Telecommunications Industry Overview

Telecommunications Industry Overview Telecom Sector Global Perspective Components and factors responsible behind the growth of telecommunications industry Two major factors responsible for the growth of telecommunications industry are use of modern technology and market competition. One of the products of modern technologies is optical fibers, which are being used as a medium of data transmission instead of using coaxial or twisted pair cables. Optical fibers can carry a high volume of data and are easier to maintain and install. Use of communication satellites makes this telecommunications industry a booming industry. The use of mobile network has a crucial role behind the growth of an improved telecommunications industry. Leading companies are showing their interest to invest in this telecommunications industry. Telecommunications industry is going to be a digitized one. Use of ISDN (Inter Services Digital Network) makes this telecommunication industry a total digitalized system and eventually enhanced the speed and quality of digital communication. Economical aspect of telecommunication industry World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. Present market scenario of world telecom industry Over the last couple of years, world telecommunication industry has been consolidating by allowing private organizations the opportunities to run their businesses with this industry. The Government monopolies are now being privatized and consequently competition is developing. Among all, the domestic and small business markets are the hardest. Market potentiality of world telecommunication industry The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like ATT, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. Top Global Telecom Players NAME ABOUT THE COMPANY SUBSCRIBERS in millions (09) REVENUE (in US billion$) China Mobile State owned Company, one of the 2 mobile phone monopolies in China Over 508 16.115 Vodafone Group Britains largest Telecom operator Over 427 68.32 Telefà ³nica, S.A. Multinational Company with stakes in Spain, Latin America Europa. Owns the O2 Brand Over 210 72.13 Amà ©rica Mà ³vil Mexican Operator. Controlled by the worlds richest man Carlos Slim Over 201 30.2 Telenor Group The company has a strong footprint in Central and Eastern Europe and Asia with over 40,000 employees. Over 172 15.73 Deutsche Telekom AG German telecom Company. Also owns t-mobile. Over 150 82.13 China Unicom China Unicom (BVI) Limited effectively holds 40.92% of the company and China Netcom Group (BVI) Limited holds 29.49%, while the remainder is traded on the Shanghai, Hong Kong and the New York stock exchanges. Both majority shareholders are state controlled enterprises. Over 186 14.62 TeliaSonera AB Offer services in 20 markets in the Nordic and Baltic countries, the emerging markets of Eurasia, including Russia and Turkey, and in Spain. Over 150 15.04 France Tà ©là ©com S.A. It is the main telecommunication company in France, the third largest in Europe. It currently employs about 180,000 people worldwide. Over 193 68.08 Bharti Airtel One of Asias leading integrated telecom services providers with operations in 19 countries across Asia and Africa. Zain is the new acquisition. Over 124 7.254 Mergers Acquisition Mergers and acquisitions (MA) and corporate restructuring are a big part of the corporate finance world. Every day, Wall Street investment bankers arrange MA transactions, which bring separate companies together to form larger ones. When theyre not creating big companies from smaller ones, corporate finance deals do the reverse and break up companies through spinoffs, carve-outs or tracking stocks. Not surprisingly, these actions often make the news. Deals can be worth hundreds of millions, or even billions, of dollars. They can dictate the fortunes of the companies involved for years to come. For a CEO, leading an MA can represent the highlight of a whole career. And it is no wonder we hear about so many of these transactions; they happen all the time. Next time you flip open the newspapers business section, odds are good that at least one headline will announce some kind of MA transaction. Sure, MA deals grab headlines, but what does this all mean to investors? To answer this quest ion, this tutorial discusses the forces that drive companies to buy or merge with others, or to split-off or sell parts of their own businesses. Once you know the different ways in which these deals are executed, youll have a better idea of whether you should cheer or weep when a company you own buys another company or is bought by one. You will also be aware of the tax consequences for companies and for investors. Defining MA One plus one makes three: this equation is the special alchemy of a merger or an acquisition. The key principle behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies at least, thats the reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Strong companies will act to buy other companies to create a more competitive, cost-efficient company. The companies will come together hoping to gain a greater market share or to achieve greater efficiency. Because of these potential benefits, target companies will often agree to be purchased when they know they cannot survive alone. Distinction between Mergers and Acquisitions Although they are often uttered in the same breath and used as though they were synonymous, the terms merger and acquisition mean slightly different things. When one company takes over another and clearly established itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer swallows the business and the buyers stock continues to be traded. In the pure sense of the term, a merger happens when two firms, often of about the same size, agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a merger of equals. Both companies stocks are surrendered and new company stock is issued in its place. For example, both Daimler-Benz and Chrysler ceased to exist when the two firms merged, and a new company, DaimlerChrysler, was created. In practice, however, actual mergers of equals dont happen very often. Usually, one company wil l buy another and, as part of the deals terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if its technically an acquisition. Being bought out often carries negative connotations, therefore, by describing the deal as a merger, deal makers and top managers try to make the takeover more palatable. A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly that is, when the target company does not want to be purchased it is always regarded as an acquisition. Whether a purchase is considered a merger or an acquisition really depends on whether the purchase is friendly or hostile and how it is announced. In other words, the real difference lies in how the purchase is communicated to and received by the target companys board of directors, employees and shareholders. The Deal Start with an Offer When the CEO and top managers of a company decide that they want to do a merger or acquisition, they start with a tender offer. The process typically begins with the acquiring company carefully and discreetly buying up shares in the target company, or building a position. Once the acquiring company starts to purchase shares in the open market, it is restricted to buying 5% of the total outstanding shares before it must file with the SEC. In the filing, the company must formally declare how many shares it owns and whether it intends to buy the company or keep the shares purely as an investment. Working with financial advisors and investment bankers, the acquiring company will arrive at an overall price that its willing to pay for its target in cash, shares or both. The tender offer is then frequently advertised in the business press, stating the offer price and the deadline by which the shareholders in the target company must accept (or reject) it. The Targets Response Once the tender offer has been made, the target company can do one of several things: Accept the Terms of the Offer If the target firms top managers and shareholders are happy with the terms of the transaction, they will go ahead with the deal. Attempt