Cloud security, DATA LOSS and HIJACKING Literature review

Cloud security, DATA LOSS and HIJACKING - Literature review Example Users can upload and access uploaded pictures, documents, music files. www.dropbox.com cloud computing site offers possible free 18 gigabytes of memory to its users (Blaisdell, 2012). Further, the users of cloud computing can choose between public or private computing types. The public computing type allows anyone to access the data saved in the remote server (Howell, 2012). Under the private type computing, unauthorized persons are not allowed to access the data saved on the remote server. The term cloud equates to being invisible. Cloud computing entails outsourcing data storage to another location, cloud (Shor, 2011).The cloud is user-prioritized, filling the computing needs of the users (Gillam, 2010). The persons using the cloud service do know the hardware or software used by the cloud service providers. Likewise, the cloud service clients do not know where the files are saved, the location of the cloud service providers being â€Å"hidden† from the cloud service users. People using internet –capable cell phones, tablets, and computers can save their files in the cloud computing sites. They can then access their files from the cloud server sit es from any available computer, tablet, or internet- capable cell phones. Consequently, the users of the cloud computing sites do not need unnecessarily high gigabyte capacity memory cards or drives to save their huge files on their cell phones, tablets, or computers. To ensure high quality cloud computing service, data loss and hijacking must be reduced to allowable levels. In addition, the above picture shows how the basic cloud computing setup works. One cloud computing person can access the same files from the same cloud computing site from a tablet, cell phone or any computer terminal. Some cloud computing sites offer either the free or paid membership its users (Jamsa, 2011). One cloud computing service provider offers the file saving privileges to many clients.

Plato and the Concept of Knowledge Essay Example for Free

Plato and the Concept of Knowledge Essay Plato’s Theaetetus is a dialogue that discusses and attempts to find a definition of knowledge. The two characters, Socrates and Theaetetus, approach the argument with the initial idea that knowledge is the addition of a true judgment and an account. However, Socrates raises some concerns regarding the fundamental aspects that make the definition true. Ultimately, the two characters find that their original definition of knowledge is not as accurate, nor as simple as they once believed. The article opens with Theaetetus recalling a definition of knowledge he once heard, which stated â€Å"true judgment with an account is knowledge [and is therefore knowable], and the kind without an account falls outside the sphere of knowledge [and is therefore unknowable]† (126). Socrates begins to question one’s ability to determine whether something is or is not knowable, and he demonstrates the concept using the relationship between elements and complexes. In doing so, he explains a recent dream of his, which, in turn, is actually an explanation of Dream Theory. Dream Theory states that â€Å"the primary elements, of which we and everything else are composed, have no account. Each of them itself, by itself, can only be named† (126). In other words, as elements cannot be broken down further, elements cannot have an account because that would require the determining of whether or not the said elements exist. The addition of that information onto the original element itself results in something that is no longer in its simplest form. Therefore, no elements can have accounts, nor can they be knowable; elements can only be perceived. Consequently, this poses the question as to whether or not complexes are knowable given that their elements are not. When complexes are viewed as the sum of all their elements, it is safe to conclude that the complexes are unknowable, as their elements are unknowable. This idea allowed Socrates to then consider whether complexes were mere sums or if they should instead be viewed as wholes that cannot be dissected into parts. However, the problem with this idea is that, when viewed as a whole that cannot be separated, the complex is then no different than an element, and therefore cannot have an account. After failing to determine what does and does not have an account, Socrates decides to turn his attention to determining what constitutes an account. First, he defines it as stating one’s judgment through speech. Immediately, this manifests flaws in the sense that any true statement could then be considered an account. If this were the case, there would be no differentiation between an account and a true judgment. Next, he defines an account as listing the elements of the things known. Again, this must be incorrect because the possibility exists that one could simply memorize the elements without actually understanding them. Without understanding, one cannot have knowledge. Finally, he defines an account as differentiating the known thing from everything else. This would require knowledge of the differences, and ultimately would again be a reiteration of the true judgment. Additionally, one would be defining knowledge as true judgment plus knowledge, which would be considered a fallacy. This marks the final turning point in Socrates’s and Theaetetus’s overall definition of knowledge, where the two characters decide that their initial definition could not be considered correct. Through their attempts to dissect the supposed explanation of knowledge, Socrates and Theaetetus finally reach the conclusion that knowledge is â€Å"neither perception, nor true judgment, nor an account added to true judgment† (133).

