same width as the previous one as it disappears under the nose of the aircraft. Distance is i ndicated by using single lights in the centre line to indicate 1000 Ft or less from the threshold, double lights for 1000-2000 Ft and triple lights for 2000-3000 Ft.It is interesting to note that the basic form of the Calvert cross bar lighting system still forms the basis for high- intensity approach lighting systems today. Diagrams above: With horizon bars the pilot can see if he is on an even keel (left) or banked right wing down to turn on to the centre line (right). Below: A modified form of the basic High Intensity Approach Lighting system is used on some capital city precision approach (ILLS) runways, in this case on Melbourne/Utilitarian's Runway 27.The main difference is the larger array of lights Just prior to the threshold. Runway Edge Lights are used to outline the edges of runways during periods of darkness or restricted visibility conditions. These light systems are classified according to the intensity they are capable of producing: High Intensity Runway Lights (HIRE) Medium Intensity Runway Lights (MARL) Low Intensity Runway Lights (LIRA) The HIRE and MARL systems have variable intensity controls, whereas the Liars normally have one intensity setting.Runway Edge Lights are white, except on instrument runways where yellow replaces white on the last 2,000 feet or half the runway length, whichever is less, to form a caution zone for landings. The lights marking the ends of the runway emit red light toward the runway to indicate the end of runway to a departing aircraft and emit green outward from the runway end to indicate the threshold to landing aircraft. Lighting (ARC) or Pilot Activated Lighting (PAL), is a technical system by which aircraft pilots can control the lighting of an airport or airfield's, approach lights, runway edge lights, and taxiways via radio.PC systems are most common at non- towered or little-used airfields where it is not economical to light the runways all night every night nor to maintain staff to turn the runway lightin g on and off as needed. PC enables pilots to control the lighting only when they require it, thereby saving electricity and reducing light pollution. If the airfield supports PC, the pilot test the radio to the ARC frequency for the airport, which is often, but not always, the same as the UNISOM/ACTA frequency (e. . Smiths Falls-Montague Airport hosts separate Unisom and ARC frequencies). The systems are then typically operated by performing a series of clicks with the radio microphone talk button. PC systems most often have three settings: Low intensity: Three clicks within seven seconds Medium intensity: Five clicks within seven seconds High intensity: Seven clicks within seven seconds When the lighting system is activated, a 15-minute countdown starts, after which the sights turn off.While the lights are still active, whenever a lighting command is issued, whether it changes the lighting intensity or not, the 15-minute countdown is reset. At some airfields, special lights may bli nk for ten seconds to warn pilots before the lights shut off. When using PC, it is very highly recommended that aircraft on final approach to the airfield issue a fresh lighting command even if the lights are already on (especially if the lights were activated by another aircraft). This is so that the lighting does not go off by surprise at a critical moment (such as when crossing he runway threshold).The Visual Approach Slope Indicator (VASS) is a system of lights on the side of an airport runway that provides visual descent guidance information during the approach to a runway. These lights may be visible from up to eight kilometers (five miles) during the day and up to 32 kilometers (20 miles) or more at night. Contents [hide] 1 Types 1. 1 Standard VASS 1. 2 API (Precision Approach Path Indicator) 1. 3 PASS' (Pulsating Visual Approach Slope Indicator) 1. 4 Trio-colored VASS 2 Mnemonics 3 Reference 4 See also 5 External links [edit] Types Standard Visual Approach Slope IndicatorBas ic visual approach slope indicators consist of two sets of lights. One set marks the start of the runway, while the other is set up some seven meters (twenty feet) along the runway. Each set of lights is designed so that the lights appear as either white or red, depending on the angle at which the lights are viewed. When the pilot is approaching the lights at the proper angle, meaning he is on the glide slope, the first set of lights appears white and the second set appears red.When both sets appear white, he is flying too high, and when both appear red he is flying too low. This is the cost common type of visual approach slope indicator system. [edit] API (Precision Approach Path Indicator) Main article: Precision Approach Path Indicator Precision Approach Path Indicator consist of four sets of lights in a line perpendicular to the runway, usually mounted to the left side of the runway. These have a similar purpose to basic visual approach slope indicators, but the additional light s serve to show the pilot how far off the glide slope the aircraft is.When the lights show White- White-Red-Red the aircraft is on the correct glide slope for landing, usually 3. 00. Three red lights (White-Red-Red-Red) indicate that the aircraft is slightly below glide slope (2. 80), while four red lights (Red-Red-Red-Red) indicate that the aircraft is significantly below glide slope (3. 50). Most large airports utilize this system. Although most airports use a API based on a 3. 00 glide slope, some airports may use a glide slope as great as 4. 