to Negotiate The tender offer price may not be high enough for the target companys shareholders to accept, or the specific terms of the deal may not be attractive. In a merger, there may be much at stake for the management of the target their jobs, in particular. If theyre not satisfied with the terms laid out in the tender offer, the targets management may try to work out more agreeable terms that let them keep their jobs or, even better, send them off with a nice, big compensation package. Not surprisingly, highly sought-after target companies that are the object of several bidders will have greater latitude for negotiation. Furthermore, managers have more negotiating power if they can show that they are crucial to the mergers future success. Execute a Poison Pill or Some Other Hostile Takeover Defense- A poison pill scheme can be triggered by a target company when a hostile suitor acquires a predetermined percentage of company stock. To execute its defense, the target company grants all shareholders except the acquiring company options to buy additional stock at a dramatic discount. This dilutes the acquiring companys share and intercepts its control of the company. Find a White Knight As an alternative, the target companys management may seek out a friendlier potential acquiring company, or white knight. If a white knight is found, it will offer an equal or higher price for the shares than the hostile bidder. Mergers and acquisitions can face scrutiny from regulatory bodies. For example, if the two biggest long-distance companies in the U.S., ATT and Sprint, wanted to merge, the deal would require approval from the Federal Communications Commission (FCC). The FCC would probably regard a merger of the two giants as the creation of a monopoly or, at the very least, a threat to competition in the industry. Closing the Deal Finally, once the target company agrees to the tender offer and regulatory requirements are met, the merger deal will be executed by means of some transaction. In a merger in which one company buys another, the acquiring company will pay for the target companys shares with cash, stock or both. A cash-for-stock transaction is fairly straightforward: target company shareholders receive a cash payment for each share purchased. This transaction is treated as a taxable sale of the shares of the target company. If the transaction is made with stock instead of cash, then its not taxable. There is simply an exchange of share certificates. The desire to steer clear of the tax man explains why so many MA deals are carried out as stock-for-stock transactions. When a company is purchased with stock, new shares from the acquiring companys stock are issued directly to the target companys shareholders, or the new shares are sent to a broker who manages them for target company shareholders. The shar eholders of the target company are only taxed when they sell their new shares. When the deal is closed, investors usually receive a new stock in their portfolios the acquiring companys expanded stock. Sometimes investors will get new stock identifying a new corporate entity that is created by the MA deal. Why They Can Fail Its no secret that plenty of mergers dont work. Those who advocate mergers will argue that the merger will cut costs or boost revenues by more than enough to justify the price premium. It can sound so simple: just combine computer systems, merge a few departments, use sheer size to force down the price of supplies and the merged giant should be more profitable than its parts. In theory, 1+1 = 3 sounds great, but in practice, things can go awry. Historical trends show that roughly two thirds of big mergers will disappoint on their own terms, which means they will lose value on the stock market. The motivations that drive mergers can be flawed and efficiencies from economies of scale may prove elusive. In many cases, the problems associated with trying to make merged companies work are all too concrete. Flawed Intentions For starters, a booming stock market encourages mergers, which can spell trouble. Deals done with highly rated stock as currency are easy and cheap, but the strategic thinking behind them may be easy and cheap too. Also, mergers are often attempt to imitate: somebody else has done a big merger, which prompts other top executives to follow suit. A merger may often have more to do with glory-seeking than business strategy. The executive ego, which is boosted by buying the competition, is a major force in MA, especially when combined with the influences from the bankers, lawyers and other assorted advisers who can earn big fees from clients engaged in mergers. Most CEOs get to where they are because they want to be the biggest and the best, and many top executives get a big bonus for merger deals, no matter what happens to the share price later. On the other side of the coin, mergers can be driven by generalized fear. Globalization, the arrival of new technological developments or a fas t-changing economic landscape that makes the outlook uncertain are all factors that can create a strong incentive for defensive mergers. Sometimes the management team feels they have no choice and must acquire a rival before being acquired. The idea is that only big players will survive a more competitive world. The Obstacles to making it Work Coping with a merger can make top managers spread their time too thinly and neglect their core business, spelling doom. Too often, potential difficulties seem trivial to managers caught up in the thrill of the big deal. The chances for success are further hampered if the corporate cultures of the companies are very different. When a company is acquired, the decision is typically based on product or market synergies, but cultural differences are often ignored. Its a mistake to assume that personnel issues are easily overcome. For example, employees at a target company might be accustomed to easy access to top management, flexible work schedules or even a relaxed dress code. These aspects of a working environment may not seem significant, but if new management removes them, the result can be resentment and shrinking productivity. More insight into the failure of mergers is found in the highly acclaimed study from McKinsey, a global consultancy. The study concludes that companies often focus too intently on cutting costs following mergers, while revenues, and ultimately, profits, suffer. Merging companies can focus on integration and cost-cutting so much that they neglect day-to-day business, thereby prompting nervous customers to flee. This loss of revenue momentum is one reason so many mergers fail to create value for shareholders. But remember, not all mergers fail. Size and global reach can be advantageous, and strong managers can often squeeze greater efficiency out of badly run rivals. Nevertheless, the promises made by deal makers demand the careful scrutiny of investors. The success of mergers depends on how realistic the deal makers are and how well they can integrate two companies while maintaining day-to-day operations. Conclusion One size doesnt fit all. Many companies find that the best way to get ahead is to expand ownership boundaries through mergers and acquisitions. For others, separating the public ownership of a subsidiary or business segment offers more advantages. At least in theory, mergers create synergies and economies of scale, expanding operations and cutting costs. Investors can take comfort in the idea that a merger will deliver enhanced market power. By contrast, de-merged companies often enjoy improved operating performance thanks to redesigned management incentives. Additional capital can fund growth organically or through acquisition. Meanwhile, investors benefit from the improved information flow from de-merged companies. MA comes in all shapes and sizes, and investors need to consider the complex issues involved in MA. The most beneficial form of equity structure involves a complete analysis of the costs and benefits associated with the deals. Telecom Sector Overview INDIA Sub Base: 635.51 mn second largest market Wireless Penetration: 53.77% lowest in the world HHI Index: very high one