Repair scheme for the damaged hull

The repair scheme for the damaged hull can be processed according the following repair flow chart; Damage Assessment The damaged sandwich panel consists of two high strength GRP skin and skins separated by a low density, lower strength foam core. The cross section of hull in the damaged area is shown in Figure 1. Figure 1 – Cross Section of Damaged Hull Such structures can be subjected to three damage scenarios. The damage can be limited to one skin (Type A), to one skin and the core (Type B), or to both skins and the core (Type C). Type A damage generally involves matrix cracking, fiber breakage and delaminations in the skin. The damage may or may not extend through the full thickness of the skin. Type A damage can also include debonding of the skin from the core. Type B damage involves Type A damage to one skin combined with crushing or shear cracking of the core. Type C damage involves the same damage mechanisms as Type B except both skins are affected. Type C damage can fully penetrate the sandwich structure [1]. Assuming the hole approximately 150mm in diameter is a though hole and damaged both skins and foam core, we have Type C damage. So we need to repair this damage according to Type C repair scenario. Since access can be gained from both sides, The repair of Type C damage could be done. Repair Type Decision Repair approaches are divided into non-patch, usually fo minor defects, and patch, usually for major defects. Patch repairs are also divided into – Bonded External Patch Repairs External patches can be employed to repair laminates and skins of honeycomb panels of thickness up to about 2mm composites. The main problem with external patches is that, as in a single-lap joint, there is an eccentric load path that results in bending in the patch and peeling stresses in the adhesive and composite. – Bonded Scarf or Flush Repairs Scarf repairs are employed to repair thicker section material than is possible with external repairs and also where the repair must show minimum protrusion above the original surface. The main advantages of scarf joints are the uniform shear-stress distribution in the adhesive, and, due to lack of eccentricity in the load path, the low peel stress. – Bolted External Patch Repairs Bolted patches are generally employed for field repair of thick laminates where the shear stress requirements exceed the capability of adhesives for external patch repairs and where the complexity of repair implementation and material removal requirements. Moisture problems also limit field applications of bonded repairs in thick composites. Bolted repairs are well suited to the repair of battle damage since they are easy to apply by unskilled personnel and require minimum facilities. [2] Both bonded and bolted repair methods could be applied to repair marine sandwich structures. Bonded repairs were considered to be lighter in weight and distribute the load more evenly over a wider area. However, they require careful surface preparation, are difficult to inspect and are more difficult to perform correctly. Bolted repairs are more easily carried out and require minimal surface preparation. However, they add bulk and weight and require holes to be drilled through the structure which can introduce further damage and create stress concentrations. Additionally, bolted repairs are more difficult to implement on sandwich structures and need to be water-tight [3]. Since the yacht has been rammed well above the water line, it could continue its operation with small leakages. So repair could be done in facilities. Also since it has been rammed there is no stress cracking due to design considerations. Same section could be performed; shear stress requirements do not exceed the capability of adhesives. According to these considerations, bonded scarf repair would be more applicable. Permanent Composite Structure Repair For all bonded repairs, removal of all damaged material starting at the centre of the damaged region and surface preparation is of vital importance. Damage to sandwich structures often involves damage to the core material. The damaged core can be filled either with a foaming adhesive, a laminate or a new core section bonded in place. The latter method is usually adopted as it best restores the properties of the sandwich structure. The approved general guidelines for laminate and sandwich repairs should be followed. These repair operations should be carried out in a workshop areas to ensure high quality repairs. The repair of Type C damage to GRP/foam sandwich structures requires the replacement of both skins and the core. The repair procedure for Type C damage is shown in Figure and described following [4]; 1. Remove damaged material. a) Remove the damaged skins, working from the centre of the damaged region on both sides outwards until sound material is encountered. b) Remove the exposed damaged core. 2. Taper sand a) Prepare the foam core b) Sand the edges of both skins to a taper per layer providing a scarf angle 3. Install the replacement foam. a) Use a paste adhesive designed to bond foam. However, instead of using vacuum, the adhesive was injected into the bondline using a caulking gun. b) Use a backing plate where required. c) Use the appropriate grade of foam. d) Use the minimum amount of adhesive. 4. Replace the skins. a) Use the same number of layers as the original skin. b) Apply one extra layer of GRP. 5. Replace the skins on other side. a) Use the same number of layers as the original skin. b) Apply one extra layer of GRP. Quality Check / NDT For comprehensive inspection of repaired part, Non Destructive Test (NDT) can ve used. The inspector should examine the quality of the repaired area and particular attention should be given to the interface between the original part and the repaired area. Usual inspection methods use some form of ultrasonic test equipment where the reflection of the ultrasonic sound waves detect and identify any damaged areas or faults [4].

MONEY and BNKING Essay Example | Topics and Well Written Essays - 1000 words

MONEY and BNKING - Essay Example Trade deficit among other effects makes a country spend or export a lot of its currency to the foreign market, which may create shortage of the currency in the local market. Cause of trade deficit may attribute to the practices of by foreign markets or countries lowering the cost of their export to the affected country and increasing cost of importing goods and services from the affected country. This means that the affected country will have to spend a lot of its currency to export goods and services, and spend very little to import goods from the competitor country. From the analysis, it means that trade deficit literally increases supply of a country’s currency in the foreign market making the currency depreciate. This means that it impossible and practical difficult to maintain the value of local currency with negative balance of trade. For example, if supply of US dollar in the Euro market increases, the number of Euro required in buying one dollar will decrease. When the number of Euro required in buying one unit of dollar decreases, the demand for dollar in the foreign Euro markets will increase due to the low prices of dollar. This means that many foreigners in the European countries will be holding large quantities of dollars, as they will not be in demand for the American goods. This effect will result to decrease in the supply of dollar in American economy and subsequent rise in demand for dollar in the same American economy. The general effect of such market trend on the American economy will sharp deflation as locals will be not be willing to spend the little dollars they have in their custody. Economic recession occurs due to scarce supply of local currency in the local market, which affects demand among the local consumers. To correct the shortage, a country can resort to borrowing from foreign countries to spur its production and manufacturing activities. A country can also review its market and monetary policies to attract foreign invest ors who be returning local currency lost to the foreign markets. The best way that countries exercise control over their value of their respective currencies in the international market is through intervening the foreign exchange market. Foreign exchange market specifically deals with daily and periodical valuation of all international currencies depending on the international flow of the specific country’s currency. Intervening in such a market may mean that an interested country buy its own currency from the international exchange and create shortage of the same in the international market. A country can also intervene by selling its currency in the international market with aim of acquiring another currency with high value. In so doing, the buying country shields it domestic economy from any economic shifts in the foreign market country. This kind of economic practice is common among the developing countries but rare in the stable and industrialized countries. Industrializ ed countries do not like intervening in the foreign exchange market or various reasons. One of the reasons why industrialized countries do not intervene in the foreign exchange market relates to their developed statuses that makes them perform many manufacturing and production activities that earns them foreign income when exported. This means that they are always in situation of competition for the international market where they export their goods and services. Attempts by anyone of