50 in order to have proper obstruction clearance. Edit] PASS' (Pulsating Visual Approach Slope Indicator) This is a single light next to the runway. The signal format is solid white when established on the proper descent profile, and solid red when below the proper scent profile. An actively pulsing red or white light when well above or well below allows the pilot to determine his position in the signal format and what corrective action is n eeded to return to the proper descent profile. [edit] Trio-colored VASS This is a single light that appears amber above the glide slope, green on the glide slope and red below it.It is rarely used, partly because pilots who are unfamiliar with them have been known to misinterpret the lights, causing them to ‘correct' in the wrong direction. [edit] Mnemonics Older Visual Approach Slope Indicator Pilots often use mnemonics to help them remember basic information. In English, the following are common: Red over white, you're all right. White over white, you're out of sight. Alternative: White over white, you'll fly all night. Alternative: White over white, you're high as a kite. Alternative: White over white, you remain in flight. Red over red, you're dead.Alternative: Red over red, watch your head. Also Red red you're dead Red and white you're alright White and white you're as high as a kite Runway End Identifier Lights (REEL) are installed at many airports to provide rapid and p ositive identification of the approach end of a particular runway. The system consists of a pair of synchronized flashing lights located laterally on each side of the runway threshold. Reels may be either unidirectional or unidirectional facing the approach area. They are effective for: Identification of a runway surrounded by a preponderance of other lighting.Identification of a runway which lacks contrast with surrounding terrain. Identification of a runway during reduced visibility. An approach lighting system, or ALLS, is a lighting system installed on the approach end of an airport runway and consists of a series of lighters, strobe lights, or a ambition of the two that extends outward from the runway end. ALLS usually serves a runway that has an instrument approach procedure (PAP) associated with it and allows the pilot to visually identify the runway environment once he or she has arrived at a prescribed point on an approach.The runway lighting is controlled by the air traffi c control tower. At uncontrolled airports, Pilot Controlled Lighting may be installed which can be switched on by the pilot via radio. In both cases, the brightness of the lights can be adjusted for day and night operations. A key ingredient of all Approach Lighting Systems in the US is the Decision Bar. The Decision Bar is always located 1000†² from the threshold, and it serves as a visible horizon to ease the transition from instrument flight to visual flight.It also is situated such that at Decision Altitude, the Decision Bar is Just appearing to pass under the cowling of the plane. Approach Light Systems are designed such that they allow the pilot to quickly and positively identify visibility distances in Instrument meteorological conditions. For example, if the aircraft is at the Middle Marker, and the Middle Marker is located 3600†² from the threshold, the Decision Bar is 2600†² ahead. If the reoccurred calls for at least 1/2 statute mile flight visibility (roug hly 2600†²), spotting the Decision Bar at the marker would indicate enough flight visibility to continue the procedure.In addition, the shorter bars before and after the Decision Bar are spaced either 100†² or 200†² apart depending on the ALLS type. The number of short bars the pilot can see can be used to determine flight visibility. Approaches with lower minimums use the more precision 100†² spacing systems for more accurate identification of visibility. Several ALLS configurations are recognized by the International Civil Aviation Organization (CIAO); however, non-standard ALLS

Heart of Darkness Study Guide Essay

Chapter 1 1. The setting of the story begins on the Nellie, a ship. The turn of the tide is significant because it gives the men on board extra time to talk, and Marlow begins telling his story. In addition, symbolically, the turning of the tide conveys a change, and perhaps, foreshadowing of the story. The author spends a lot of time dealing with light because it is the main symbol in the novella. Light and darkness are universal symbols that represent good and evil. Although not explicitly stated, those who have the light are those who are â€Å"civilized†, and those who have the darkness are those who remain â€Å"uncivilized†, particularly the people living in Africa. 2. Marlow appears different from everyone else on the ship because of how the author describes Marlow’s character. Conrad describes Marlow as having â€Å"sunken cheeks†, a â€Å"yellow complexion†, and resembling that of an â€Å"idol†. Marlow seems ill through this description. Sunken cheeks convey a lack of nourishment, as well as exhaustion. The color yellow in literature has two meanings: happiness and sickness. In this context, one may infer the color yellow to symbolize Marlow’s sickness, or corruption, as it correlates to the rest of his description. Lastly, an â€Å"idol† connotes a phantom. Marlow appears to be different from everyone on the ship through his description. The audience is civilized. All of the men have jobs, a lawyer, an accountant, the director, and the outside narrator. The story also explains how Marlow remained the only one out of the men to still follow the sea. He also portrays how he did not â€Å"represent his class.