of the most competitive market Prepaid Base: 96% one of the highest in the world Usage per sub per month: Minutes: 480 one of the highest ARPU: US$ 4.6 one of the lowest Rate per minute: US$ 0.01 one of the lowest in the world VAS:-11.6% One of the lowest Wireless Market Structure Subscriber Trends Customer Market Share (CMS) About Bharti Airtel BhartiAirtel, a leading mobile service provider in India is Bharti Enterprises flagship company. According to Forbes Global 2000 list, BhartiAirtel, Indias pioneering private telecommunication service provider is ranked no. 826. This integrated telecom service provider operates three strategic business units covering 23 telecommunication circles. These 3 strategic businesses are mobile business, enterprise business, and Airteltelemedia business. Their mobile business comprising fixed wireless and mobile services is spread over 23 telecom circles, whereas their Airteltelemedia business provides telephone and broadband services to clients in 94 cities. International and domestic long distance services and end to end telecommunication solution for companies are included in Airtel enterprise business. Brief history BhartiAirtel was established as Bharti Tele-Ventures Limited in 1985. This telecommunication company is a joint stock holding enterprise headquartered in New Delhi. BhartiAirtel, commonly called Airtel is among largest mobile service operator with a subscriber base of nearly 75 million. Airtel has a submarine cable landing station in Chennai connecting this South Indian city to Singapore. Products and services Services offered by BhartiAirtel can be classified into the following: Mobile services Based on number of customers BhartiAirtel is largest mobile service operator in India. This company offers mobile services based on GSM technology. For convenience of its customers BhartiAirtel has both pre- paid and post-paid facilities. Enterprise business BhartiAirtel provides integrated services comprising mobile, telephone, broadband, data and connectivity services internationally as well as nationally for small, medium and large scale enterprises. Its carrier service provides network connectivity through optic fiber over a distance of more than 35,000 km. BhartiAirtel is a member of South East Asia Middle East Western Europe 4 consortiums which include 15 global telecommunication service providers. AirtelTelemedia Services This Company offers high speed broadband services through landlines in 94 cities. Financials BhartiAirtel till March 2008 had assets worth US $6.61 billion. During period between April 2007 March 2008, it achieved sales amounting to US $6.61 billion and profits of US $0.94 billion. Awards and recognition BhartiAirtel was adjudged Best Carrier India at 2008 Telecom Asia. It was recognized as Best Cellular Service Provider and Best Broadband Service Provider at VD 100 awards for 2008. In 2007, BhartiAirtel won Business Leadership Award from NDTV Profit. BHARTI AIRTELS ROADMAP The management of BhartiAirtel Ltd is led by ManojKohli who planned to introduce affordability and high usage in its African portfolio which is currently a high price environment (with tariffs in some markets as high as Europe/US according to Bharti). Some of the key points about replicating Indian Wireless business model in Africa that are in favor of Airtel are, Bhartis 15-country portfolio has a population is 459m as of June 2010. Share of population living in urban areas in Africa is ~40% according to Bharti and expected to grow to 40%. This compares to 30% of Indias population living in urban areas. The youth population in Africa accounts for a fourth of the global youth and had a median age of 17-18 years. The working population is estimated to be higher than that in China and the middle class is 400m people, expected to growth to 500m. GDP growth in 27 economies in Africa is 5%+. BhartiAirtel stressed that governments had received Bharti well in Africa and that some officials stated that Bhartis plans are in-line with their own. Current Wireless penetration adjusting for Multiple SIMs is around 24%. Operators have 20MHz of 2G spectrum and 10MHz of 3G (those who do) which Bharti stated implies little room for more competitors. COMPANIES OF BHARTI ENTERPRISES BhartiAirtel: BhartiAirtel is Indias leading provider of telecommunications services. The company provides GSM mobile services across India in 23 telecom circles and broadband telephone services in 90 cities. Bharti Teletech Ltd.: Bharti TeleTech manufactures and exports world-class telecom equipment under the brand Beetel. It is the only Indian telephone company to be present in 30 countries mapping 5 continents. The companys product range include Basic Telephones, Caller ID Phones, Caller ID Boxes, Cordless Phones, 2.4 GHz Digital Cordless Phones, DECT 1.8 GHz Phones, and Set Top Boxes. Telecom Seychelles Ltd: Telecom Seychelles Ltd provides comprehensive telecom services including GSM Cellular, PSTN (Fixed Lines), Fax and Data, International Roaming, connectivity to Internet Services, Maritime Telecom Services (INMARSAT) and International Collect and Credit Card calling, in Seychelles, under the brand Airtel. BhartiTelesoft Ltd: BhartiTelesoft Ltd provides value added services and solutions to wireless and wireline carriers worldwide. BhartiTelesoft Ltd ha deployed products and solutions in 25 countries to over 100 network, and has a customer base of 150 million across 5 continents. TeleTech Services (India) Ltd: TeleTech Services (India) Ltd is a joint venture between TeleTech Holdings, Inc., worlds leading full-service provider of business process outsourcing and Bharti TeleTech Ltd. The company offers offer the entire spectrum of front-to-back-office business processes ranging from voice and non-voice customer support, back office administration (including credit and collections, account maintenance, application processing, claims processing, asset management, document management etc.), sales and marketing (including database marketing, marketing support, web sales and marketing etc.) to global customers. FieldFresh Foods Pvt Ltd: FieldFresh Foods (P) Ltd is an equal partnership venture between Bharti Enterprises and ELRo Holdings India Ltd, an investment company of the Rothschild family. The company provides premium quality fresh produce to the markets worldwide and promotes world class standards for agricultural practices, progressive farming techniques identification and adoption of appropriate technologies. Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd. is a 100% subsidiary of Bharti Enterprises. Bharti Retail is planning to launch its retail outlets in multiple consumer friendly formats in several cities across India African Telecom Sector It is one of the best penetrating opportunities for the global telecom players is the telecom market in Africa. In Asia, Europe, North America, the telecom sector is approaching a saturation point. The growth in these areas will be comparatively slower. The companies always look for the maximization of profit, whether it may be through cutting down of cost or increasing the sales. If the market reaches a saturation point then there is no opportunity to increase the sale. And if the company cannot decrease the cost then it will try either to diversify or to expand its grip in the global market. If the areas like North America, Asia and Europe are already in a saturation point then the next growing market for the global player will be Africa continent. Some of the major players in the telecom sectors of Africa are MTN, Zain, Vodacom, STC etc. Since the processes of liberalization and privatization have been taken into consideration by African countries such as Uganda, Tanzania, Nigeria, The Sudan, South Africa and Kenya, their telecommunication infrastructures have improved drastically. Many African governments have developed their telecommunication infrastructure by privatizing their former state-owned enterprises. So these open up the stage for global players to perform in it. Africa has become the fastest growing mobile-network market during last five years. The mobile user base has increased to more than 82 million in Africa. A