Experiment to Prove Hookes Law

Experiment to Prove Hookes Law Hooke’s Law Aim: -To prove Hooke’s law i.e. the extension of the force is directly proportional to the force applied. To find the spring constant of the spring. Apparatus: Clamp Stand Helical Spring Mass Hanger Pointer Meter Ruler Measuring Balance Method: -Hang a helical spring from a clamp stand. -Attach a mass directly to the bottom of the helical spring and record the position of the bottom of the mass hanger relative to a meter ruler. -Add masses to the spring and record the position of the bottom of the mass hanger. Safety Precautions: Wear safety goggles to prevent any accidents that could occur due to the weights bouncing off the spring. Keep a distance from the apparatus. Be sure that the spring is tightly attached to the clamp. Do not play around with the masses or springs. Data Collection and Processing Uncertainty in a measuring balance =  ±0.1g To covert to kg = 0.1à ·1000 =  ±0.0001kg Uncertainty in a meter ruler =  ±0.05cm To convert to meters = 0.05 à · 100 =  ±0.0005m †¢Formulas Absolute Uncertainty= Limit of readingà ·2 Relative Uncertainty= Absolute Uncertainty à · Measured Value % Uncertainty = Absolute Uncertainty à · Measured Value Ãâ€" 100 Force (Newton’s) = Mass (Kg) Ãâ€" Acceleration (ms- ²) Average Extension (cm) = Extension while loading (m) + Extension while unloading (m) à · 2 Spring Constant, k (Nm- ¹) = Force (Newton’s) à · Extension (m) Elastic Potential Energy (Joules) = 0.5 Ãâ€" Spring Constant Ãâ€" Extension ² Range Of Extension = Extension while loading – Extension while unloading Random Error = Range of extension à · 2 Table 1 Raw Data Table: Trial No. Mass (grams)  ±0.1 Mass (kilograms)  ±0.0001 Force Applied (Newton’s) F=MÃâ€"g  ±0.0001 Extension While Loading(meters)  ±0.0005 Extension While Unloading(meters)  ±0.0005 Average Extension =E1+E2à ·2 (meters)  ±0.001 1 10.2 ±0.1 0.0102 ±0.0001 0.100062 ±0.0001 0.036 ±0.0005 0.037 ±0.0005 0.0365 ±0.001 2 20.4 ±0.1 0.0204 ±0.0001 0.200124 ±0.0001 0.040 ±0.0005 0.039 ±0.0005 0.0395 ±0.001 3 30.6 ±0.1 0.0306 ±0.0001 0.300186 ±0.0001 0.043 ±0.0005 0.042 ±0.0005 0.0425 ±0.001 4 40.8 ±0.1 0.0408 ±0.0001 0.400248 ±0.0001 0.048 ±0.0005 0.046 ±0.0005 0.0470 ±0.001 5 51.0 ±0.1 0.0510 ±0.0001 0.500310 ±0.0001 0.051 ±0.0005 0.050 ±0.0005 0.0505 ±0.001 6 61.2 ±0.1 0.0612 ±0.0001 0.600372 ±0.0001 0.056 ±0.0005 0.057 ±0.0005 0.0565 ±0.001 7 71.4 ±0.1 0.0714 ±0.0001 0.700434 ±0.0001 0.061 ±0.0005 0.060 ±0.0005 0.0605 ±0.001 8 81.6 ±0.1 0.0816 ±0.0001 0.800496 ±0.0001 0.067 ±0.0005 0.067 ±0.0005 0.0670 ±0.001 †¢ Calculations for trial 1 Force (Newton’s) = Mass (kg) Ãâ€" Acceleration (ms- ²) = 10.2 ±0.1 (g) Ãâ€" 9.81 (ms- ²) = 100.062 ±0.1 (g) Covert the g to kg: 100.062 à · 1000 = 0.100062 ±0.0001 (kg) Average Extension = Extension while loading (cm) + Extension while unloading (cm) à · 2 = 3.6 ±0.05 (cm) + 3.7 ±0.05 (cm) = 3.65 ±0.1cm In meters = 3.65 ±0.1cm à · 100 = 0.0365 ±0.001m Table 2 The range of extension and the random error of the experiment: Trial No. Extension While Loading(meters)  ±0.0005 Extension While Unloading(meters)  ±0.0005 Average Extension =E1+E2à ·2 (meters)  ±0.001 Force Applied (Newton’s) F=MÃâ€"g  ±0.0001 Range of Extension (meters)  ±0.0005 Random Error (meters)  ±0.0005 1 0.036 ±0.0005 0.037 ±0.0005 0.0365 ±0.001 0.100062 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 2 0.040 ±0.0005 0.039 ±0.0005 0.0395 ±0.001 0.200124 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 3 0.043 ±0.0005 0.042 ±0.0005 0.0425 ±0.001 0.300186 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 