Sustainable Housing and Urban Construction

Since the beginning of time, the built environment has been an integral part in providing shelter needs for men, women and children. Maslow (1943) formulated that shelter is a basic requirement of humans. In the future, humans will have to construct sustainable shelter otherwise would they would risk depleting resources for subsequent generations. Construction is an example of a multitasking activity. The lifecycle of construction can be broken into phases. Achieving building sustainability in modern environment requires a better understanding of environmental impacts. Impacts such as climate change, associated costs, as well as utilising benchmarking scale to measure across a whole range of building types and occupancies. This report will discuss building sustainability, the constraints that stake holders of built environment face, and the role of architects in the process of constructing sustainable buildings. Conceptually, sustainability is allowing present generation to meet its needs without depriving later generations of a way to meet theirs. According to Meckler (2004), building sustainability means to â€Å"provide a safe, healthy, comfortable indoor environment while simultaneously limit the reduction of the earth’s natural resources†. Architects, with their unique position within the built environment, are well equipped to meet the challenges of sustainability in the built environment. The building and construction industry possesses a high ability to be innovative (Meckler 2004), and through this innovation that it would create new methods and processes resulting in constructing improved sustainable buildings that can be serve as subsequent year’s benchmark to beat. The construction industry has invested in research and development into sustainability in order to gain a clearer understanding the effect of building on the environment and reducing the impact of buildings on the environment. The common goal is to be â€Å"energy efficient†. Being energy efficient does not equate to being energy sustainable. The energy from the traditional fossil sources cannot be supplied without using further considerable amount of energy in supplying it. The efficiency of the energy lifecycle starting from the raw extraction of resources, preparation, transport, conversion and distribution to application may be up to 20%. To equate this in simple terms is that it takes approximately 5kWh to deliver 1kWh of energy for consumption. So in order to consume 1kWh of energy, the real term consumption is actually 6kWh. Numerous studies internationally have shown that operational energy consumes the main amount of total energy use in buildings during a typical service lifespan of approximately 50 years. This accounts for about 85–95% of total energy use (Thormark, 2005). From a residential perspective, there should be a focus more on the sustainable development of the residential buildings and urban constructions. The fundamental reason new and more energy-efficient technologies continue to be ignored and the technologies that are applied rarely perform as efficiently as they should is because of a lack of accountability for building energy performance in current building design and operation practices. The building and construction industry in Australia has made significant progress forward in the last 5 years to improve their environmental performance. This improvement has been in response to increased attention from local and state government policies regarding to Ecological Sustainable Development (ESD), as well as the availability of holistic environmental rating tools such as the Green Building Council of Australia’s Green Star rating tools. Architects factor in climatic variables into their thoughts as they design and plan houses, premises and buildings (Alnaser & Flanagan 2007). In hot dry regions such as in the Northern Territory, the built environment should be planned compactly to reduce the amount of surfaces exposed to solar radiation. In warm humid regions such as in Queensland, buildings should be openly spaced to maximize air movement between individual buildings. This would reduce the structure operational energy consumption and maximise Green Star rating. Green building is a tremendous growth area in design, construction and building materials. Green building has gained momentum due to the rise in energy costs and cost of building materials. The happy medium is somewhere between a combination of passive measures through optimal building design and active measures achieved through efficient mechanical system designed to control the indoor climate. These active measures mentioned above include utilizing renewable energy, such as solar energy, wind energy and geothermic energy, improving thermal performance of building structure, utilising daylight and energy efficient lightings, and developing new sustainable building materials (Thormark, 2005). Another aspect of sustainability that is often neglected is social sustainability. Social sustainability can be thought of as qualitative indicators that complement the development process. Some social sustainability objectives are to provide adequate local services and facilities to serve the development, to provide housing to meet the needs of the population, to provide high quality, habitable developments and where possible