Culture and ethical values Essay Example | Topics and Well Written Essays - 1000 words

Culture and ethical values - Essay Example 78). Each individual gives up his own power to the supreme sovereign, the ‘Leviathan’, whose authority is indivisible and unchallengeable. The ethic of self-preservation is the basic tenet of Hobbes’ framework. Because men cannot cooperate amongst themselves, the Leviathan is tasked with the protection of order, and its powers are unlimited. Such is the untrammeled power of the supreme sovereign – whether one man or an assembly – that it exercises the right of censorship over any and all expression and all property is subject to its laws. For Hobbes, â€Å"rebellion is but war renewed† (2005, p. 195); he understands that the Leviathan could very well become tyrannical, yet he maintains that even the worst form of despotism is preferable to the anarchy and chaos of the state of nature. Rebellion against government, thus, is explicitly wrong, not only because it is destined to fail, but also because it sets a poor example (Russell, 2004, p. 506). The only reprieve that Hobbes provides for the citizens of his commonwealth is that of self-defense: self-preservation being the highest goal of an individual, he reserves the right to defend his person. Any other means of resistance to government is culpable. Therefore, we can see that there is a very limited scope in Hobbes’ agenda to rebel against government: essentially, â€Å"Hobbes wants to show why we have to obey† (Harrison, 2003, p. 191). Hobbes’ fascination with authority and the unbridled faith he reposes in the sovereign are products, however, of how he feels a just society and a commodious existence can be best preserved. He â€Å"†¦insists that the natural condition [in the state of nature] is one of liberty, equality, and the most extensive individual rights imaginable. He argues, however, that these free and equal people are in a condition of utter wretchedness and insecurity – not in spite of their liberty and

Phonemic Awareness Essay Example | Topics and Well Written Essays - 750 words

Phonemic Awareness - Essay Example d on the NRP report and also details the relationship between the various components of the balanced reading program and the above mentioned entities. A phoneme is the smallest part of a spoken language which has the ability to change the meaning of a word. Phonemic awareness (PA) is the skill to hear, recognize and control the phonemes (Armbruster, Lehr and Osborne, 2003, p.3). Studies have demonstrated that PA can be taught to the children through many methods of instruction such as phoneme isolation (recognition of individual sounds in a word), identity (recognizing same sounds in different words), categorization (recognizing an odd word from a set of three or four words), blending (combining various phonemes into a single word), segmentation (breaking a word into smaller sounds) and deletion (to recognize a word after a phoneme is deleted) (National Reading Panel, 2000, p.2-2). However, children who were taught three or more types of the above mentioned phonemic instructions did not gain much in terms of PA. Many reasons can be cited for the same. The children get confused by the multiple types of phonemic instruction and the teachers are not in a position to concentrate on a single type of instruction completely. They rush through the methods of instruction and sometimes end up teaching tougher methods before the children are aware of easier types of instructions. However, if only one or two methods of instruction were used it was found to be highly effective in gaining PA (Armbruster, Lehr and Osborne, 2003, p.7). It has also been proved that children with PA found it easier to read and spell words as PA helps children understand and pronounce the different phonemes which constitute a word. Also PA helps the children relate sounds with the alphabet (Armbruster, Lehr and Osborne, 2003, pp.6-7). This is the reason why PA is found to be very effective when alphabets are used during the process of phoneme manipulation. English language is represented as words

HRD 394 assignment #2 Example | Topics and Well Written Essays - 500 words

HRD 394 #2 - Assignment Example Investigations are ongoing. However, it is still unclear on the cause of the blast. Now all fingers are pointing at the leadership of Massey Company led by its belligerent C.E.O. Don L. Blankenship. Blankenship have been at the center of controversy when it comes to matters of safety measures. He tried to justify the violations by stating at one time that Violations are, unfortunately, a normal part of the mining process (Moore, 2011). The Massey Energy Company is the biggest mining coal business in Central Appalachia has always been a host of fatalities. It has found itself under scrutiny that has unearthed dismaying records on safety measures in place. Reports state that as recently as last month it attracted hefty fines for inadequate ventilation as per the federal records. According to the federal prosecutor, the company has a record of having paid the highest settlement in terms of fines. The move is after the investigations proved his guilt of violating safety rules. The violations resulted in the death of two mineworkers who burned to their deaths following a fire outbreak in one of its mine. That year (2008) alone the company paid fines worth $20miilion another record for the Environmental Protection Agency for violations of clean water. Unfortunately, workers chose to remain mum on such issues, as they fear losing their jobs if they come aloud (Moore, 2011). The Gulf oil spill is the nastiest oil spatter in American history. On 20 April 2010, the blast and tumbling of the Deepwater Horizon oil rig in the Gulf of Mexico left 11 people dead. Cameras Underwater revealed that there was a leakage on the BP that leaked oil and gas on the bed of the ocean. From projection, 3.19 million barrels of oil emptied in the Gulf having been on leak for about 87 days. The oil situated over 5000 feet underneath the water surface in the cosmic leading edge of the deep sea. The surrounding characterizes by constant cold temperatures above

The American Dream Annotated Bibliography Example | Topics and Well Written Essays - 500 words