4 0.048 ±0.0005 0.046 ±0.0005 0.0470 ±0.001 0.400248 ±0.0001 0.002 ±0.0005 0.001 ±0.0005 5 0.051 ±0.0005 0.050 ±0.0005 0.0505 ±0.001 0.500310 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 6 0.056 ±0.0005 0.057 ±0.0005 0.0565 ±0.001 0.600372 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 7 0.061 ±0.0005 0.060 ±0.0005 0.0605 ±0.001 0.700434 ±0.0001 0.001 ±0.0005 0.0005 ±0.0005 8 0.067 ±0.0005 0.067 ±0.0005 0.0670 ±0.001 0.800496 ±0.0001 0.000 ±0.0005 0.0000 ±0.0005 †¢Calculations for trial 1 Force (Newton’s) = Mass (kg) Ãâ€" Acceleration (ms- ²) = 10.2 ±0.1 (g) Ãâ€" 9.81 (ms- ²) = 100.062 ±0.1 (g) Covert the g to kg: 100.062 à · 1000 = 0.100062 ±0.0001 (kg) Average Extension = Extension while loading (cm) + Extension while unloading (cm) à · 2 = 3.6 ±0.05 (cm) + 3.7 ±0.05 (cm) = 3.65 ±0.1cm In meters = 3.65 ±0.1cm à · 100 = 0.0365 ±0.001m Range Of Extension = Maximum Value – Minimum Value = 0.037 ±0.0005 – 0.036 ±0.0005 = 0.001 ±0.005 (m) Random Error = Range of extension à · 2 = 0.001 ±0.005 à · 2 = 0.0005 ±0.0005 (m) Table 3 Processed Data Table: Trial No. Force Applied (Newton’s) F=MÃâ€"g  ±0.0001 Average Extension =E1+E2à ·2 (meters)  ±0.001 Spring Constant, k (Nm) % Uncertainty Elastic Potential Energy (Joules) % Uncertainty 1 0.100062 ±0.0001 0.0365 ±0.001 2.74 ±2.8% 0.0018251825 ±8.3% 2 0.200124 ±0.0001 0.0395 ±0.001 5.01 ±2.6% 0.0039084263 ±7.7% 3 0.300186 ±0.0001 0.0425 ±0.001 7.06 ±2.4% 0.0063760625 ±7.1% 4 0.400248 ±0.0001 0.0470 ±0.001 8.52 ±2.1% 0.0094103410 ±6.4% 5 0.500310 ±0.0001 0.0505 ±0.001 9.91 ±2.0% 0.0126364880 ±6.0% 6 0.600372 ±0.0001 0.0565 ±0.001 10.6 ±1.8% 0.01721974 ±5.3% 7 0.700434 ±0.0001 0.0605 ±0.001 11.6 ±1.7% 0.02122945 ±5.0% 8 0.800496 ±0.0001 0.0670 ±0.001 11.9 ±1.5% 0.02670955 ±4.5% †¢Calculations for trial 1 Force (Newton’s) = Mass (kg) Ãâ€" Acceleration (ms- ²) = 10.2 ±0.1 (g) Ãâ€" 9.81 (ms- ²) = 100.062 ±0.1 (g) Covert the g to kg: 100.062 à · 1000 = 0.100062 ±0.0001 (kg) Average Extension = Extension while loading (cm) + Extension while unloading (cm) à · 2 = 3.6 ±0.05 (cm) + 3.7 ±0.05 (cm) = 3.65 ±0.1cm In meters = 3.65 ±0.1cm à · 100 = 0.0365 ±0.001m Spring Constant = Force (Newton’s) à · Extension (m) = 0.100062 ±0.0001 (N) à · 0.0365 ±0.001 (m) % Uncertainty for Force = Absolute Uncertainty à · Measured Value Ãâ€" 100 = 0.0001 à · 0.100062 Ãâ€" 100 = 0.1% % Uncertainty for Extension = Absolute Uncertainty à · Measured Value Ãâ€" 100 = 0.001 à · 0.0365 Ãâ€" 100 = 2.7% Spring Constant = 0.100062 ±0.1% (N) à · 0.0365 ±2.7% (m) = 2.74 ±2.8% Nm- ¹ Elastic Potential Energy = 0.5 Ãâ€" Spring Constant Ãâ€" Extension ² = 0.5 Ãâ€" 2.74 ±2.8% Ãâ€" (0.0365 ±0.001)  ² = 0.5 Ãâ€" 2.74 ±2.8% Ãâ€" (0.001332255 ±5.5%) = 0.00183 ±8.3% Conclusion Evaluation Conclusion: In this experiment, I have been quite successful by proving the aim of the experiment which is Hooke’s Law. The results obtained are slightly incorrect due to any errors as part of the experiment. My calculations were all shown for trial one which whereas follows. In relation to the graph, the line does not pass through the origin as there were uncertainties. The line therefore starts a few cm from the origin on the y axis. The slope in the graph indicates the spring constant. It can be seen that the spring constant value in the graph does not match my result for trial no.1 as I have taken the spring constant value in N/cm. If I take the values in N/m and average all the values of the spring constant from my calculations I will end with a result equal to the gradient or slope of the graph that is 0.227. The units taken for every other value