to preserve local culture and heritage. In any actual development, there is a need for other supporting elements to make it appealing and sustainable. An integral part of the development is to provide high quality energy efficient buildings for community activities such as musicals and outdoor space for open markets. By having such gatherings, the community will get a sense of ownership and will utilise the facility frequently. A salient aspect of sustainable development is to provide a mix of housing structures of all different types (Zhu & Lin, 2003). In order to achieve the objective of providing affordable housing; designs and construction must be of high quality and yet utilises minimal resources. Wherever possible, cultural heritage should be preserved through the reutilising of local valued buildings. If cultural preservation is achieved, the architectural design for the developments will reflect local heritage and use local materials. According to Williams and Dair (2007), there are 9 commonly identifiable barriers to achieving sustainability. Some of these barriers are: 1. Sustainability measure was not considered by stakeholders 2. Sustainability measure was not required by client (includes purchasers, tenants and end users) 3. The sustainability measure cost too much (in some cases the investor would not fund) Unless sustainability is on the agenda of the local planning government, stakeholders are unlikely to voluntarily put sustainability measures on their agenda. Stakeholders were simply bypassing sustainability issues altogether. As with most local government planning policies, there are strict guidelines regarding social objectives, such as meeting housing needs. If a policy is active at the forefront of development then they appeared on stakeholders’ agendas. Many architects have the ability to succeed in achieving a higher star rating for energy efficiency for their built environment projects. They have been doing so for a while. The challenges of sustainability in the future should not be construed as extra attachments to how architects have designed in the past. Architects have the inherent ability to go back to the drawing board and to reinvent the design process to reflect the buildings needed for the future. Architects have a vital role to play. They are a part of key decision making mechanism in the building and construction industry. Going forward, their role will be inextricably linked to producing sustainable outcomes. There are many indicators for sustainable building design (Smith 2001). (a)Identifying possible sources to generate renewable electricity on location, i. e. like Building-Integrating Photovoltaic (BIPV). (b)Minimal usage of fossil fuel energy sources used during the lifetime of the building. (c)Ensuring that building management systems are user friendly simple to operate. (d)Implementing passive or active solar energy while employing heating and cooling systems which are fine tuned to the needs of the occupants with air-conditioning used only in exceptional circumstances. As we progress into the future, the need to provide shelter increases due to population growth. The building structures needed for this growing demand have to be environmentally and socially sustainable. There is a global increase in awareness of the diminishing supply of traditional fossil fuel resources. Fossil fuels make up the core heating and cooling energy consumption presently. In order to achieve sustainability and leave the next generation able to meet their needs, there are short term increased economic costs as the transition from traditional dependent on fossil fuels to alternative energy sources. These barriers have to be overcome and the role of the architect in the overall schema is extremely important. They possess the necessary design skills to adapt to the changing needs and produce sustainable commercial and residential . REFERENCES †¢N. W. Alnaser_, R. Flanagan (2007). The need of sustainable buildings construction in the Kingdom of Bahrain. Building and Environment 42 (2007) 495–506 †¢T. HARTMAN. (2008). A Vision for Energy Performance Integrating performance – monitoring initiatives to improve building sustainability. HPAC Engineering †¢ May 2008 †¢Maslow, A. H, (1943). A THEORY OF HUMAN MOTIVATION, Originally Published in Psychological Review, 50,370-396. 1943 †¢C. McCabe. (2006). Environmental Sciences and Pollution Management. Sustainable building design in Australia. Eco-Architecture: Harmonisation between Architecture and Nature. Vol. 1, pp. 237-245. 7 Jun 2006. †¢M. Meckler. (2004). Achieving Building Sustainability through Innovation Engineered Systems. †¢L. Nervenga. Specifying for Sustainability. Architecture Australia 1904-2006 †¢FS Smith. Architecture in a climate of a change: a guide to sustainable design. UK: Architectural Press, An imprint of Butterworth-Heinemann; 2001. †¢C. Thormark. (2005). The effect of material choice on the total energy need and recycling potential of a building. Building and Environment 41 (2006) 1019–1026 †¢K Williams & C Dair (2007). What Is Stopping Sustainable Building in England? Barriers Experienced by Stakeholders in Delivering Sustainable Developments. Sustainable Development Sust. Dev. 15, 135–147 †¢Yingxin Zhu, Borong Lin (2003). Sustainable housing and urban construction in China. Energy and Buildings 36 (2004) 1287–1297