The American Dream - Annotated Bibliography Example While the other articles focusing on the provision of opportunities in the American land for immigrants and persons from other nations, this secondary source emphasizes the level of opportunities provided among the American population. With the country depicted as the promised land, (Maddox 271) observes that provision of special education for the visually challenged among the American community is one way of ensuring such an achievement. The education system in collaboration with various state laws and the federal laws has ensured the provision of specialized education for the visually challenged and other physically challenged students. That in return has ensured the provision of an equal playing field for all the students within the American nation without favor. The action serves as one of the many actions that the federal government is taking to ensure it lives to the dream of becoming a p=romised land. With the author a specialist in teaching the visually impaired, the article is essential for academic research while also presenting information on internal structures to assist the current U.S citizens.Pulver, Lisa K., and Susan E. Tett. "Drug Utilization Review Across Jurisdictions – a Reality or Still a Distant Dream?" European Journal of Clinical Pharmacology (2006): n. pag. Print.The federal government is working hard on improving the healthcare system to ensure achievement of a healthy nation that in return will ensure effective production ( Lisa and Tett 63).

Sociology (Race and Ethnicity) Assignment Example | Topics and Well Written Essays - 250 words - 1

Sociology (Race and Ethnicity) - Assignment Example Addressing the issue of racial profiling, I strongly feel that with the current threat of terrorism to the society and the increased incidence of terrorist attacks, it becomes absolutely essential to implement the strictest possible measures of security. We need to understand that nothing is more valuable than human life. Therefore, if the protection of human life causes us some inconvenience we should be cooperative. It obviously is very important to keep the sensitivities of the citizens of a country in mind and the criteria for racial profiling must be such that it is based on authentic evidence f a person’s identity and should not merely rely on the physical appearance of a person because that can hurt the sentiments of people. This issue was realized by the Bush Administration after which a ban was placed on Racial Profiling (US Department ofJustice , 1). Works Cited Saney, Isaac. "The Origins of Racism." AfricVoice 1 February 2007. Web. : 1 and 4. US Department ofJustice . Fact Sheet: Racial Profiling. 17 June 2003.Web.

Lehman brothers Literature review Example | Topics and Well Written Essays - 2000 words

Lehman brothers - Literature review Example The trick works perfectly, and manages to lure unsuspecting investors into trusting the company’s financial reports. Banks however use Repo 105 for purposes of short term borrowing, while in the case of Lehman, it was used to reflect a healthier balance sheet than it actually was. Jeffers (2011, p. 2) observes that the Lehman brothers used the â€Å"Repo 105† in its accounting severally to report impressive financial statements and win the trust of potential investors, by showing healthy securities. The company was an investment bank which had gone global. Lehman’s’ auditors on three occasions used the Repo 105 creative accounting trick to boost investor confidence. The trick used by Lehman helped them temporarily remove from its balance sheet roughly $ 50 billion, making the balance sheet look better the actual status of the company’s financial statements. However, at the time of filing its bankruptcy case, the company has a total of $ 639 billion in assets and $ 619 billion in debts. This formed the biggest bankruptcy case that affected over $ 10 trillion in investments. The company’s scheme involved the use of collateral firms such as Alpha Ville, with counter parties from banks such as Barclays Bank of Britain, USB of Switzerland, Mizuho Bank and Mitsubishi UFJ Financial Group. To be exact, the company involved in Repo 105, the transactions’ worth was estimated at over 105 per cent of the actual cash it received. This meant that the company was experiencing a shortage through these transactions. When they repaid the cash it received from the counterparties, interest was included, which made it a very expensive technique, thus losing money. Repo 105 is a tricky phenomenon for any company which opts to use it as a model of reporting its financial status. According to accounting standards, it is wrong and unethical for a firm to alter its books of accounts (Nguyen & Gong, 2012, p. 31). It is an issue that is qui te sensitive, deciding to report a misleading state of a company’s financial status. Whether such a situation finds its way to legal courts or not, it makes no difference, involved parties ought to hold responsibility for any eventuality through their actions. Not unless a company is planning on a strategy to defraud and steal from potential investors, it would never go to such lengths like Lehman did, with clear knowledge of the implications that are likely to come (Law, 2011, p 511). Some examiners hold that â€Å"Repo 105† actually is a â€Å"gross negligence† and does not amount to crime. However, the fact that Lehman altered its accounts with the intention of deceiving investors, rating agencies and perhaps the industry regulators is proof enough that this was criminal and that the presenters of the company acted in malice. The scheme led to the largest corporate bankruptcy case in the United States financial history (Sharp, 2010, n.p). Investors lost money , in the process. No matter how much conservatives refer to this as a form of negligence, it is still a crime. According to the accounting theories, Lehman accountants and managers contravened the theories of accounting and broke the oath of conduct of accountants. Although some scholars like Jennings (2011, p. 38) felt that the internal misleading of the company itself by the altered