survey by Ernst Young shows that between 2002-07, the industry grew by 49.3 percent as opposed to Asia which recorded a 27.4 percent growth. This reports estimate growth of the industry almost doubles that of Brazil which stood at 28 percent in the same period and is almost seven times the growth of France which grew at 7.5 percent over the same time. Even there was a report by The World Bank in which it mentioned that Afro-nations like Kenya have 95% of mobile network penetration and coverage gap of only 5%. Thus making it an attractive market to lure some of the major player from the world. Lets think a bit over this scenario. Why the Afro mobile market is developing so late and faster than any area that used to be at the same period of time. In 2004, only 6% of the African citizen owned mobile. The supply side was much higher than the demand side. And the prices dropped, but made the African mobile network market a huge potential market for the global players. They produced low cost and user-friendly phones and network plans to attract more and more customer so that the company can increase its customer base. But there some other criteria or which we also call as external environment of a company which affects a company to operate in that area. The Law of Land also affects the company to design its operation in a country. They may be the tax-policy, the FDI policy of the government, the policy regarding and regulating the telecom sectors etc. Because of these regulations, there are many Afro-nations like South Africa which hold a huge potential market. In South Africa, there are only three players in telecom network market. The heavy tax burden on both the operator and consumer is the major challenge for the industry, with an average taxation on the operators profits standing at 30%. For example, in Kenya, people pay tax of 26% on mobile communication and the operator pay the remaining 4%. The total tax paid is 30%. But still the government of these nations opines that the industry is highly profitable, despite of the fact that return on investment could be delayed due to poor infrastructure. The Afro-nation doesnt have the apt infrastructure or the geographical hindrances as well as the population is scattered. The main problem lies with the electric infrastructure. The company has to keep more than 2000 standby generators because of frequent power failure. On of the company operating in Kenya, Safaricom spends over KShs 171 million on diesels due to lack of power supply. This makes the cost of investment much high in comparison to the other area. The operating cost of the company is high in this area because of frequent power cut and even the tax rate is also high, thus bringing down the profit of the company. But it may be the future scenario of these countries which lures the global players. The company may sustain the loss in the short-run but it may earn profit in the long-run. Because the economy of Afro-nations are growing at a remarkable rate and the infrastructure are also gradually increasing. So it may in the long-run be aptly developed so as to favor the network industry. Moreover this is the entry level of the network sector in Africa as it is developing but once it get saturated the threat to entrants decreases because if they enter in to the segment, they will not find any extras to lure the customers. African Wireless Market Customer base: 36.36 Mn Perfomance Indicators: Revenue: 9,583 Mn EBITDA: 2,635 Mn Prepaid Base: 99.3% à ¯Ã†â€™Ã‚  one of the highest in the world Usage per sub per month: 103 Minutes à ¯Ã†â€™Ã‚  one of the lowest ARPU: ~US$ 7.4 à ¯Ã†â€™Ã‚  one of the competitive market Rate per minute: ~US ¢ 7.2 à ¯Ã†â€™Ã‚  one of the highest in the world VAS: ~7.9% à ¯Ã†â€™Ã‚  one of the lowest Emerging Market Characteristics in India Africa: Source: Airtel Investor Presentation Aug 2010 About Zain Zain is a Kuwait based company started under the name of Mobile Telecommunication Company (MTC) in 1983 and was later rebranded to ZAIN in 2007. Zain has present operation in 25 countries covering 17 countries in Africa and 8 countries in Middle-East, with a estimated workforce of 15000. As on February 2010, about 60% of the Zain customers are in Africa contributing only 15% to the net profit of Zain. Zain has a total of 65 million customers. Out of which 39 million customers are from Africa. The eight countries in Middle-East where Zain has it Operation are Bahrain, Iraq, Jordan, Kuwait, Saudi Arab, Lebanon, Palestine and Sudan, It has its operation in Lebanon under the brand name of MTC TOUCH. The seventeen countries which comprises of the members of the Zains Operative family in Africa are Burkina Faso, Chad, Democratic Republic of Congo, Republic of Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Sierra Leona, Tanzania, Uganda, Zambia and Morocco. Mr. Nabeel Bin S alamah is the CEO of the Zain Groups and Mr. Barak Al-Sabeeh is the chairman of the board of Director of the company. FINANCIAL FIGURES OF ZAIN Revenue : US$ 7.441 Billion Net Income :US$ 1.196 Billion Overview 4th largest mobile operator in the world in terms of geographic footprint, with a commercial presence in 23 countries 580 Million+ people under l

Jonathan Livingston Seagull Essay

â€Å"Never try to be better than anyone else†¦but always try to be the best you can be. The gulls who scorn perfection for the sake of travel go nowhere slowly. Those who put aside travel for the sake of perfection go anywhere instantly. † Elder gull Chiang to Jonathan Livingston Seagull on the need to be our best. And he is a seagull, so it must be true. (Bach, 1970) â€Å"Seagulls, as you know, never falter, never stall. To stall in the air is for them disgrace and it is dishonor. † (Bach, 1970). Similarly policemen should not never shirk their duties and never fail to uphold their code of honor because in doing so they dishonor, not only themselves but also the whole police department. â€Å"†¦ for his reckless irresponsibility† the solemn voice intoned, â€Å"violating the dignity and tradition of the Gull Family†¦ † (Bach, 1970) A policeman must never indulge in irresponsible and reckless behavior as it violates the integrity and honor of the whole police department. â€Å"Life is the unknown and the unknowable, except that we are put into this world to eat, to stay alive as long as we possibly can. † (Bach, 1970) Life in the criminal world is also unknown as a policeman can never know for sure what crime he might have to go prevent or remedy. He is put in place to protect his fellow human beings and that alone is his purpose. in doing that he must put his life at stake, even though he may have a family back home. Duty comes above all. However, if he sees any discrepancy in the department he is working for, he should honor the code of humanity and stand up against it. He must not be afraid to take risks for the betterment of his department and for the protection of the people. For the general good he must take a stand against injustice, just the way Jonathan Livingston Seagull did. He must not follow the discrimination practiced by the flock’s but instead be open to new and innovative ideas to fight crime. Much of the popularity of Richard Bach’s Jonathan Livingston Seagull in the early 1970s surely lay in the spiritualization of sheer technique, as the gull, training for faster, more perfect flight, transcended his physical limits and became immortal. On a more banal plane there is some parallel in the distinctively American use of terms like â€Å"goals† and â€Å"personal objectives. † â€Å"I have set new goals for myself† often refers to quite material and short-run plans, but it has the headiness of moral purpose. Here, as in the presidential rhetoric, ideas of vigor and effectiveness are strongly bound up with motion: the achieving individual, like the nation, needs a shining locomotive to pull himself on. Bach’s book is a kind of fable and the highest-ranking American work of fiction on the list, is anything but a violent suspense. Exiled from his flock for daring to fly for the joy of it, rather than following the dignified Gull family tradition, Jonathan discovers that his purpose in life is to help