Leadership in Practice: the Columbia Accident Essay

Introduction: For this paper, I have chosen to analyze the leadership performance of Linda Ham, Chair of Mission Management Team, and Daniel S. Goldin, NASA Administrator, 1992–2001. Both, in my estimation, were part of the problem, and not part of the solution. Both succumbed to outside political forces and placed much more emphasis on meeting self-imposed deadlines than astronaut safety. Both gradually dismissed the vast majority of the recommendations of the Rogers Commission after the loss of the Challenger and doomed NASA to repeat history. Background of leader #1: Linda Ham, Chair of the Mission Management team for the last Columbia mission, was hired by the National Aeronautics and Space Administration (NASA) soon after she graduated college. She began her career with NASA as a Propulsion Systems Monitor at the Lyndon B. Johnson Space Center in Houston, Texas. Over the years she rose through the ranks of NASA to Chair the Mission Management team for STS-107, which was the failed mission of the Space Shuttle Columbia that broke up upon re-entry into the earth’s atmosphere. Background of leader #2: Daniel S. Goldin, NASA Administrator, 1992–2001, was hired by the National Aeronautics and Space Administration (NASA) soon after he graduated college. He began his career at NASA’s Lewis Research Center in Cleveland, Ohio working in electric propulsion systems for human interplanetary travel. He left NASA a few years later and began working for the TRW Space and Technology Group. Over his 25 year career at TRW, Goldin rose through the ranks to become the Vice President and General Manager of TRW. Goldin then returned to NASA and became its longest tenured Administrator. Goldin was known for being able to cut costs and still provide many space programs. His â€Å"crusade for efficiency† (2004) ended up being the most visible flaw in an administration philosophy that lost another seven astronauts. Another glimpse into what kind of man and leader Daniel S. Goldin is, can be found in a lawsuit by the Department of Justice that â€Å"that seeks more than $170 million from TRW Inc., which is accused of padding government space contracts with research-and-development costs ‘that should have been paid out of TRW’s profits.’ The lawsuit contends that Daniel S. Goldin, who ran the company’s Space & Technology Group during the early 1990s, participated in the alleged overcharges by authorizing suspect accounting practices.† (1998) Leadership styles: Both Goldin and Ham clearly pushed the NASA agenda which was set by Goldin. Both appear to fit into the autocratic leadership style in that they demanded absolute obedience. Neither fostered a culture where diverse opinion was welcome. Both created an atmosphere where diverse or dissenting opinion was ignored and unwelcome. Goldin and Ham forced many NASA employees, specifically engineers and safety personnel, to become â€Å"organizational bystanders† (2008) because they were unwilling to risk their career to challenge the agenda of Goldin and Ham. NASA became a workplace with administrative blinders on. â€Å"NASA is not functioning as a learning organization† (Gehman, 2003). â€Å"[NASA mission managers] were convinced, without study, that nothing could be done about such an emergency. The intellectual curiosity and skepticism that a solid safety culture requires was almost entirely absent. Shuttle managers did not embrace safety-conscious attitudes. Instead, their attitudes were shaped and reinforced by an organization that, in this instance, was incapable of stepping back and gauging its biases. Bureaucracy and process trumped thoroughness and reason† (Gehman, 2003). Ham’s influence on STS-107 is most clearly described in this excerpt from the Case Study on the Columbia Accident by Maureen Hogan Casamayou, George Mason University, Fairfax, Virginia: Ham did inquire about the foam strike, but: not to determine what action to take during Columbia’s mission, but to understand the implications for STS-114. During a Mission Management Team meeting on January 21, she asked about the rationale put forward at the STS-113 Flight Readiness review passed muster not because of their inherent validity (and hence greater safety for the crew) but simply to launch another shuttle into space on schedule. As the CAIB report states, Ham’s focus on examining the rationale for continuing to fly after foam problems with STS-87 and STS-112 indicates that her attention had already shifted from the threat of the foam posed to STS-107 to the downstream implications of the foam strike. Ham was due to serve . . . as the launch integration manager for the next mission, STS-114. If the Shuttle Program’s rationale to fly with foam loss was found to be flawed, the flight, due to be launched in about a month, would have to be delayed per NA SA rules that require serious problems to be resolved before the next flight. An STS-114 delay could in turn delay completion of the International Space Station’s Node 2, which was a high priority goal for NASA managers. Further evidence of her preoccupation with meeting the designated launch schedule was reflected in Ham’s concern about the length of time to process photos of the Columbia on-orbit. According to the CAIB, on January 23rd: Ham raised concerns that the extra time spent maneuvering Columbia to make the left wing visible for imaging would unduly impact the mission schedule; for example, science experiments would have to stop while imagery was taken. According to personal notes obtained by the Board: â€Å"Linda Ham said it was no longer being pursued since even if we saw something, we couldn’t do anything about it. The Program didn’t want to spend the resources.† (CAIBR 2003) Further evidence of the unchallenged assumptions and lack of intellectual curiosity at NASA is described by Niewoehner & Steidle, â€Å"At the January 24, Mission Management Team meeting at which the â€Å"no safety-of-flight† conclusion was presented, there was little engineering discussion about the assumptions made, and how the results would differ if other assumptions were used. Engineering solutions presented to management should have included a quantifiable range of uncertainty and risk analysis. Those types of tools were readily available, routinely used, and would have helped management understand the risk involved in the decision. Management, in turn, should have demanded such information. The very absence of a clear and open discussion of uncertainties and assumptions in the analysis presented should have caused management to probe further.