The Hobby of Running Essay Example for Free

The Hobby of Running Essay Running as a hobby is recommended because it is beneficial in helping to improve health, helps you to meet new people and is versatile and relatively inexpensive. Running is also a useful tool in reducing stress and provides other psychological benefits. Running is a relatively easy hobby to take up. Running requires no new skills. You can begin running at any age with many people over 40 taking their first running steps as they embark on the path to health and a new and exciting hobby. The cost to start running is low requiring only a good pair of running shoes and a supportive sports bra for women. No expensive equipment or gym membership is required to be a runner. You can run anywhere virtually year round. You can run almost any time of day or night that suits your preference. There are many social benefits from running. You can join a running club to meet new people, find a training partner, or simply to pick up running tips from others. Running with a buddy can help strengthen the bond of friendship as well as provide the safety aspect of running in pairs. If one runner gets sick or injured the second runner can assist. An attacker will be less likely to attack a pair of runners or a group of runners than a person running solo. Running clubs often host social runs and also serve as a team cheering squad during long runs. There are fundraising training groups such as the Arthritis Foundations Joints in Motion Training Team or the Leukemia and Lymphoma Societys Team In Training, which will train you to run a half or full marathon in exchange for fundraising efforts. Many organized races are fundraising events for local organizations such as schools and churches and national organizations such as Ronald McDonald House Charities, Scottish Rite Hospital for Children and Team RWB supporting America’s veterans. Not only will you be helping yourself with the gift of health but you will be supporting a great cause and helping others along the way with a portion of your entry fees being used for these charitable causes. Running for leisure can help you to improve your health in many ways. It reduces the risk of heart attack by lowering your blood pressure and raising good cholesterol. Running helps reduce the risk for osteoarthritis because it is considered to be a weight bearing exercise which helps to increase bone density. Recent studies also show that it also helps in the fight against osteoarthritis because it helps increase oxygen flow and flushes toxins out of the body. It is believed that the impact of running generates eight times your body weight as an impact on your joints and this is thought to increase the production of proteins in cartilage that makes your bones and joints stronger (Thomas, 2013). Running is a great method for helping you to lose weight or maintain a healthy weight. Running helps burn calories in two ways; calorie expenditure during and immediately following the run and by building muscle. The calorie burn from running is approximately 600 calories per hour based on a six mile run at 10 minutes per mile. To calculate the total calorie burn for running use a calculation method of . 75 x your weight in pounds (lbs. ) (Burfoot, 2005) . Muscle built and maintained by running also helps in all day calorie burn. Muscle burns calories and fat does not therefore the more muscle mass you build the higher your metabolism will be and the more calories you will burn even at rest. Running is a great way to relieve stress and has been used by mental health experts to treat depression and addiction. Running for 20 to 30 minutes releases endorphins leading to a relaxed and peaceful feeling. Longer distance running increases the release of endorphins and can lead to what is known as the â€Å"runner’s high†, a feeling of euphoria which is also often associated with completing an endurance event such as a half or full marathon. Running allows you to use the time on the trail to clear your head and think about issues that you are struggling with. Often times the problems that seemed daunting before a run can seem smaller or non-existent afterwards. Speed running or completing a few sprints are healthy ways to release the emotional negativity that comes with anger and frustration as long as it is done safely. The positive energy from overcoming obstacles of completing a run in a certain amount of time or meeting the goal of completing a distance run can provide mental benefits of helping you to learn about your personal strength and mental focus. This new found self-confidence and knowledge about yourself can also be transferred to other areas of your life and help you cope with issues in a healthy way. Whether you are running to lose weight, running alone or with a group, running away from stress, no matter the reason, the road to better health begins when you decide to lace up a pair of shoes and put on foot in front of the other.

Information Systems Acquisition Development And Maintenance Information Technology Essay