others find perfection. Nativistic returns to nature and the â€Å"greening of America† phenomenon lured the cultured to an asylum outside the culture. The dead weight of technology was dragging spirits that sought to soar into more elevated and ethereal zones. Reductionist theories of human nature harnessed to behavioral-analysis techniques sapped what little life remained in that generation which had suffered the loss of â€Å"autonomous self. † The search for transcendence drove that generation to seek a god within, and the â€Å"Jonathan Livingston Seagull sub society† was born. (Watson, 1983) The book is the real essence of the spirit of internal motivation. The human spirit, like Jonathan Livingston Seagull, can soar. The inspiring story of the courage and persistence of a seagull can be translated into real life. Suppose Jonathan Livingston Seagull smartly runs a pattern of the following shape: ‘Duties of beneficence are not owed to all persons equally, but only to those near and dear. ‘ In answer to the first objection, it matters not at all that Jonathan is an Italian seagull: we will do better to interpret these marks with English semantics. (This is, after all, pretty lousy Italian. ) In answer to the second objection, we might better figure out to whom we owe duties of beneficence if we respect the normal English meaning of words like ‘near’ and ‘dear’ than if we try to reason our duties out ab initio. Now why might this be true? The answer is that, for many people, moral insight is more easily achieved if they reason under the guise of interpreting an authoritative text than if they reason with Sartrean self-awareness that everything is up for grabs at once. This is taken to explain the staying-power of the world’s popular religions. Despite their bizarre metaphysics, these religions give their believers authoritative moral texts the interpretation of which yields greater moral insight than believers are likely to achieve on their own. References Bach Richard. (1970) Jonathan Livingston Seagull. New York: Macmillan Co. Watson, Christine. (1983). â€Å"Jonathan Livingston Seagull. † In Survey of Modern Fantasy Literature, vol. 2. Edited by Frank N. Magill. Englewood Cliffs, NJ: Salem Press, pp. 808–810.

Plot and Precis of the Lumber Room Essay

The text under analysis â€Å"The Lumber-room† written by Hector Munro is the problem psychological story which revolves around a little orphan Nicholas and his tyrannical and dull-witted aunt, who because of the cruel methods of education couldn’t not only find approach to children, but also understand their soul. The conflict between the aunt and the nephew as if the conflict between prose and poetry. But softness, purity and tenderness of soul of the boy could resist to staleness, misunderstanding and callousness of his aunt. The story is narrated in the 3rd person. This allows the reader to access the situation and the characters in an objective manner, because the characters are having both positive and negative viewpoints. The third person point of view is impersonal which fits the impersonal atmosphere of the household. In this text the author colorfully describes interesting childhood of the little boy whose name is Nicholas. The story begins with the exposition when the author describes one morning, when at breakfast Nicolas make a joke as a result of which he is punished. So his cousins are to be taken to Jagborough sands that afternoon and he stays at home. Nicholas’s aunt goes to work in the garden and commands him to stay out of the gooseberry garden. The Aunt is absolutely sure that the boy is determined to get into the gooseberry garden because she has told him he is not to. But despite her punishment Nicolas decides to gain his objective, and from this very moment the complication takes place. Nicholas takes the key from a shelf in the library and sneaks into the lumber room, where he is never allowed to go. He has lots of fun in the lumber room. The lumber-room is described as a storehouse of unimagined treasure. He sees lots of beautiful and strange objects, such as old ornaments, tapestries, and a teapot shaped like a duck. He finds a large square book full of colored pictures of birds. And such birds! They allow Nicholas to learn in a fun and exciting way. The conflict in the story gradually grows and flows into the climax of the text. While he is looking at a picture of a duck, the voice of his aunt came from the gooseberry garden. Nicholas finds that she has fallen into a tank of water, and refuses to help her out on the grounds that she is an alien-impostor. You may be the Evil One tempting me to be disobedient. Justice must be done. The Aunt tasted the fruit of her own punishment on the children and feels what it is like to be condemned. The denouncement reveals the author’s social comment about the differences between the world of the child and adult. Though the Aunt is furious, Nicholas is happy because he is thinking of a tapestry depicting hounds and a stag. And for all life he remembered those amazing things from the lumber-room. The plot of the story seems to me not complicated, even in spite of the fact that many events are crossed with each other. It is ordered chronologically, each episode is given with more and more emphasis. The story is full of colorful descriptions and deep feelings which the reader experiences while reading the text. To sum up, the author’s style is remarkable for its powerful sweep, brilliant illustrations and deep psychological analysis. The story reveals the author’s great knowledge of man’s inner world. He penetrates into the subtlest windings of the child heart. Character The major character of this psychological story, represented as the protagonist is an extraordinary boy Nicholas, who being an orphan is forced to live with his cousins and imperious aunt in the family which in appearance is noble and well-to-do, but as a matter of fact, the family, which frankly speaking lives much to be desired. So from the very beginning a little boy, established the reputation of an incorrigible naughty, frolicsome and absolutely disobedient child, appears in our sight. And the role of his opponent plays the antagonist, a flat character without tendency to develop, in this case, a very proud and oppressive woman, who being Nicholas’s aunt and the guardian at the same time, prevails over the boy, hankering only for one thing, namely for a total control. And suddenly we see Nicholas, the pool boy, being at the mercy of his aunt in another light. Without her tations we can say that Nicholas is a round, multidimensional character, containing a number of qualities and traits, appearing through an indirect method of characterization, so skillfully used by the Author. Into position of a lively prankster, playing practical jokes, which are nothing more, than innocent childish escapades in an attempt to have just an air of independence and fun, comes a resourceful boy with quick imagination, struggling against the great dullness and outrageous injustice. And even in very tense and hopeless situations Nicholas, having a sense of adventure and inexhaustible desire for breaking loose from wearisome reality, shows his genuine originality, proving in my opinion one of the most fantastic and fabulous ability for taking cover in our own imagination in cases, when you really free out of a place and there’s nothing to be done. We remember, that we’re obviously impressed by this clever boy, manages to evade a watchful eye of his aunt, who being a woman of impatience, great indignation and going beset only from the thought of disobedience, punishes him. To be more precise, Nicholas having no fear about resisting such a dictatorial woman, never having a nay with children and constantly being of fine with dissatisfaction, breaks her just another ridiculous prohibition and proving a little bit of sophistication finds himself in a forbidden, but so alluring room, serving for stoning milliard of ancient things, which are most likely meant for an investigative child’s mind than for everlasting vegetation in trour right for life. And exactly this truly gorgeous place bares candidly the boy’s immeasurable soul.