† (2009) A different outcome: In reviewing this case study, I am nearly certain that leadership style played a secondary role in the situation. The primary issue appears to be that the leaders, Goldin and Ham to be specific, allowed the outside influence of budgetary constraints imposed by Congress and the Presidential Administration to shape their mission and vision for NASA. In practical terms, the amount of money in the budget and the self-imposed goals of the number of shuttle missions to keep that budget from decreasing over-road concern for safety. Not only did it over-ride that concern for safety, but it created an organizational culture that ignored any line of thinking that challenged or threatened NASA’s goals. We must remember that there are drawbacks in stating specific identified government organizational goals. When a government, or a component of government, forecasts where it wants to be in the future, it binds itself to those identified goals. Administrators become personally attached or emotionally involved and are loath to change for fear of appearing to admit failure. This certainly affected the leadership and policy decisions of Goldin and Ham. Rocha could have done more to bring the safety concerns to light, however in retrospect, he clearly would have risked his career in doing so. We need more leaders, and followers, who are willing to risk their career especially when human life is at stake. A different outcome for STS-107 is very likely if NASA had truly functioned as a â€Å"High Reliability Organization†, which Weick and Sutcliffe (2001) say is characterized by: †¢A preoccupation with failure †¢Reluctance to simplify interpretations †¢Sensitivity to operations †¢Commitment to resilience †¢Deference to expertise Goldin and Ham could have implemented the five key dimensions of collaboration: governance, administration, organizational autonomy, mutuality, and norms of trust and reciprocity. They could have created a team or committee to review, research, and assess each and every safety concern that was raised by any NASA employee. This team should have negotiated, committed, and then implemented those commitments. There was no trust and reciprocity between the NASA engineers and the NASA mission managers. Goldin and Ham should have embraced a more Democratic Leadership Style. â€Å"Although a Democratic leader will make the final decision, he/she invites other members of the team to contribute to the decision making process. This not only increases job satisfaction by involving employees or team members in what’s going on, but it also help to develop people’s skills. Employees and team members feel in control of their own destiny, such as the promotion they deserve and so are motivated to work hard by more than just a financial reward. As participation takes time, this approach can lead to things happening more slowly but often the end result is better. The approach can be most suitable where team work is essential and quality is more important than speed to market productivity.† (2012) Yes, they would have likely missed future deadlines, probably scratched future missions, and maybe even lost some of NASA’s precious funding from Congress, but the strengths of the five key dimensions were never given a chance to prevail. The reason why is glaringly clear: â€Å"The most costly resources of collaboration are not money but time and energy, neither of which can be induced.† Huxham (1996) With NASA’s entire function hinging on budgetary concerns that became strict deadlines, time trumped safety and everyone from Congress and the Presidential administration to NASA management and the entire workforce, all have â€Å"blood on their hands.† My outlook: As a future leader, I am most profoundly struck by the impact of bureaucracy. I believe that even Goldin and Ham would have changed their decisions had they had the benefit of hindsight and knew that seven astronauts would lose their lives because of their lack of leadership, management, and administrative capabilities. We must listen to alternative viewpoints and encourage open dialogue as future government leaders. We must strive for objectivity in our perspective and not allow our vision to be narrowed by clinging too tightly to a concept or idea that was good in another setting. If human safety is in any way a factor, our level of scrutiny in gathering facts for decision making must be to the utmost. My biggest take-away from this assignment is learning the definition of a â€Å"high reliability organization† and the five bullets that must be embraced to be a true â€Å"high reliability organization†. I will take this concept with me for the rest of my career. Roberts, A. (2004). The reform bubble bursts. Public Administration Review, 64(5), 625-629. Retrieved from http://search.proquest.com/docview/197172592?accountid=27965 By, A. P. (1998, Feb 20). Civil fraud lawsuit against TRW inc. over space contracts is joined by U.S. Wall Street Journal. Retrieved from http://search.proquest.com/docview/398647798?accountid=27965 Marc, S. G., & Robert, B. S. (2008). Organizational bystanders. People and Strategy, 31(1), 47-54. Retrieved from http://search.proquest.com/docview/224596278?accountid=27965 Gehman, H.W. et. al., Columbia Accident Investigation Board, Report Volume 1 (CAIB) (August 2003). Columbia Accident Investigation Board Report (Washington D.C.: Government Printing Office, Limited First Printing, August 2003) Robert, J. N., & Craig, E. S. (2009). The loss of the space shuttle Columbia: Portaging leadership lessons with a critical thinking model. Engineering Management Journal, 21(1), 9-18. Retrieved from http://search.proquest.com/docview/208970180?accountid=27965 Weick, K., & Sutcliffe, K. (2001). Managing the Unexpected. San Francisco: Jossey-Bass Bhatti, N., Ghulam, M. M., Shaikh, N., Muhammad, A. H., & Faiz, M. S. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192-201. Retrieved from http://search.proquest.com/docview/963357720?accountid=27965 Huxham, Chris. 1996. Collaboration and Collaborative Advantage. In Creating Collaborative Advantage, edited by Chris Huxham, 1–18. Thousand Oaks, CA: Sage Publications. (Stillman cccxxiii) Stillman, Richard. Public Administration, 9th Edition. Cengage Learning US, Aug-04. .