Information Systems Acquisition Development And Maintenance Information Technology Essay The ISO 27002 standard is the new name of the ISO 17799 standard. It is code of practice for information security. It basically outlines hundreds of potential controls and control mechanisms, which may be implemented. The standard which is to be established guidelines and general principles for initiating, implementing, maintaining, and improving information security management inside an organization. The actual controls listed in the standard are proposed to address the specific requirements identified via a formal risk assessment. The standard is also intended to provide a guide for the development of organizational security standards and effective security management practices and it is also helpful in building confidence in inter-organizational activities ISOs future plans for this standard are focused largely around the development and publication of industry specific versions. One of the content of the ISO 27002 is information system acquisition, development, and maintenance, the details of which are as follows:- Information Systems Acquisition, Development, and Maintenance (ISO 27002) Table of Contents Overview Standards Security Requirements of the information systems Correct processing of the information Cryptographic control Security of the system files Security in development and support processes Technical vulnerability Management Overview Information security must be taken into account in the Systems Development Lifecycle (SDLC) processes for specifying, building/acquiring, testing, implementing and maintaining IT systems. Automated and manual security control requirements should be analyzed and fully identified during the requirements stage of the systems development or acquisition process, and incorporated into business cases.   Purchased software should be formally tested for security, and any issues risk-assessed. The  Systems Development Life Cycle (SDLC), or  Software Development Life Cycle  in systems  and  software engineering, is the process of creating or altering systems, and the models and  methodologies  that people use to develop these systems. The concept generally refers to  computer  or  information systems. Systems Development Life Cycle (SDLC) is a process used by a  systems analyst  to develop an  information system, including  requirements, validation,  training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned  Information Technology  infrastructure, and is inexpensive to maintain and cost-effective to enhance Standards ISO 27002: Information Security Management   Clause 12: Information Systems Acquisition, Development, and Maintenance Security Requirements of the information systems Security can be integrated into information systems acquisition, development and maintenance by implementing effective security practices in the following areas. Security requirements for information systems Correct processing in applications Cryptographic controls Security of system files Security in development and support processes Technical vulnerability management Information systems security begins with incorporating security into the  requirements  process for any new application or system enhancement. Security should be designed into the system from the beginning. Security requirements are presented to the vendor during the requirements phase of a product purchase. Formal testing should be done to determine whether the product meets the required security specifications prior to purchasing the product   Security requirements are established to ensure as an integral part of the development or performance of an information systems. The acquisition of a system or application often includes a Request for Proposals (RFP), which is a formal procurement process. During this process, security requirements need to be identified. Indiana University includes both  a security review and a security questionnaire as part of the RFP process. Learn more about this effective practice. The main objective of this category is to ensure that security is an integral part of the organizations information systems, and of the business processes associated with those systems. Correct processing of the information This category aims to prevent errors, loss, unauthorized modification or misuse of information in applications. Application design includes controls such as those to validate input/output data, internal processing,  and message integrity, in order to prevent erros and preserve data integrity. Input data validation  Data input in applications should be validated to ensure that the data is correct and appropriate.   Control includes use of both automatic and manual methods of data verification and cross-checking, as appropriate and defined responsibilities and processes for responding to detected errors. Control of internal processing Validation checks should be incorporated into applications to detect the corruption of information through processing errors or deliberate acts.  Ã‚   Control includes use of both automatic and manual methods of data verification and cross-checking, as appropriate and defined responsibilities and processes for responding to detected errors. Message integrity  Requirements for ensuring authenticity and protecting message integrity in applications should be identified, and appropriate controls identified and implemented. Output data validation  Data output from applications should be validated to ensure that the processing of stored information is correct and appropriate to the circumstances.   Control includes use of both automatic and manual methods of data verification and cross-checking, as appropriate and defined responsibilities and processes for responding to detected errors. Cryptographic control Objective of cryptographic is to  describe considerations for an encryption policy in order to protect information confidentiality, integrity, and authenticity. A cryptography policy should be defined, covering roles and responsibilities, digital signatures, non-repudiation, management of keys and digital certificates  etc. Certain data, by their nature, require particular confidentiality protection. Additionally, there may be contractual or other legal penalties for failure to maintain proper confidentiality when Social Security Numbers are involved, for example. Parties who may acquire unauthorized access to the data but who do not have access to the encryption key the password that encrypted the data cannot feasibly decipher the data. Data exist in one of three states: at rest in transit or undergoing processing. Data are particularly vulnerable to unauthorized access when in transit or at rest. Portable computers (holding data at rest) are a common target for physical theft, and data in transit over a network may be intercepted. Unauthorized access may also occur while data are being processed, but here the security system may rely on the processing application to control, and report on, such access attempts. This category aims to protect the confidentiality, integrity and authenticity of information by cryptographic means. Policy on the use of cryptographic controls. Policies on the use of cryptographic controls for protection of information should be developed and implemented.   Control includes Statement of general principles and management approach to the use of cryptographic controls Specifications based on a thorough risk assessment,  that considers appropriate  algorithm selections, key management and other core features of cryptographic implementations. Consideration of legal restrictions on technology deployments. Application, as appropriate, to data at rest and fixed-location devices, data transported by mobile/removable media and embedded in mobile devices, and data transmitted over communications links and specification of roles and responsibilities for implementation of and the monitoring of compliance with the policy key management.  Key management policies and processes should be implemented to support an organizations use of cryptographic techniques.   Control includes procedures for distributing, storing, archiving and changing/updating  keys recovering, revoking/destroying and dealing with compromised keys; and logging all transactions associated with keys. Security of the system files The main objective is to ensure the security of system files. Security requirements should be identified and agreed prior to the development or acquisition of information systems. Security requirements analysis and specification An analysis of the requirements for security controls should be carried out at the requirements analysis stage of each project. Control of operational  software. Procedures should be implemented  to control the installation of software on operational systems, to minimize the risk of interruptions in or corruption of information services.   Control includes: updating performed only with appropriate management authorization; updating performed only by appropriately trained personnel; only appropriately tested and certified software deployed to operational systems; appropriate change management and configuration control processes for all stages of updating; appropriate documentation of the nature of the change and the processes used to implement it; a rollback strategy in place, including retention of prior versions as a contingency measure; and Appropriate audit logs maintained to track changes. Access to system files (both executable programs and source code) and test data should be controlled. To ensure that system files  and sensitive data in testing environments  are protected against unauthorized access, and that  secure code management systems and processes are in place for configurations, software, and source code. Documented procedures and revision control systems should be utilized to control software implementation for both applications and operating systems. New York University described their approach in the presentation. Protection of system test data  Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ Test data should be selected carefully and appropriately logged, protected and controlled. Access control  for program source  code  Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ Access to program source code should be restricted.   Control includes: appropriate physical and technical safeguards for program source libraries, documentation, designs, specifications, verification and validation plans; and maintenance and copying of these materials subject to strict change management and other controls. Security in development and support processes This category aims to maintain the security of application system software and information. Change control procedures  The implementation of changes should be controlled by the use of formal change control procedures.   Control includes: a formal process of documentation, specification, testing, quality control and managed implementation; a risk assessment, analysis of actual and potential impacts of changes, and specification of any security controls required; a budgetary or other financial analysis to assess adequacy of resources; formal agreement to and approval of changes by appropriate management; and appropriate notification of all affected parties prior to implementation, on the nature, timing and likely impacts of the changes; Scheduling of changes to minimize the adverse impact on business processes. Information leakage Opportunities for information leakage should be appropriately minimized or prevented.   Control includes: risk assessment of the probable and possible mechanisms for information leakage, and consideration of appropriate countermeasures; regular monitoring of likely information leak mechanisms and sources; and End-user awareness and training on preventive strategies (e.g., to remove meta-data in transferred files). Application system managers should be responsible for controlling access to [development] project and support environments.   Formal change control processes should be applied, including technical reviews.   Packaged applications should ideally not be modified. Checks should be made for information leakage for example  via  covert channels and Trojans if these are a concern. A number of supervisory and monitoring controls are outlined for outsourced development. One of the security layers that can expose serious vulnerabilities is the application layer. Inventorying and securing all applications, software interfaces, or integration points that touch sensitive data is crucial in any organization that handles personal identity data, HIPAA, PCI, or any data that can lead to identifying confidential information. Unfortunately, this layer is subject to extensive variations and stretches across many technologies, human competencies, and organizational controls, practices, and standards. As such, it is difficult to secure and sustain, usually requiring departments to re-evaluate much of their software development, acquisition, and production control organization, staffing, and practices. Moreover, since applications are enhanced to adapt to changing business needs relatively often, even while the technology they depend on may also be changing, a consistent and routinized approach to maintaining their security must be adopted. Fortunately, there are many excellent resources to help organizations get started. a formal process of documentation, specification, testing, quality control and managed implementation; a risk assessment, analysis of actual and potential impacts of changes, and specification of any security controls required; a budgetary or other financial analysis to assess adequacy of resources; formal agreement to and approval of changes by appropriate management; and appropriate notification of all affected parties prior to implementation, on the nature, timing and likely impacts of the changes; scheduling of changes to minimize the adverse impact on business processes Technical vulnerablility Management Technical vulnerabilities in systems and applications should be controlled by monitoring for the announcement of relevant security vulnerabilities, and risk-assessing and applying relevant security patches promptly. To ensure that procedures are implemented to mitigate and/or patch technical vulnerabilities in systems and applications. Control of internal processing  Validation checks should be incorporated into applications to detect the corruption of of information through processing errors or deliberate acts.  Ã‚   Control includes: use of both automatic and manual methods of data verification and cross-checking, as appropriate; and defined responsibilities and processes for responding to detected errors. This category aims to reduce risks resulting from exploitation of published technical vulnerabilities. Control of technical vulnerabilities  Timely information about technical vulnerabilities of information systems used by the organization should be obtained, evaluated in terms of organizational exposure and risk, and appropriate countermeasures taken.   Control includes: A complete inventory of information assets sufficient to identify systems put at risk by a particular technical vulnerability; Procedures to allow timely response to identification of technical vulnerabilities that present a risk to any of the organizations information assets, including a timeline based on the level of risk; Defined roles and responsibilities for implementation of countermeasures and other mitigation procedures. Conclusion Sadly it is not a perfect world and when breaches of security do occur, for whatever reason, it is important to contain the result by reporting the incident and responding to it as quickly as possible. To whom should an incident be reported? What information will that person need to know? What precautions should one take to limit the organizations exposure to the security breach? It is essential that all staff know what comprises an information security incident and also a security weakness and to whom they report it. At the same time it is essential that all management know how to respond if they are on the escalation process for information security incident management reporting or escalation. It may be that there will be little or no time to organise a response to the incident, in which case the more thinking which has gone into the response procedure the better placed the organisation will be to deal with it. Documented and practices information security incident management procedures should be developed and practiced. Whilst information security incidents are not a desired outcome for any organisation, they must learn, and their staff must learn, from them to prevent them occurring again. A process of learning from such incidents by use of induction training, ongoing awareness training or other means should be undertaken and all staff, contractors and third parties should be undertaken. Remember that if the response is likely to include formal disciplinary action then the full process should be formally described and approved by the organisational management to remove the possibility of dispute after the event. If evidence is to be collected it should be done by competent staff and with due regard for rules of evidence for the jurisdiction.