is standard and therefore is correct. My results are reliable as they do result in the Force being proportional to the Extension. I feel t hat my data is reliable and the graph does show that the extension of the spring directly proportional to the force that is applied to it. We also found that the spring constant and the elastic potential energy increases due to the extension of the spring being proportional to the force. Evaluation: I have found that the experiment did have many errors which could have been improved. There were both systematic and random errors involved in the experiment. The meter ruler (uncertainty of  ±0.05cm) and the digital balance (uncertainty of  ±0.1g) had uncertainty’s which could have altered the accuracy of the results. The experiment also had a parallax error due to the carelessness of me not observing the pointer and the length in the straight path. My equipment was not very accurate as I was given a meter ruler and not an attached ruler. This could have made it very inaccurate as the ruler was leaning over a wall. I could only take one reading per mass, as time management was an issue, which is not reliable as taking more than two readings and averaging the answer will give a more accurate result. The next time I perform this experiment, I will need to make sure that I have at least three readings per mass and should take the average of the three readings to minimize the errors. I should also make sure that the meter ruler is not leaning on a wall and that it is held on by a clamp or that I have the ruler stuck behind the clamp stand. While repeating the experiment one should also put a pointer on the hook to avoid parallax error and get the measurements even more accurate. Wasif Haque

Nathaniel Hawthorne: No Ordinary Author Essay -- Biography Biographies

  Ã‚  Ã‚   The Romantic Period served as a breeding ground for some of America's most extraordinary authors.   Herman Melville, Walt Whitman, Henry Wadsworth Longfellow, and Ralph Waldo Emerson are just some of the names that graced this Golden Era of American literature.   Great as they were, these men still lacked a significant amount of originality.   Relating their themes and structures results in little to no variation.   One author, though born into the era of Romanticism dared to expand the possibilities nineteenth - century literature had to offer.   Through works such as "Young Goodman Brown," "The Minister's Black Veil," and "The Birthmark," Nathaniel Hawthorne incorporated Romanticism into his own style.   Including ordinary men, such as Mr. Hooper, Goodman Brown, and Aylmer helped to classify Hawthorne as a semi-Romantic author.   Other Romantic characteristics were found in his stories as well.   Symbolism, man's connection to nature, and t he supernatural are all also present in most of his tales.   But, most importantly, Hawthorne was remembered for breaking the rules and adding his own touch.   He told allegories and parables concerned about his concept of the "unpardonable sin," always including the character's trials from obsession to alienation to finally a loss of soul.   Careful review of his work probes the fact that fitting into a dictating society is not only boring but dangerously ordinary.      Ã‚  Ã‚  Ã‚  Ã‚   In Nathaniel Hawthorne's stories, like many Romantic stories, the characters are ordinary people with superstitious beliefs.   In "Young Goodman Brown," Goodman Brown is an everyday Salem citizen.   He faces many of the problems tackled by other New England Puritans.   He has a lapse in faith and is ... ...he rules is the best thing to do.   