Implementation Plan to Prevent VAP

Implementation Plan to Prevent VAP that oral hygiene must be maintained in order to effectively eliminate VAP. According another author, a daily assessment to evaluate the levels of oral infections and functions should be implemented to make sure that practitioners provide the most appropriate care to patients. In addition, while the nursing setting may involve the use of various dental care methods, it is claimed that teeth brushing is one of the most cost-effective oral care methods that should be implemented to ensure standard oral hygiene. Teeth brushing is effective in that it prevents the formation of dental plague in all cases besides ventilator-supported patients. An author Henneman acknowledge that oral cleansing after every 2 or 4 hours promotes healing and maintains the integrity of oral tissues. He recommended the use of an alcohol-free oral antiseptic rinse to limit or prevent the bacterial load and colonization of the oropharyngeal area. Henneman argues that routinely suctioning of the mouth and pharynx is effective in the management of oral secretions, and it minimizes the risk of the oral mucosa. Some authors outline that the application of a water-based mouth moisturizer is recommended to maintain the integrity of the oral mucosa (Swearingen, 2012). Studies show that the implementation of a multifaceted strategy was more effective than single-faceted strategy in the prevention of VAP. The outlining of specific care protocols and measures enables constancy and eminence care through normalization. In the implementation of any intervention plan, it was recommend that practitioners should be able to observe current practice of oral care in patients receiving mechanical ventilation, evaluate a number of best practices, and measure the compliance of an intervention of standardized oral care. Implementation Logistics The study period intended by the author and the supporting team will be 48 months, and this duration will be divided into two stages. The first stage will be a pre-intervention stage aimed to collect data regarding staff members as well as establish areas of concern by the infection control professionals. The second stage will be on implementation, which will take exact time frame as the first stage. The first stage will involve scrutinizing of the supporting team; this will involve training recommendations for the members who will not be conversant with specific areas on oral care, VAP prevention, and the collection of data. In the second stage, implementation of the intervention stage would take effect with brief weekly meetings and monthly meetings both aimed at confirming on-time schedule and proper implementation progress (Haag-Heitman George, 2011). Resources for the Project With consideration to the time scope of the research, the project on VAP will require support from the resource personnel, such as the infection control, research nurses, pharmacists, physicians, and staff members of the MICU. The supporting team will conduct two tests, which will comprise of a pretest and a posttest, to evaluate the proficiency of the staff members. The infection control professionals will conduct a study aimed at determining the oral care constraints that may have been documented in earlier studies and how to avoid them in the current study. Data collected will be saved in a computer or computer-based devices for easy access and manipulation. While the time scope of this study is broad, the financing of the project will depend on the management resourcefulness. In addition, the members of the project are urged to be creative in promoting this initiative and sensitizing the public to help in raising funds to support this project (Mainous Pomeroy, 2010). Ethics of t he research will be observed to minimize liabilities with patients and the hospital at large. Hospital policies will be adhered to in order to avoid risks or to manage risks within a deliverable approach, which will not consume further time in creating and implementing.

Effect of Ethnicity in Nigeria Essay Example

Effect of Ethnicity in Nigeria Essay Example Effect of Ethnicity in Nigeria Essay Effect of Ethnicity in Nigeria Essay EFFECT OF ETHNICITY ON THE SOCIO-ECONOMIC DEVELOPMENT OF NIGERIA CHAPTER 1 1. 0 INTRODUCTION Nigeria  is  by  far  the most populated of Africa’s countries, with more than one-seventh of the continent’s people. The people belong to many different ethnic groups. These groups give the country a rich culture, but they also pose major challenges to nation building. Ethnic strife has plagued Nigeria since it gained independence in 1960. Officially known as the ‘Federal Republic of Nigeria’, she has  a  federal form of government and is divided into 36 states and a federal capital territory. Lagos, (formerly the capital of Nigeria) is the economic and cultural center located along the coast, and inhabited majorly by the Yoruba-speaking tribe. It is also the country’s largest city (in terms of population). The government moved from Lagos to Abuja in 1991 in the hope of creating a national capital where none of the country’s ethnic groups would be dominant. The  land size area  of Nigeria is approximately 923,768 sq km (356,669 sq mi). It was home to ethnically based kingdoms and tribal communities before it became a European colony. In spite of European contact that began in the 16th century, these kingdoms and communities maintained their autonomy until the 19th century. The colonial era began in earnest in the late 19th century, when Britain consolidated its rule over Nigeria. In 1914 the British merged their northern and southern protectorates into a single state called the Colony and Protectorate of Nigeria. Nigeria became independent of British rule in 1960. After independence Nigeria experienced frequent coups and long periods of autocratic military rule between 1966 and 1999, when a democratic civilian government was established Nigeria is very rich in raw materials like crude oil, tin, iron etc but is almost solely dependent on crude oil which is a major source of income for the country. While oil wealth has financed major investments in the country’s infrastructure, Nigeria remains among the world’s poorest countries in terms of per capita income. Oil revenues led the government to ignore agriculture, resulting in dependence on food importation. Fig 1. 1 MAP OF NIGERIA SHOWING THE 36 STATES 1. 1 The people of Nigeria Nigerias diversity, both in tongue and tribe makes it a very difficult region to subject to precise classification. This has led to the tendency among many scholars to focus on the three major ethnic or geographic zones in the country viz the Hausa-Fulani (Northern Nigeria), the Yoruba (Western Nigeria) and the Igbo (Eastern Nigeria). These geographic zones are not in any way solely occupied by the three ethnic groups. A plethora of smaller socio-ethnic groups may be located in these zones. The  highest  population densities are in the Igbo heartland in south-eastern Nigeria, despite poor soils and heavy emigration. The intensively farmed zones around and including several major cities of the Hausa ethnic group especially Kano, Sokoto, and Zaria in the north are also densely populated. Other areas of high density include Yorubaland in the southwest, the central Jos Plateau, and the Tiv homeland in Benue State in the south central region. Densities are relatively low in the dry northeast and in most parts of the middle belt. Ecological factors, including the prevalence of diseases such as sleeping sickness, carried by the tsetse fly, and historical factors, especially the legacy of pre-colonial slave raiding, help explain these low densities (Encarta, 2009). Table 1. 