Conflict Between Therapeutic and Forensic Roles of Psychologists Essay

Abstract The Ethical Principles and Code of Conduct, published by the American Psychological Association are the standard guidelines for all Psychologists. Forensic Psychologists are also informed by Specialty Guidelines for Forensic Psychologist. Psychologists practicing forensic psychology can use these two documents to help clarify ethical questions. This paper will focus on role conflicts specifically in the area of Sex Offender Management and the ethical conflicts that may arise as a result and how to best handle this situation when faced with it. When an individual chooses to practice psychology within the legal system, they must be aware that this can at any point in their career lead to ethical conflicts. Just the possibility alone of ethical dilemmas, are or should be a concern for forensic psychologists. -------------------------------- In reading the article: Expert Opinion Revisiting the â€Å"Irreconcilable conflict between Therapeutic and Forensic Roles Implications for sex offender specialists† Christmas Covell, Ph.D & Jennifer Wheeler, Ph.D; I found that I was in complete agreement with the authors. I believe that it is extremely important for a forensic psychologist or forensic psychiatrist to determine their role in the beginning. When the professional determines and agrees to their role upfront, life in this filed may possibly be a little easier. It is never in my opinion a good idea to conduct both therapy and assessments on the same person. Especially when working with the sex offender population. When you attempt to have a dual role in providing both therapy and assessment more harm is done than good. According to Greenburg and Schuman (1997) †dual roles have the potential to intentionally or ... ...rensic and the therapeutic evaluators to ask themselves â€Å"Do I (or will I foreseeably) have another role with the individual being evaluated that might impair my clinical judgement and/or therapeutic alliance? Do I (or will I forseealby) have another role with the individual being evaluated, which might impair my objectivity and/or my credibility†? At the end of the day the most important fact to remember is that both parties share a common goal. That goal is to prevent sex offenders from reoffending and prevent most importantly in my opinion future victims. Reference The Portable Ethicist for Mental Health Professionals: A Complete Guide to Responsible Practice, Expert Opinion Revisiting the â€Å"Irreconcilable conflict between Therapeutic and Forensic Roles Implications for sex offender specialists† Christmas Covell, Ph.D & Jennifer Wheeler, Ph.D;

Relative Reactivity of Anilines :: essays research papers

Relative Reactivity of Anilines Abstract: Various Anilines were tested with Br2/HBr solution, the products were crystallized and melting points attained to verify relative reactivity. My assignment, 2,4-Dibromoanisol, was prepared in a yield of 52% with a melting point of 55-58 C . Reaction: Mechanism: Procedure: Anisole (0.35mL, 0.0378mol) was obtained and placed in a pre-weighed 25 mL round bottom flask, along with 2.5 mL of glacial acetic acid and a magnetic stir bar. Then the reaction apparatus was assembled, the dry tube was charged with conc. sodium bi sulfate, the 25 mL round bottom was attached to the apparatus, and 5 mL of Br2/HBr mixture was obtained and placed in the round bottom. The reaction took place for 20 minutes. An orange liquid was obtained and placed in a 125 mL Erlenmeyer flask along with 25 mL of water and 2.5 mL of conc. Sodium bisulfate soln. The solution was then placed in an ice bath to precipitate and then the solid product was filter in a Buchner funnel. These crystals were then re-dissolved minimum amount of hot solvent (heptane) and recrystallized. Once a dry product was obtained, a melting point was established (2,4-Dibromoanisol mp 55-58 C) and percent yield was established (52%). Results: Through a melting point reading, it was determined that the product obtained was 2,4-Dibromoanisol mp 55-58 C. The products obtained by my partners, were determined to be: (p-bromoacetanilide mp 160-165 C) and (2,4,6 tribromoaniline, mp of 108-110 C) respectively. Discussion and Conclusions: Interpreting these results have concluded that relative reactivity of these three anilines in order of most reactive to least reactive go; Aniline > Anisole > Acetanilide. Aniline, has an NH2 , the most active substituent , and adds to any ortho/para position available on the ring. This data is confirmed with the product obtained, (2,4,6 tribromoaniline, mp of 108-110 C). As for anisole, it has a strongly activating group attached, OMe an alkoxy group, and it added in two of the three available spots, both ortho. The results conclude: (2,4-Dibromoanisol mp 55-58 C ). Acetanilide has a strong activating group attached, acylamino group, but this group is large and the ortho positions are somewhat hindered so the majority of the product obtained added at the para position, results conclude: (p-bromoacetanilide mp 160-165 C). Since all the substituents attached to the aromatic rings were activators the only products able to be obtained were ortho/para products .