After all, no one remembers ordinary people.    Works Cited Bruckner, Sally. "The Scarlet Letter." Masterplots. Vol 10. Ed.    Frank N. Magill. Pasadena: Salem Press, 1966. 5849-51. Hawthorne, Nathaniel.   "The Birthmark."   Hawthorne's Short Stories.   Ed.   Newton Arvin.   New York: Alfred A. Knoph,   Ã‚  Ã‚  Ã‚  Ã‚   1959.   177-93. ---.   "The Minister's Black Veil."   Adventures in American Literature.   Chicago:   Harcourt Brace Jovanovich, Publishers,   Ã‚  Ã‚  Ã‚  Ã‚   1989.   256-63. ---.   "Young Goodman Brown."   The Complete Novels and Selected   Ã‚   Tales of Nathaniel Hawthorne.   Ed.   Norman Holmes Pearson.      New York: Random House, Inc., 1937.   1033-42. Winters, Yvor. "Maule's Curse, or Hawthorne and the Problem of   Ã‚   Allegory." Hawthorne. Ed. A.N. Kaul. Englewood Cliffs, New    Jersey: Prentice-Hall, Inc., 1966. 11-24.    Nathaniel Hawthorne: No Ordinary Author Essay -- Biography Biographies   Ã‚  Ã‚   The Romantic Period served as a breeding ground for some of America's most extraordinary authors.   Herman Melville, Walt Whitman, Henry Wadsworth Longfellow, and Ralph Waldo Emerson are just some of the names that graced this Golden Era of American literature.   Great as they were, these men still lacked a significant amount of originality.   Relating their themes and structures results in little to no variation.   One author, though born into the era of Romanticism dared to expand the possibilities nineteenth - century literature had to offer.   Through works such as "Young Goodman Brown," "The Minister's Black Veil," and "The Birthmark," Nathaniel Hawthorne incorporated Romanticism into his own style.   Including ordinary men, such as Mr. Hooper, Goodman Brown, and Aylmer helped to classify Hawthorne as a semi-Romantic author.   Other Romantic characteristics were found in his stories as well.   Symbolism, man's connection to nature, and t he supernatural are all also present in most of his tales.   But, most importantly, Hawthorne was remembered for breaking the rules and adding his own touch.   He told allegories and parables concerned about his concept of the "unpardonable sin," always including the character's trials from obsession to alienation to finally a loss of soul.   Careful review of his work probes the fact that fitting into a dictating society is not only boring but dangerously ordinary.      Ã‚  Ã‚  Ã‚  Ã‚   In Nathaniel Hawthorne's stories, like many Romantic stories, the characters are ordinary people with superstitious beliefs.   In "Young Goodman Brown," Goodman Brown is an everyday Salem citizen.   He faces many of the problems tackled by other New England Puritans.   He has a lapse in faith and is ... ...he rules is the best thing to do.   After all, no one remembers ordinary people.    Works Cited Bruckner, Sally. "The Scarlet Letter." Masterplots. Vol 10. Ed.    Frank N. Magill. Pasadena: Salem Press, 1966. 5849-51. Hawthorne, Nathaniel.   "The Birthmark."   Hawthorne's Short Stories.   Ed.   Newton Arvin.   New York: Alfred A. Knoph,   Ã‚  Ã‚  Ã‚  Ã‚   1959.   177-93. ---.   "The Minister's Black Veil."   Adventures in American Literature.   Chicago:   Harcourt Brace Jovanovich, Publishers,   Ã‚  Ã‚  Ã‚  Ã‚   1989.   256-63. ---.   "Young Goodman Brown."   The Complete Novels and Selected   Ã‚   Tales of Nathaniel Hawthorne.   Ed.   Norman Holmes Pearson.      New York: Random House, Inc., 1937.   1033-42. Winters, Yvor. "Maule's Curse, or Hawthorne and the Problem of   Ã‚   Allegory." Hawthorne. Ed. A.N. Kaul. Englewood Cliffs, New    Jersey: Prentice-Hall, Inc., 1966. 11-24.   