Blog Spot Essay Example | Topics and Well Written Essays - 500 words

Blog Spot - Essay Example Iraq was then supposedly occupied by the Americans with the initial purpose of ensuring peace, progress, and modernity there and rescuing the public of Iraq from heavy influence exercised by the rigid and exacting government. It is my argument that though America presented many justifiable reasons for invading Iraq, the deteriorating condition of Iraq and the helpless condition of the American troops patrolling there have collectively imposed such a heavy burden on the economy of America that millions of families are getting badly affected owing to this purposeless war while not meeting the criteria given by the hawks. Proponents of the invasion of Iraq had a few primary justifications. There were fears that Saddam Hussein was developing WMDs. There was concern that he had been connected to al Qaeda cells (Rumsfeld, 2009). And, of course, he was a brutal dictator. One problem was that they kept offering different justifications, saying that one was central one day and the other the next, but the case did look compelling initially. They also claimed UN Security Council support. Some had messianic justifications: Falwell also argues that the Iraq war is justifiable and was indeed initiated by God’s will and authority (2004). Meanwhile, opponents said that the war was illegal. The UN Charter makes it illegal for countries to unilaterally invade other countries, no matter what other Resolutions are on the table. The Security Council had not acted, so it was illegal. They argued that the war would lead to more terrorism, a claim that seemed to become compelling in the aftermath of the invasion as suicide bombings began in a country that did not have them prior. They also argued that Saddam Hussein had no WMDs, which was hard to tell at the time but became prescient when it was discovered that he didnt. They argued that the invasion could lead to looting of WMDs, and that the invasion was mostly about securing oil and resources for