Cuban Missile Crisis :: essays research papers

The Cuban Missile Crisis was a time when tensions were running high in all parts of the world. Many nations were frightened that nuclear war would put everyone in misery. While â€Å"America was holding their breath as the possibility of nuclear world war grew greater and greater as the Soviet Union continued to supply Cuba with thermonuclear weapons† (http://www.britannica.com/eb/article?eu=28554&tocid=0).   Ã‚  Ã‚  Ã‚  Ã‚  In 1960, as conflicts arose between Cuba and the United States. During this time Soviet Union leader Nikita Khrushchev secretly began to supply Cuba with â€Å"missiles that could hit much of the eastern United States within a few minutes if launched from Cuba† (Leckie 957). This missiles could easily destroy all of the US’s national defense in under 17 Minutes. â€Å"Khrushchev built 42 secret missile sites† (Littell 492), and in 1962 the United States learned that the Soviet Union had begun missile shipments to Cuba by the U-2 spy planes that flew over the island. â€Å"The photos showed two types of missiles: medium-range ballistic missiles (MRBM) able to travel about 1100 nautical miles (about 2000 km, or 1300 mi) and intermediate-range ballistic missiles (IRBM) able to reach targets at a distance of about 2200 nautical miles (about 4100 km, or 2500 mi)† (http://www.britannica.com/eb/article?eu=28554&tocid=0). â€Å"Fear swept over the country and the American citizens supported their president in planning action.† (Bender 330). President John F Kennedy warned the soviets â€Å"the gravest issues would arise† if they were to place nuclear weapons in Cuba.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬ People all over the world feared this standoff would led to World War III and a nuclear disaster† (Littell 493). After carefully considering the alternatives of an immediate U.S. invasion of Cuba (or air strikes of the missile sites), a blockade of the island, President John F. Kennedy decided to place a naval â€Å"quarantine,† or blockade, on Cuba to prevent further Soviet shipments of missiles. President John F Kennedy also stated that missile strike launched from Cuba would be considered as an act of war by the Soviet Union. He also made it clear that an attack on the US would result in a direct retaliation on the Soviet Union. During this time, soviet ships bound for Cuba altered this way and began their way back to the Soviet Union.   Ã‚  Ã‚  Ã‚  Ã‚  On October 28, 1962 Khrushchev capitulated, informing Kennedy that work on the missile sites would be halted and that the missiles already in Cuba would be returned to the Soviet Union.

Analytical Paper The Departed Essay

The average trip to the theater will indulge the lesser senses, relaxing the mind while also discovering the storyline as the film progresses. When approaching a film with an analytical mindset it is important to have a deeper more developed thought process. Small details within a movie can prove to have extreme importance to the storyline sometimes having multiple meanings. While analytically watching the film The Departed it is apparent that the director Martin Scorsese uses an immense amount of symbolism along with character representation to develop the storyline. The use of animal clothing to represent the alpha male is a use of symbolism within the film that is a reoccurring. Another use of symbolism can be found in the shot of the Massachusetts State Building which entails the desire of a more lawful existence and the shot is also a reoccurring image throughout the film. The question of â€Å"what is loyalty† is a big idea that the director develops with the use of several characters along with meaningful dialogue. In Martin Scorsese’s The Departed the theme of loyalty is expressed along with the symbolism of the state building and animal clothing. In the film The Departed Matt Damon’s character Collin Sullivan infiltrates the Massachusetts State Police department as a detective who is secretly working as an informant for the Irish Mob lead by Frank Costello who is played by Jack Nicolson. Meanwhile Leonardo Dicaprio’s character Billy Costigan is placed in an undercover position within Frank Costello’s crime ring. The two informants are placed in a state of confusion as to their true identity when they become consumed with their double lives. The challenge of uncovering the identity of each other is introduced when both parties, the Police Department and the Irish Mob discover that there is a mole inside their units. Both characters reach a tragic end once their identity is reviled. Throughout the film The Departed the Irish Mob leader Frank Costello is viewed as a dominant character. This idea arises from the ruthlessness that Frank demonstrates in his criminal lifestyle. Committing multiple murders which were done in an extremely horrid manner gives supporting evidence of Frank’s dominance. Having multiple people operating under him shows that he is the leader in that he does not ask for respect he demands it. Like the lion, Frank is the king of his concrete jungle. He has a hand in every criminal occurrence and knows of everything going on in the community around him. If any person in the community rivals Frank in any way he eliminates the threat by any means, keeping him in the highest position of power. People seem to fear Frank for the threat of what he is capable of doing so if he is not respected or disobeyed in any way then severe consequences will result. Martin Scorsese takes certain scenes in which it is important for Frank to be feared and uses underlying symbolism to develop his ideas. â€Å"I’m not the cops I’m not asking†. The first scene in which animal clothing is used to show Frank dominant position is his first meeting with Billy Costigan. Frank talks down to Costigan in this scene exerting his dominance and at one point beating him repeatedly in his broken hand asking several times if Costigan is a cop. Frank uses certain dialogue to show his position of high power giving evidence that he is the king of his concrete jungle. Another scene in which Frank is shown wearing animal clothing is the scene in which Billy Costigan is meeting with Frank inside his condominium on the harbor. The true ruthlessness of Frank is yet again shown when he pulls the hand of a recently assassinated protestant man from a plastic bag. Frank then looks to Billy and says â€Å"a man can look at anything and make something out of it. For instance, I look at you and I think what can I use you for?† This entails that Frank does not truly care about Billy and that he is just another tool for Frank to use to achieve success. In this scene several responses occur, one is that Frank is a dominant tactician. An additional response comes through the symbolism of the animal clothing. This response is that Frank has an apparent disregard for human life. There is a moral obligation of people in a normal society to avoid harming one another. In the animal kingdom survival of the fittest is the law in which the animals abide by throughout daily life. Frank defies the normality of typical humans in that he has no moral obligations to take care of anyone. He eliminates anyone who interferes with his business or anyone who stands between him and accomplishing his goals. Like the lion Frank understands that if killing is the only option to keep him alive or out of jail then he will go to any end to preserve his way of life and better himself. He does what it takes to survive living life with a ruthless strong animal like persona. This idea is clearly represented throughout The Departed in which Martin Scorsese uses the symbolism of animal clothing to revel Frank’s true ruthlessness and attitude towards humans. Frank gives reason to believe that a person is only as good as what they can do for him. He is constantly setting people up to take falls for his crimes disregarding their lives family and friends. Frank’s complete disregard for the sanctity of life shows that he is a true animal in which Martin Scorsese portrays perfectly in The Departed. Without the aid of small symbolism within The Departed it would be much harder to distinguish characters true identity and intentions. The true intentions of Collin Sullivan or Detective Sullivan are most prevalent in the instances in which he is engulfed and mesmerized by the shots of the Massachusetts State Building. Collin desires to escape his criminal lifestyle by achieving success as a lawyer. He also desires to be a high-class citizen and to make something of himself unlike his father. Whenever placed in situations of trouble a shot of the Massachusetts State Building is shown it is evident that this is another use of symbolism by director Martin Scorsese. During the opening scenes of The Departed it is shown through the director’s choice of shot along with meaningful dialogue that Collin Sullivan desires to achieve greatness outside of the criminal realm. While sitting on a park bench Barrigan, Sullivan’s coworker says to Sullivan as he gazes in awe at the sight of the State Building â€Å"What are you looking at? Forget it. Your father was a janitor, and his son’s only a cop†. This first scene of the State Building opens a door to view Collin’s internal desire to have a more distinguished lawful existence rather than that of a rat lacking honor and integrity. As the film progresses it is shown through Collin’s dialogue that he is attending law school showing that he has ambitions to someday become a lawyer or politician leaving his current position which lacks honor behind. While being shown an apartment Collin is once again caught in a trance peering through his soon to be apartment window at the State Building. The realtor then makes the remarks â€Å"You move in your upper class by Tuesday†. This once again exemplifies the desires of Collin to become a person of class or someone who is respected and held in high regards by others. In the concluding scenes after the films climax which included the deaths of Costello, Costigan, and Queenan Sullivan enters his apartment to find Detective Dignam waiting to assassinate him. As Sullivan falls to the apartment floor the ever-present symbolism of the State Building is shown again. While Sullivan’s life ended in a tragic manner it is evident through the symbolism that he desired and could have achieved a lawful existence. If placed in a different environment at a young age Collin could have possibly become a great law enforcement official rather than a criminal.