Thin Clients :: essays research papers

In an ideal world, it would be easy to deploy and manage the robust client/server applications that tap today's abundant PC power. But if you support a distributed computing environment built around the Wintel computing architecture, you know better. To a large extent, the culprit is a Microsoft OS deign that's not quite at home in the enterprise. While hundreds of add-on products promise to reduce cost of ownership though centralized desktop management, few deliver benefits that justify their costs. Most managers simply resign to the fact that supporting large numbers of PC workstations will be incredibly expensive and inefficient, and chalk it up to a cost doing business. So which is better for your organization, PC or thin-client? Thin-client computing now offers real hope for progress. The state of affairs described above is like a fat pitch don the middle of home plate, just begging for thin-client computing proponents to smack it out of the park. When it comes to total cost of ownership for desktop computing services, thin-client computing is a bottom-line winner. Yes users will have to five up some control of their desktops. Any yes, administrators will need to learn a new approach to application deployment. But the payback is so clear; thin clients' arrival is almost inevitable. What about $500 PCs, you ask? Why buy a brain-dead thin-client device when PC prices are in free fall? Here's another chance for thin-client proponents to swing for the fences. First, while $500 PCs exit, most large organizations spend significantly more than $1500 per new PC, or about twice the cost of a well-equipped thin-client device. Their money flows to high-end systems in the hope these computers will have a longer useful life. This strategy makes a lot of sense, because upgrading a PC is a time-consuming, costly exercise that almost always includes follow-up support calls. More important, savvy organizations know that less than 20 percent of the true life-cycle cost of a PC is reflected in its initial cost. There's a mountain of evidence to support this assertion, as well as the corollary that thin clients save money. For example, a survey of 25 sites using thin-client technologies conducted earlier this year by Datapro concluded that on average, deploying thin-client devices cut support costs by more than 80 percent. If a thin-client's purchase price were twice as high as a PC's, its cost of ownership would still be considerably less expensive.

Workaholism, Leisure And Pleasure Essay -- essays research papers

<a href="http://www.geocities.com/vaksam/">Sam Vaknin's Psychology, Philosophy, Economics and Foreign Affairs Web Sites The official working week is being reduced to 35 hours a week. In most countries in the world, it is limited to 45 hours a week. The trend during the last century seems to be unequivocal : less work, more play. Yet, what may be true for blue collar workers or state employees – is not necessarily so for white collar members of the liberal professions. It is not rare for these people – lawyers, accountants, consultants, managers, academics – to put in 80 hour weeks. The phenomenon is so widespread and its social consequences so damaging that it acquired the unflattering nickname workaholism, a combination of the words â€Å"work† and â€Å"alcoholism†. Family life is disrupted, intellectual horizons narrow, the consequences to the workaholic’s health are severe : fat, lack of exercise, stress take their toll. Classified as â€Å"alpha† types, workaholics suffer three times as many heart attacks as their peers. But what are the social and economic roots of this phenomenon ? Put succinctly, it is the result of the blurring borders and differences between work and leisure. The distinction between these two types of time – the one dedicated to labour and the one spent in the pursuit of one’s interests – was so clear for thousands of years that its gradual disappearance is one of the most important and profound social changes in human history. A host of other shifts in the character of the work and domestic environments of humans converged to produce this momentous change. Arguably the most important was the increase in labour mobility and the fluid nature of the very concept of work and the workplace. The transitions from agricultural to industrial, then to the services and now to the information and knowledge societies, each, in turn, increased the mobility of the workforce. A farmer is the least mobile. His means of production are fixed, his produce was mostly consumed locally because of lack of proper refrigeration, preservation and transportation methods. A marginal group of people became nomad-traders. This group exploded in size with the advent of the industrial revolution. True, the bulk of the workforce was still immobile and affixed to the production floor. But raw materials and the finished products travelled long distances ... ...eneurs, the managers, the businessmen. They are the movers, the shakers, the pushers, the energy. Without them, we have socialist economies, where everything belongs to everyone and, actually to none. In these economies of â€Å"collective ownership† people go to work because they have to, they try to avoid it, to sabotage the workplace, they harbour negative feelings. Slowly, they wither and die (professionally) – because no one can live long in hatred and deceit. Joy is an essential ingredient. And this is the true meaning of capitalism : the abolition of work and leisure and the pursuit of both with the same zeal and satisfaction. Above all, the (increasing) liberty to do it whenever, wherever, with whomever you choose. Unless and until the Homo East Europeansis changes his set of mind – there will be no real transition. Because transition happens in the human mind much before it takes form in reality. It is no use to dictate, to legislate, to finance, to cajole, to offer – the human being must change first. It was Marx (a devout non-capitalist) who said : it is consciousness that determines reality. How right was he. Witness the USA and witness the miserable failure of communism.