Managing Performance in Operations - Apple Inc Essay

Managing Performance in Operations - Apple Inc - Essay Example It sells a large amount of its product line through its online retail stores. The company also tries to cater to a large chunk of education market by offering education gadgets to the students both online and through retail (Apple computer, 2005). The operations of the company are spread throughout America, Europe, Japan, and Asia-Pacific as well as the Middle East and some parts of Africa. The company policy lays a lot of stress on its value chain and every operational activity done by the company is in compliance with the code of Operations (Finkle & Mallin, 2010) ORGANIZATIONAL STRATEGY AT APPLE: The company has grown from a starting point to become the best company of the world. The stock performance of the company gives a very clear idea about the strategies used by the company. On the very basics, the company is committed to improve customers’ lifestyle by developing the best PC gadgets, Music players and other cellular communication devices. The target market of the com pany is the students, businessmen, educators, and even governmental agencies for the industrial products. In such a case, the company emphasizes on a business strategy that focuses on the ability to design and develop in-house operating systems, application software, hardware and other tangible and intangible products. Seamless integration of the applications and innovative designs are a critical part of Apple’s manufacturing policy. The company lays a strong emphasis on continual improvement and innovation in its product line and other business strategies. Research and Development form the focus of the executives of the company who work on the ideology that that in order to survive and foster, people should think differently and create imaginations. As a result the company keeps on revitalizing its gadgets and digital consumer electronics (O’ Grady, 2009). The company also integrates various third party applications in its product mix. Many accessories of for Mac comp uters, ipods, and iphones are injected into the market by third-party ventures. Another business strategy employed by the company is the expansion of the distribution network and expands the customer base by focusing on customer satisfaction. These strategies have enabled the company to introduce new products in the market and gain a competitive edge over its competitors (Blackwell, 1987). When in 1999, the company introduced the ibook, its product matrix got complete. The company could now offer a desktop as well as a portable computer with a highly capable operating system. At several instances, the company has acquired several small SME’s that have been playing in its market. This strategy has enabled the company to gain a competitive edge in the market and maintain and foster its presence. PRODUCT DIFFERENTIATION: One of the main reasons for the standout performance of the company in the global market is the product differentiation strategy in company’s operations. The company staff is very conscious to reduce the similarities among not only the competitor products but also the product line of the company itself. The company has built a reputation by making the state of the art technologies that are user friendly and extremely solution bound. In the industry where the company is operating, the importance of product differentiation acts like a barrier for new entrants. This tool is fully utilized by the company as a part of its corporate strategy.

Differentiated Instruction Essay Example | Topics and Well Written Essays - 1250 words

Differentiated Instruction - Essay Example This ensures that all students who are placed in an education system can be provided with training materials in ways that are considerate of the different situations of the environment. Through this way, there is no single student who can fail to acquire ideas because of the limitations posed by their environment, gender, ability or disability, language spoken, personal interests as well as the socioeconomic issues surrounding the area. In education, there are different methods of teaching that are implemented and which can be implemented to ensure that all the people who seek education get the ideal kind without restriction (Etscheidt, 2006). This kind of education, which factors in the requirements of all students in terms of their ability and improvising the environment to make it bearable for learner, is known as differentiated instruction and it takes place in different forms. Differentiated instruction does not characterize the area of acquisition of knowledge only but also the environment of acquisition, modes of assessment of ideas, the amount of support that is given to different students as well as manipulating the contents in the study. Differentiated education is a method of instruction whose main purpose is to ensure easy accommodation different students in program, which has students who have different styles of learning and varying instruction preferences. This kind of instruction involves teaching one subject to different students in varying ways to make sure that the differences are represented by the people. In order to understand differentiated instruction, a person can consider the elaborating the different methods of differentiation which lead to improvement of the situation of individual learner when they are exposed to classes. There are four main ways through which teachers accommodate students with different education needs to ensure that they do not only get the ideas but also are able to apply them in their day to day life after they are subjected them. The four areas that are addressed by the differentiated instruction include the factors of environment of learning, the mode of assessment, the support accorded to learners as well as the modification of the content of learning (Landrum & McDuffie, 2010). In passing of ideas, there are students that are generally slow to learn while others are quick to grasp and use ideas, which are passed by a teacher to them. Those with slow learning abilities require more support from their teachers than those that are quick learners and can get ideas by their own. There are students who can get ideas by their exposure to books on their own without necessarily getting the teachers to help them in elaborating the content of the book. These students can be taught in very easy ways because the amount of time the teacher accords them is minimal so that they do not have to spend a lot of time and energy to teach. These students are able to get and apply ideas that are contained in different books without necessarily getting much assistance from their teachers. This means that exposure to book books can be the only tasking support that a teacher can engage in to facilitate the learning of such a student. On the other hand, there are those students