Human Resource Development Essay

In both definitions we see that learning was in some form mentioned as being part of human resource development, and from further understanding of HRD we see that learning is important in all aspects of HRD efforts. According to the text Human Resource Management by Jon M. Werner and Randy L. DeSimone they defined learning a relatively permanent change in behavior, cognition, or affect that occurs as a result of one’s interaction with the environment. There are three basic principles of learning contiguity, the law of effect and practice. Practice is stated to be repeating the event with the hope that it will increase the strength of what is being taught. For example in any sporting area practice is needed to strengthen the players and so to in the business environment. In understanding how practice works in order to maximize learning we look at the primary area of the training design under the categories of conditions of practice and retention of what is learned. There are at least six issues that relate to practice and learning they are; active practice, massed versus spaced practice sessions, whole versus part learning, overlearning ,knowledge of result and task sequences. From the six issues the three that I would considers using are; Active practice proposes that the individual who is being taught should be given the opportunity to repeatedly perform the task or use the knowledge being learned. For example surgeons, rescue squad, pilots, just to name a few should be given avenues to practice hat they learned. Same goes for training the mechanics to install the automobile air-conditioners using the new installation procedures, if the mechanics are allowed to practice the theory that was taught it would leave room for better understanding of what is required of them and result in better outcomes on the jobs confirming , that the new procedures was learnt. Massed versus spaced practice involve whether the training should be conducted in one session or divided into segments separated by a period of time. Studies have shown that spaced practice sessions lead to better performance and longer retention but are more effect for difficult and complex tasks, however the task at hand isn’t difficult and can be taught in one session. Overlearning is practice beyond the point at which the material or task is mastered. This is another condition in which the trainers can implement when training the mechanics to install the air conditioners using the new procedures, giving the mechanics enough opportunities to keep practicing the task will soon become simple The goal goes beyond the trainee learning the task or material but also retaining it. There are three additional issues that influence retention; these are the meaningfulness of the material, the degree of original learning and interference. The more meaningful and factual the information is the easier it is learned and remembered and since the new procedure is important for the installation of the air conditioners the mechanics would seek more interest and retain the information effectively , as they would see it fit to keep their jobs and acquire more customers. Secondly for the mechanics to continually retain the information being learned there should be little or no interference or it should be taken into consideration when training. This meaning that sometimes the knowledge of the old procedure might affect the way the mechanics learn the new procedure also if new steps are added while installing the air conditioner in a different vehicle it can cause confusion in the learning process. The case of the new Employee Assistant Programme Act, since it is an act where information may be presented in a document and the managers can always refer to it when needed, I would suggest using the conditions of active practice. This being the Employees Assistance Programme Act would be something that they would have to implement everyday so it would certainly give the managers the opportunity to perform the task and use the knowledge being used. Also because there is no real step by step process of implementing the act then the conditions of a massed practice session can be put in place, for example a meeting can be held where all managers are taught and given an explanation of the act and why it is necessary, as well as the document of the act where they can refer to when needed. By giving an explanation and ensure the managers what is the purpose and the reason for the Employee Assistant Programme Act , it leaves room for better retention since they are aware of the meaningfulness of they are being taught. Also distinguishing the difference from similar acts can reduce the interference of confusion and misunderstands. In conclusion if the these conditions and retentions are used in the training design both the employees and the managers can experience maximum learning and show that in order to learn practice is required. Read more: http://www. businessdictionary. com/definition/human-resource-development-HRD. html#ixzz2MgJJc071

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. 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