A Case study of Intel Essay

Introduction In this case, I’ve studied the globally known semiconductor manufacturer, which is the Intel. The purpose of the study is to analyze the objectives and strategies used by Intel, SWOT analyzing and discuss major issues or problems that the company faced. About: Intel Corporation is the biggest semiconductor manufacturer in the world and has changed the global marketplace radically since it was founded in 1968. The first handheld calculators and PCs (Personal Computers) were developed through the innovation of Intel’s microprocessors. In the early 70’s increased competition from Japanese semiconductor manufacturers had dramatically reduced the profitability of this market this made Intel to shift the company’s focus to microprocessors. From the late 80s until the late 90s Intel had a 10-year period of unprecedented growth as the primary hardware supplier to the PC industry, supplying microprocessor to IBM. Intel’s product line of Pentium processors had become a household name. Today at least 80% of Intel’s processors are used in PCs globally. Their product line consists of: chipsets, motherboards, flash memory used in wireless communications, networking devices, laser printers, industrial machinery, and cellular phone base stations. Mission: Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live. Values: Customer Orientation Results Orientation Risk Taking Great Place to Work Quality Discipline Objectives: â€Å"Extend our silicon technology and manufacturing leadership Deliver unrivaled microprocessors and platforms Grow profitability worldwide Excel in customer orientation† Major issues and Problems: 1. Dust would contaminate the circuits during manufacturing. Solution: Intel developed â€Å"clean rooms† for keeping dust out of the process. Recommendation: I agree with the decision of the company to develop â€Å"clean rooms†. Now that they already have these rooms, they can now have a product that would work 101% at its best for the consumers. . 2. Etch circuit lines on silicon wafers, without having the etched lines fracture and break as the water was heated and cooled repeatedly during the manufacturing process. Solution: To â€Å"dope† the metal oxide with impurities, making it less brittle. Intel subsequently went to some lengths to keep this aspect of the manufacturing process secret from competitors for as long as possible. Recommendation: Intel is so intelligent and optimistic for its products. With this problem at that time I am pretty sure only Intel thought of this wonderful solution. With this, the challenge now is to maintain this technique or process to constantly produce â€Å"quality† products. 3. Intel underestimated Japanese threats in terms of technology which resulted to dropping off DRAM; one of their flagship product. Solution: Intel did not risk investing a new fabrication facility at a cost of $600 million that might affect the operation of its other products especially the microprocessor. Recommendation: Intel should’ve been more conscious and aware of the possibilities and facts that new entrants and competitors will always be a threat for the company. With its decision, it is kind of frustrating for the fact that the DRAM was once the best innovation and product of Intel. But the company left with no choice but to exit the DRAM business. I wouldn’t risk my other products to get affected by this mistake. 4. The company exited its struggling communication chip business. The workforce was cut by 20,000, while costs were reduced by $3 billion. Solution: The company did not lose sight of the need to produce processors for mobile devices. In mid-2008, Intel introduced a new line of low-power consumption chips called atom. Intel has also been making moves into the graphics chip business. Recommendation: Persistence and perseverance for your product should always be present in the company. I just commend Intel for being so flexible and how quick they are in satisfying the ever changing demands of the consumers. Study Key success factors for Intel: Management Intel placed top priority on their people, and encouraged openness, fairness, and responsibility, Intel was able to take full advantage of its workers. Mistakes The most talented and brightest people that were employed were given leverage when mistakes were made so that they would be encouraged to develop breakthrough technologies. Hard Work Moore and Noyce refused to shy away from their inexperience and being willing to do what work they needed. Also admitting their limitations, they were able to seek out qualified employees to help build the company. Competition They learned that the key to entrepreneurial success was by being in a constant state of awareness and fear of your competitors, entrepreneurs can become proactive instead of reactive, seizing new opportunities as they present themselves instead of letting them pass them by. Exclusivity By specializing and focusing on a niche market, Intel was able to not only stand out from the crowd, but to become market leader in the industry. Competitive Advantage: Expertise in Manufacturing Highest standards in high-quality clean production The company invests vast sums in R&D and manufacturing It designs quality products It is able to leverage its manufacturing capability. This means it can increase production to bring product to market in large volumes. Increasing volume and getting the product onto the market as quickly as possible are important elements in creating and maintaining a competitive advantage. It has a regular cadence (or rhythm) to the development of new products or improvements to existing