Interview of three business people Essay Example | Topics and Well Written Essays - 1500 words

Interview of three business people - Essay Example It has now taken him twenty-three years to build his career in this profession. Among the many organizations he has worked for is Vine Board Education where he held the position of Purchase order Director. His education background started with him joining BMCC where he attained his AAS degree in Business Management. Later on, he joined Glassboro State College for his Bachelor of Arts degree in Marketing in the year 1978. His profession requires him to be very responsible in his duties and provide quality service to all students in the college. To be a good accountant, Mr. R emphasizes that good writing skills, coupled with basic bachelor’s level education is necessary. One also has to be very good at math and must possess good communication and computer skills (Kimmel, et al, pg. 302) In order to succeed, patience is one of the key elements in this profession. Accounting requires you to be very keen and this means spending long hours in verifying data and numbers, while contac ting customers and suppliers of various goods and services. Moreover, you should also have very strong convictions in your undertakings. The main advantage in working in an accounting field is that the profession can be applied across different fields of professions. For instance, an accountant can be employed in schools or a business organization where he or she gets to handle work in those respective fields. In order to be valuable to your employers, an accountant should be able to portray skills that no other staff in the organization has. This will make his or her special, therefore, will be treasured. The downside of being an accounting payable department manager is that you can find it very difficult to perform your duties if one does not seek professional skills or stay on top of his game. The profession, however, is very rewarding. An average accountant gets a monthly salary of seven-thousand dollars ($ 7,000) which translates to approximately eighty-thousand dollars a years ($ 80,000). Given the chance to do everything all over again, Mr. R would still go back to accounting since the profession provides him with the satisfaction that he needs and also guarantees his security in leading a comfortable life. His future plan currently, is to retire in the next five years, since he has achieved most of his goals in life right now. His advice to those planning to join this career path is to get a higher degree in this field. Afterwards, he or she should gain some experience by working in the public sector and other government organizations. His advice for the interviewer was that he should prepare his degree, gain more experience in that field, then take the CPA examinations. Miss Y. Miss Y preference for choosing her career path was because she is very good with numbers and a very responsible person. She also hopes that she could assist customers by responding to their questions and solving their problems. Her first job was in a bank where she managed to s ecure the job through an interview. Currently, she has experience in her career spanning close to twenty years. As she earlier mentioned, she started her career in a bank, there after joined a certain high school where she taught accounting. Presently, she is employed in one of the branches of BMCC as a budget director. Miss Y education background is impressive. She graduated with a bachelor’s degree in Business Management in New York University. Later on, she earned her master’

Administrative Law Judicial Review Essay Example | Topics and Well Written Essays - 1000 words

Administrative Law Judicial Review - Essay Example Yardley asserts that judicial review is â€Å"the ultimate safeguard for the ordinary citizen against unlawful action by †¦Ã¢â‚¬ ¦.the more powerful administration5†. In order to be amenable to judicial review, the relevant organisation must be a â€Å"public body6† and it is evident that the Council is a public body under the â€Å"source test7† under the first limb of eligibility. Moreover, the Council’s functions clearly fall within the second limb of eligibility is the â€Å"functions test†, which was established in the case of R v Panel of Takeovers and Mergers, ex parte Datafin8. In this case it was asserted that the relevant consideration was whether the body performed a public function, or alternatively whether its conduct had public law consequences. If these considerations were answered in the affirmative, the body would be a public body9. To institute proceedings for judicial review, Greener World will have to make an application for leave of the court before applying for judicial review and then issue their claim under the Civil Procedure Rules, part 5410. Any claim for judicial review must then have permission of leave of the Administrative Court11. Furthermore, in order to be eligible to make an application, Greener World must have locus standi, which in simple terms is the right to apply for judicial review. This requirement is essential as a filter for the judicial review process, limiting applicants to those who have a â€Å"sufficient interest†. Section 31(3) of the Supreme Court Act 1981 provides that permission for judicial review will not be granted â€Å"unless it considers the applicant has a sufficient interest in the manner to which the application relates12.† The definition of â€Å"sufficient interest† has been interpreted widely13 and was considered in depth in the case of R v Inland Revenue Commissioners, ex parte National Federation of Self-Employed and Small Businesses Ltd14. In this case, the House of Lords asserted that other than