† This suggests that Marlow may not be as â€Å"civilized† as the other men. As Marlow begins to tell his story, the narrator explains how Marlow is about to embark on another â€Å"inconclusive† experience. The word inconclusive suggests not fully answering doubts and questions. In addition, Marlow begins to remark the â€Å"weakness of many tellers of tales who seem so often unaware of what their audience would best like to hear.† This conveys how Marlow hopes to interest, or intrigue, his audience. Marlow feels inclined to share his story so that his audience better understands him. 3. The Roman reacted to England, a dark place, by â€Å"civilizing† it, or conquering its territory. At that time, England looked like the â€Å"very end of the world.† It possessed â€Å"sand banks, marshes,  forests, savages.† The story conveys how there was little to eat for a civilized man and only the Thames water for drink. England was a dark place at that time because it was uncivilized. 4. According to Marlow, what redeems the conquest of the Earth is the idea only; the idea that men will unselfishly sacrifice themselves for. Marlow explains how conquering land, and the land’s people, really is not a pretty thing. I think Marlow breaks off because it is a sensitive subject for him to discuss, and maybe only something he truly understands. 5. Marlow keeps comparing the river to a serpent. The comparison is interesting because a serpent symbolizes evil, corruption, and temptation. Similar to the story of Adam and Eve, a snake, or the river in this case, tempts the protagonist. 6. Aside from knitting, the two women in the office appear to be secretaries, or receptionists, for the doctor. Both women appear to symbolize fate; they are the fates who spin, measure, or cute the thread of life. This symbol is an allusion to Greek mythology. As Marlow is progressing toward his journey to Africa, it is in the Company’s office that he meets these two women. 7. Fresleven went insane because he had spent so much time in the jungle. After attempting to stab the village chief, Fresleven was killed. The conflict began with an argument over a couple of hens, which cost him, his life. The village became abandoned because the natives became superstitious; they were all very afraid to kill a white man. 8. Marlow’s Aunt calls Marlow an â€Å"emissary of light† because she believes that during his journey to Africa, Marlow is going to bring knowledge and civilization to the â€Å"savages.† This reflects the imperialism during that time period. 9. The man-of-war is a lifeless forested stretch of coast. Once they reach the Congo River, Marlow boards another ship to journey further upriver. The man-of-war portends the lifelessness of many coasts in Africa; most parts of the place appear corrupt and dreary. 10. Marlow describes the Company’s station as a â€Å"Grove of Death†, in which among the trees there are dying natives and recurring dynamite blasts. I think the natives allowed themselves to be bullied by the white men because they felt inferior. During this time, imperialism was popular and the belief that a white man was better than a black man was common. I also do not think natives had the proper technology, means, or knowledge to necessarily stand up to a group of white men either. 11. The accountant is described as an elegant white man with a clean and  well-mannered appearance. The accountant is described as a â€Å"miracle† because he represents the Company, or how the Company wishes to be seen. The accountant is devoted to the Company. The station manager is described as an average man. The manager’s supreme gift is his ability to never get sick. Marlow does not like the station manager because he is jealous of Kurtz, and also because Marlow describes him as â€Å"originating nothing.† This suggests how the manager lacks innovation and is devoted to keeping up with appearances, although he has nothing to offer. The manager comments about how ‘men should only come out here if they don’t have anything inside.’ This conveys that in order to succeed in the ivory trade business and survive in Africa, one must be ruthless. 12. The brick maker appears to be idle as Marlow remarks on how there â€Å"wasn’t a fragment of a brick anywhere in the station.† The brick maker is waiting for his opportunity to move up the ladder within the company. 13. Kurtz’ painting is of a blindfolded woman carrying a lighted torch, in which her face is appears deceived by shadows. I suppose the painting reflects the men traveling to Africa, blindfolded, to civilize the natives, who represent the light. The woman is blindfolded as the European men are blinded by their negative influence on the natives. The shadows suggest darkness, which suggests corruption. 14. The manager and brick maker are upset at Kurtz’ pre-eminence because they are envious at his success. This conveys the competition, desperation, and corruption during this time period to do whatever it takes to be successful, powerful, and rich. For these European men, money was power and that was their desire. Marlow lies to the brick maker by playing along to further understand his motives. In addition, Marlow allows the brick maker to think he has an influence in Europe to gain information about Kurtz. 15. Marlow was unable to get the rivets from the Company. This suggests how the enterprise is allowing loose policies and for things to follow apart; this conveys a lack of professionalism. The manager does not want the rivets to make it out because he wants his Eldorado Exploring Expedition to follow through. 