ones Analysis SWOT: Strengths Intel is a globally recognized brand name and has strong brand loyalty from its consumers. Intel was the pioneer in microprocessors for PCs and memory devices. Intel is a global technology corporation and the world’s largest producer of semiconductor chip, based on revenue. Intel presently has around 80% of the microprocessor market share whereas AMD has roughly 17% of the market. Intel distinguished itself from a ‘commodity’ like position and established itself as the ‘brains’ of the computer industry Weaknesses Intel has been accused of using divisive strategies in defense of its market position against its competitors. Intel had uses its market dominance to unfairly stifle competition Since 2000, Intel could not maintain the position as the dominant supplier of microprocessor in the industry. Retail prices are higher compared to competitors. Opportunities Product development and markets penetration in the existing markets is also a good opportunity. Advancement in technology also provides the opportunity to offer new products. Offering more diversification with their products in related and unrelated business such as: security devices, broadband and cellular industry. Backward and forward integration may reduce the cost, improve the quality and service. Threats Advancement in technology obsoletes the manufacturing facilities and products. The strong price war is going on between PC producers. Many competent PC makers are using inferior performance IC’S. Changing customer taste and preferences along with the reduction in brand loyalty is a major threat. Currency changeability in different countries create problem for the business of the company. The company is facing strong competition to sustain its market share. Intel Corporation is facing strong political instability, regulation and tariffs in different countries. Product specialization of Intel can become a big threat. Having a limited product line Intel runs the risk of being forced out of the market by a better product. The fast development of cell phones and other mobile gadgets can perform the same tasks as PCs and is having a major negative impact on the PCs market. Conclusion Technology Strategy Intel began in memory production and development in 1968 Competition with Japanese firms with larger economies of scale reduced Intel’s market share (see functional map of Intel’s DRAM market share) Intel’s development of the microprocessor (first designed in 1970) led to more and more R&D being assigned to this branch of the company Technology strategy change came from the middle of the company, DRAM was still pursued from senior managements perspective until 1986 Microprocessor development allowed Intel to sustain its revenue increases In 2001, Intel produced microprocessors with integrated Wi-Fi In early 2000s, Intel invested heavily in semiconductor production facilities to achieve overwhelming economies of scale Also in early 2000s, Intel launched several products into non PC markets for their semiconductor technology, most of which were unsuccessful Intel’s technology strategy has changed from a focus on DRAM, to a focus on microprocessors, and then on to heavily specialising in the field of microprocessors to achieve overwhelming productivity that has enabled Intel to sell their logic products at competitive prices to companies producing things other than PCs Product/Market Strategy Aggressive marketing strategy in 1980 (Project â€Å"CRUSH†) coincides with IBM’s entry into the PC market, this repeats with Project â€Å"CHECKMATE† to secure more IBM contracts Intels primary buyer shifts to Compaq in 1986 because IBM would not commit to 80386, Intel can effectively play the big buyers (see functional map of buyers revenue) against each other, Intel’s higher revenue (see functional map) suggests more power lies with Intel â€Å"Intel Inside† marketing strategy to engage with the end user in 1990 lead to big gains in revenue 1990-1995 (see functional map of Intel revenue) Developed pricing strategy to increase premium on new chip designs to reduce demand when production was being ramped up, this extra profit also helped to cover start-up costs (see functional map, price of different processors) Marketing strategy moved away from PCs in late 1990s, early 2000s as the prices of semiconductor products came down Diversified buyers as Intel produces chips for different types of products, e.g. phones, TVs, communications equipment Intel’s product/market strategy has changed from having buyers only in the PC industry to having buyers in many different industries that rely on semiconductor products. Its current efforts are to increase its market share in these non-PC areas. Development Goals Development goals from 1968 to early 2000s remained constant, be the first to market with the best product This goal was not achievable in DRAM, but was achievable in microprocessors Practically, the development of the company had shifted towards the ‘logic’ side of the business before the official stance changed, so Intel was well positioned to take advantage of conditions within the industry (using clever marketing and buyer manipulation) to emerge as the star player As the PC market for semiconductors matured, other industries opened up that required logic, in the early 2000s Intel was trying to develop into a supplier for many different industries, and in some cases selling directly to consumers Intel’s goals have changed from dominating the PC semiconductor industry to diversifying their products and buyers to participate in more markets. 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