1: Statistics of Nigeria Population| 138,283,240 (2008 estimate)| Population density| 152 persons per sq km 393 persons per sq mi (2008 estimate)| Urban population distribution| 48 percent (2005 estimate)| Rural population distribution| 52 percent (2005 estimate)| Largest cities, with population| Lagos, 11,100,000 (2005 estimate) Ibadan, 3,570,000 (2007 estimate) Ogbomosho, 861,300 (2007 estimate)| Official language| English| Chief religious affiliations| Muslim, 50 percent Christian, 40 percent Indigenous beliefs, 10 percent| Life expectancy| 47. 8 years (2008 estimate)| Infant mortality rate| 94 deaths per 1,000 live births (2008 estimate)| Literacy rate| 70. 7 percent (2005 estimate)| Source: Encarta Encyclopaedia (2009) 1. 2 Social issues Wealth  and  power  are  distributed very unevenly in Nigerian society. This is due to several factors including corruption, political instability, and unemployment, amid others. The great majority of Nigerians, preoccupied with daily struggles to earn a living, have few material possessions and little chance of improving their lot. Meanwhile, chiefs, rich merchants, politicians, and high-ranking civil servants often accumulate and flaunt massive wealth, which to a degree is expected and accepted in the Nigerian society. Most of these elite maintain power through networks of patronage: They secure and distribute labour and receive political support in return. The system allows for some redistribution of income because patrons often pay for things such as school fees and marriage costs for relatives, community development, and charity work. Economic  inequality  has a severe effect on health, especially for children. One-fifth of Nigerian children die before the age of five, primarily from treatable diseases such as malaria, measles, whooping cough, diarrhea, and pneumonia. Less than one-half of infants are immunized against measles, and malnutrition affects more than 40 percent of children under the age of five. Adults are equally affected, although with less deadly consequences. Only 20 percent of rural Nigerians and 52 percent of urban Nigerians have access to safe water. One-third have no access to health care simply because they live too far from clinics or other treatment centres. Many others cannot afford the fees charged by clinics. While  average  incomes are higher and death rates lower in cities, urban poverty is as pervasive as rural poverty. Secure, well-paying jobs are scarce, even for those with considerable education. Food is typically expensive. Housing, too, is costly despite its rudimentary quality, prompting the poor to build basic houses in shantytowns. Sewage disposal systems in most cities are also basic or primitive, with polluted streams, wells, roadside drains, and other bodies of water increasing the risk of infectious disease. Industry, automobiles, and the burning of fuel-wood further pollute air and water. Crime  in  Nigeria  rose in the mid-1990s as a result of unemployment, economic decline, and social inequality, which are abetted by inefficient and corrupt police and customs forces. More than half of all offenses are thefts, burglaries, and break-ins, although armed robberies are also prominent. Nigeria is a major conduit for drugs moving from Asia and Latin America to markets in Europe and North America. Large-scale Nigerian fraud rings have targeted business people in other parts of the world. Nigeria  has  been  wracked by periodic violent clashes between ethnic and religious groups since the 1990s. The reasons behind these clashes have varied from local political disputes to conflicts between fundamentalist Muslims and Christians or moderate Muslims. In many cases, local civic or religious leaders have manipulated these conflicts for political gain. 1. 3 Ethnicity: The Ethnic Composition of Nigeria Ethnicity is a term not easily defined and for proper understanding of the concept related terms requires description; an ethnic group is regarded as an informal interest group whose members are distinct from the members of other ethnic groups within the larger society because they share kinship, religious and linguistics ties (Cohen, 1974). Ethnicism is another related concept used to denote ‘ethnic loyalty’ (Pepple, 1985). The concept of loyalty here indicates willingness to support and act on behalf of the ethnic group. Subsequently, ethnic loyalty or ethnicism usually involves a degree of obligation and is often accompanied by a rejective attitude towards those regarded as outsiders i. e. members of other ethnic group (Salawu and Hassan, 2011). Thus the term Ethnicity can be defined as the interactions among members of many diverse groups (Nnoli, 1978). It is a commonplace fact that Nigeria is a society with different ethnic groups, religions, languages, cultures and institutional arrangements. As a heterogeneous society of several ethnic groups, Nigerians are thus characterized by groups, desires, beliefs, values, customs, fears etc. These diversities in national life manifest in several ways including; music, language, culture, dance, beliefs, religion etc. The fact that over three hundred identified language groups exist in Nigeria has created some confusion as one may equate each language group with an ethnic group (Adejuyibem 1983) and thereby arrive at over three hundred ethnic groups. As Iwaloye and Ibeanu (1997) and Anugwom (1997) have argued, however, languages and ethnic groups do not necessarily coincide. One language may be spoken by more than one ethnic group and one ethnic group may have linguistic variations of the same root language. Moreover, while language may be one of the important factors for defining an ethnic group, some ethnic groups in Nigeria may have lost their original linguistic roots, while retaining their identity, as a result of intense interaction with larger socio-ethnic groups. In the same vein, many ethnic groups may use the same language to case communication, as is the case of the smaller ethnic groups in the North of Nigeria, where Hausa has become more or less a lingua franca. Therefore, it has been proven that there is no direct relationship between language and ethnic group in Nigeria. Thus, the 56 ethnic groups identified by Iwaloye and Ibeanu (1997) as the existing ethnic groups in contemporary Nigeria are adopted. It is important to note that the ethnic groups in Nigeria may exceed this number by far, though these 56 groups are both visible and easily identifiable. The 56 ethnic groups are presented in the table below. Table 1. 