16. The Eldorado Exploring Expedition suggests an expedition in search for gold during this time. Although there was no gold in Africa, ivory was very valuable. This expedition was led by the manager’s uncle. Its purpose is to find ivory and exploit African resources. Chapter 2 1. The manager survives because he cannot get sick. His plan to â€Å"beat Kurtz† is by delaying the trip to the Inner Station, that way hopefully Kurtz’ illness will kill him because he will not receive the proper care in time. 2. The crew of the steamboat was the cannibals. Although savage, the cannibals are much better at controlling their behavior than the pilgrims. The pilgrims appear willing to begin destruction at any cause in order to gain ivory. The definition of â€Å"civilized† seems to belong to those who are able to exercise self-restraint. 3. The drums symbolize the culture that still exists in Africa. The forest appears to be moving throughout the journey, which may be foreshadowing how the natives are moving with the boat to assure that it does not meet Kurtz. 4. â€Å"The earth seemed unearthly† suggests the discomfort Marlow feels along his journey. On a larger scale, this conveys how Africa has become a place lacking of normality and humanity; Marlow expresses how he feels separated from Earth. â€Å"That was the worst of us, the suspicion that they weren’t human,† suggests how corrupt the men were; they appear to show no signs of humanity. 5. Marlow discovers a book about seamanship. The book appears admirable because it is the only bit of reality Marlow has encountered recently. 6. When they wake up, eight miles from the station, the coast has been covered in a thick fog which keeps them stationary. The fog is a white, however, it does not represent light or goodness. The fog suggests how Marlow’s steamer does not know exactly where they are or what lies ahead in their journey; everything appears unclear physically and emotionally. 7. Marlow claims that the natives will not attack because the â€Å"nature of their noise† seems to convey sadness. In addition, Marlow does not understand how there could be an attack with the severe fog. 8. The sounding man is killed first in the attack because he is the first man seen. The river comes to symbolize not only the way in which Marlow begins his journey into himself, but as they venture further up the river, Marlow begins to realize he has more in common with the natives than Europeans. In addition, the river continues to represent the heart of temptation. The helmsman gets killed because he began to freak out, abandoning his position to grab a gun. Marlow drives the natives away by using the steam-whistle. 9. Marlow wanted to meet Kurtz because he had heard such interesting, wild things about him. Kurtz  represents the thrilling and horrifying wildness that Marlow desired. Kurtz abandoned his life in Europe to pursue fortune in Africa. 10. Kurtz head was compared to that of an ivory ball. This suggests how important ivory was to this man; it was the only thing on his mind. Conrad uses a simile, irony, as well as symbolism to convey this. 11. Kurtz paper is about how white men must treat Africans as though the white men are much greater, super natural beings so that they can exert power over them. At the end, the scribble proclaims to exterminate all brutes. 12. The harlequin is the Russian man, Kurtz’ disciple. The harlequin knows a lot about Kurtz, he claims to only listen to Kurtz, and he acts only has information for Marlow. Chapter 3 1. The harlequin is boyish in appearance, and he is young. His brightly patched clothes are similar to the maps in the office Marlow had admired. The harlequin represents youth and adventure. The harlequin is still alive due to Kurtz’ influence. 2. The stakes outside of Kurtz’ compound were human heads. Most were faced in, while a couple was faced outward. They are the heads of â€Å"rebels†. 3. A group of native Africans carry Kurtz on a stretcher. Marlow describes Kurtz as resembling â€Å"an animated image of death carved out of ivory.† This further suggests how Kurtz was willing to die in pursuit of ivory, which symbolizes power. 4. Kurtz brings his guns with him. Since the natives view Kurtz as a deity, they believe that the guns hold great power. Kurtz brings them to further emphasize his power over the natives. 5. The â€Å"wild and gorgeous apparition of a woman† is a native woman, Kurtz’ mistress. Conrad pairs here with being a warrior. 6. Right before Kurtz dies, Marlow recognizes all of Kurtz’ emotions. This relates to Kurtz’ last words â€Å"the horror! The horror!† because perhaps Kurtz realized that the life he was living was actually not worth dying for. Marlow blows out the candle because it is symbolic of Kurtz’ life. 7. â€Å"He had something to say† relates to Kurtz, who always had something to say, while Marlow had nothing to say. Marlow believes that Kurtz last words are a victory because he thinks he realized his negative impact in the world and his corruption at that moment. 8. Back in the city, Marlow discovers that Kurtz had many other talents such as a gift in music and writing. 9. Marlow gives up the idea that the Europeans belong in Africa. He has gone about doing that by no longer choosing to pursue that lifestyle. 10. The Intended is Kurtz’ fiancà ©e. She  is described as being beautiful and often connected with imagery of light and heaven. Marlow’s belief that women live in beautiful worlds, which should not be disturbed, is relevant here as this beautiful woman is not intertwined with Kurtz’ alter lifestyle, his corrupt lifestyle. 11. Kurtz’ Intended claimed to have known him more than anyone else on Earth. However, she did not know the type of lifestyle Kurtz was living. Marlow tells the Intended that Kurtz’ last words were for her name. Marlow claims that â€Å"it would have been too dark† to tell her the truth. I think the Heart of Darkness is when one allows him or herself to live in a false reality, allowing themselves to lie and deceive others for their own benefit.