2: Ethnic group in Nigeria 1. Hausa-FuIani| 29. Buri| 2. Igbo | 30. Balta| 3. Yoruba | 31. Kanuri| 4. Edo| 32. Margi| 5. Bassawa| 33. Delta Minorities| 6. Igala| 34. Gwadara| 7. Idoma| 35. Chamba-Daka| 8. Ora| 36. Mambila| 9. Ijo| 37. Katang | 10. Isoko| 38. Berom| 11. Urhobo| 39. Kadara| 12. Itshekiri| 40. Kurama| 13. Baatonum| 41. Mada| 14. Karnbari| 42. Alago| 15. Dulawa| 43. Migili| 16. Kamaku| 44. Eggon| 17. Ebira| 45. Bokyi| 18. Nupe| 46. Ekon| 19. Gwari| 47. Agoi| 20. Tiv| 48. Efik| 21. Jukun| 49. Ibibio| 2. Chomo-karim| 50. Annang| 23. Jarwa| 51. Mumuye| 24. Angas| 52. Waja| 25. Yekhee| 53. Busa| 26. Karekare| 54. Dendi| 27. Eloyi| 55. Buduma| 28. Gade| 56. Shuwa| Source: Iwaloye and Ibeanu (1997) Nigeria is known for its cultural diversities but while these diversities have been positively harnessed for greatness by other nations of the world the opposite is regrettably the case in Nigeria despite the efforts of heroes past in ensuring that these diversities are harnessed for development; rather they have served as the bane of social, economic and political development. Consequently, Nigeria as a nation has been besieged by an array of social, economic and political problems; these include corruption, tribalism, lack of patriotism, political gangsterism e. t. c (Nduka, 2004 and Omo-Ojugo et al. , 2009). 1. 4 Ethnicity and Marginalisation Before the advent of colonialism, the area now referred to as Nigeria was a large landmass occupied by un-unified people of diverse ethnic groups but for administrative convenience they were fused and merged together by the olonialists. For the duration of colonial rule, the ‘marriage’ of the diverse ethnic groups was maintained and the diversities were united without any problem. With the exit of the colonialists, things started falling apart resulting in marginalisation and ethnic conflict thus adversely effecting the development of the budding nation. Ethnic conflict has been rightly defined as one of the greatest obstacles to meaningful development in Africa. The ethnic factor did not diminish with the advent of independence; rather, it became a yardstick for measuring contribution to the national development effort and especially for allocating and distributing power and national resources and eventually resulted in the 30- month slaughter in the Nigerian civil war (1967 to 1970) which was anchored on ethnic rivalry. The history of present day Nigeria is rife with cases of ethno-religious conflicts. Since the annulment of the 1993 elections, there have been increased demands and counter-demands for marginalisa1ion by various ethnic groups in the country. Marginalisation stems from a peoples perception of their treatment in the allocation or distribution of power and resources. A classic example is made for the Ogoni, who despite having provided the nation with an estimated $30,000 million in oil revenues, their people had no pipe borne water or electricity, and lacked education, health and other social facilities: it is intolerable that one of the richest areas of Nigeria should wallow in abject poverty and destitution (Saro-Wiwa, 1992). In this light, the Ogoni ethnic group has concrete reasons to consider itself marginalised, especially since these facilities can be found in other ethno-regional areas of Nigeria. 1. 5 OBJECTIVE OF THE STUDY The general objective of the study is to 1. Investigate the role ethnicity plays in the socio-economic development of Nigeria. 2. Assess the impact of ethnicity on present day Nigeria 3. Examine the effect on day-to-day activities of Nigerians 1. 6 RESEARCH QUESTIONS i. Impact of ethnicity on social and economic development in Nigeria? ii. Role of colonialism in ethnic groups formation . 7 SCOPE OF THE STUDY The scope of the project envelops the influence of ethnicity in Nigeria’s social and economic development and its impact on present day Nigeria. 1. 8 SIGNIFICANCE OF THE STUDY The importance of this study is made manifest in the form of understanding the role ethnic diversity plays in the development of a country, in this case Nigeria. 1. 9 CONCEPTUAL CLARIFICATION ET HNICITY: Ethnicity in this study is referred to as an affiliation resulting from racial or cultural ties or the interactions among members of many diverse groups ETHNIC GROUP: For the purpose of this study, an ethnic group is regarded as an informal interest group whose members are distinct from the members of other ethnic groups within the larger society because they share kinship, religious and linguistics ties SOCIO-ECONOMIC DEVELOPMENT: in this project, socio economic development is defined as a comprehensive process involved in improving social and economic conditions on individual and group empowerment, community, national and regional building.

Why I am ready to return to Monroe Essay Example | Topics and Well Written Essays - 250 words

Why I am ready to return to Monroe - Essay Example It has made me realize as well the value of spending time wisely on each aspect of the course and of being trained to possess moral character in terms of discipline, respect, and integrity. Moreover, I find it reasonable to attend classes in Monroe College once again for its capacity to engage students in appreciative learning. Through the school’s intelligent and encouraging faculty staff and up-to-date academic resources, I had received great help in developing interest in several areas of relevant study. It would also be wonderful to reconnect with old friends and certain lower class fellows under a different field yet whose influence led me to find delight in reading classical literature and world history. Subjects as these, I recall, are taught in Monroe College with such enthusiasm and manner that inspires students to be critical in thought and creative in imagination. I am further drawn to believe that I am ready to resume my scholastic life with Monroe knowing that it has the most conducive facilities I could possibly ask

How Technical Communication Textbooks Fail Engineering Students Assignment

How Technical Communication Textbooks Fail Engineering Students - Assignment Example However, the textbooks used by students are not able to address the issue, as engineering students find themselves to remain limited to established formats, which are meant mainly for students going for humanities based courses. The prescribed technical communication textbooks provide the advice to engineering students for such communication details. However, the information and tools mentioned in these textbooks do not match with the standards required in meeting the engineering or scientific knowledge, which these students gain from their professional courses. The areas covered by these textbooks include the use of active and passive voice, which is more oriented towards humanities. The other major concern refers to citation formats, which are not compatible with engineering studies. The books do not have enough instructions for presentation methods regarding data visualization and research papers, on technical matters. There is little evidence in the textbooks that can provide guidance on arguments and evidence presentation, which is the major requirement for all engineering students who want to become successful technical writers. There is enough evidence that passive voice is necessary to report certain technical details. Most technical communication textbooks prescribe MLA, APA and other citation formats, which favors writing on humanities subjects. However, textbook by Beer & McMurray is the only book that discusses the engineering citation style, IEEE. These books must have enough information regarding interpretation of data and making a conclusion about scientific studies. The learning methods explained in these books must aim at presentation of â€Å"bottom line† conclusions, which are properly highlighted and emphasized. This would help busy readers capture the important aspects of the presented data. In addition, the presentation of data in the form of tables and figures must support the bottom line conclusion. The books must have