Economics for Manager

Questions: 1). We have demand equation: P = 6 Q and supply equation: P = Q. Calculate the equilibrium price, equilibrium quantity and the total surplus. Suppose government imposes lump sum tax 1$ per unit of output. Derive the new supply curve (assuming linearity) and also calculate the new equilibrium price and quantity. Is there any dead weight loss? Given the above demand equation, calculate the price elasticity of demand when Q = 5. 2). Suppose a monopolist faces a demand curve P= 10-Q. The monopolist incurs average cost (AC) which equals his marginal cost (MC). Let assume that AC=MC=8. If the monopolists marginal revenue (MR) is given by the equation MR=10-2Q then answer the following questions: Suppose this monopolist is not allowed to discriminate the price then what will be his profit maximizing output level? What will be the monopolists total profit and price at the profit maximizing output level? Suppose this monopolist knows exactly whose reservation price is what and starts price discrimination (first degree) then what will be the output level the monopolist produce and what will be total profit at that level of output? 3). Do you think Law of minimum wage is a problem? Explain. Answers: (1). The demand equation is, P= 6- Q and supply equation is, P=Q. At equilibrium the demand and supply is equal (Baumol and Blinder 2015). Therefore, 6- Q = Q 2Q = 6 Q= 6/2 = 3 By putting the value of Q = 3 (Equilibrium quantity) in the demand function or supply function, the value of P (equilibrium price) will be equal to 3. The total surplus (Revenue) is equal to PQ = 3 3 = 9 Suppose the government imposes lump sum tax of $1 per unit of output, then the new supply equation assuming linearity will look like P= Q+ 1 Therefore, the equilibrium condition will be 6- Q = Q+ 1 6- 1 = 2Q Q = 5/2 = 2.5 Hence, the new equilibrium quantity is 2.5 unit and putting the value of Q in the new supply equation, the equilibrium price will be P= 3.5. The total surplus (Revenue) is equal to PQ = 3.5 2.5 = 8.75 Therefore, the loss of revenue can be considered as deadweight loss. The amount of deadweight loss is 9- 8.75= .25. Another way of calculating dead weight loss can be obtained from the above diagram. ABC area is the dead weight loss. The area of ABC triangle is double of two small triangles within it. Hence, area of ABC triangle will be, 2 [ (3.5 3) (3-2.5) ]= 2 0.125 = 0.25. The price elasticity of demand = (Nicholson and Snyder 2014) The demand equation is Q= Q-P = -1 When Q= 5, then P= 6- 5 = 1. Therefore, the price elasticity of demand will be = -1 1/5 = -1/5 (2). The demand curve of the monopoly P= 10-Q. This is also the Average Revenue Curve. The Average Cost and Marginal Cost is equal to 8. The marginal revenue is 10-2Q. When the monopolist is not allowed to discriminate price, then the profit maximizing output is decided at a price level where, MR = MC (Rader 2014). 10-2Q = 8 2Q = 2 Q= 2/2 =1 Hence, without price discrimination the monopolists profit maximizing output level is 1. The price of monopolist will be P= 10- Q = 10- 1 = 9. The area colored in green is the monopolists surplus. The amount will be the difference between the revenue and cost. The monopolists revenue is P Q = 9 1= 9. The total cost = AC Q = 8 1 = 8. Therefore, the profit will be 9-8= 1unit. Since the monopoly knows the reservation price and starts price discrimination of first degree, then the final output will be higher. Here the quantity will be set where the AR curve equals the MC curve. Therefore, 10- Q = 8 (since, AR =MC) Q = 10-8 = 2 However, the first-degree price discrimination is known as perfect price discrimination (Rayna, Darlington and Striukova 2015). The monopoly will charge the price, which is the maximum price the consumer is willing to pay. Hence, the reservation price is 10, which is the intercept of AR curve. The monopolists profit is the area ACD. The profit of the monopoly will be (10-8) 2 = 2 unit. (3). If the minimum wage is set below the equilibrium wage of market, then imposing the minimum wage is not an issue for the firm or for the economy. This is because; if the minimum wage is below the market wage, then the firm can increase the wage rate to maintain the equilibrium in the market. However, the problem arises, when the minimum wage is set above the market price. This is because the, at the point of minimum wage above market wage rate, the demand for labor is less than the supply of labor. At this wage rate, the firm will demand less. Therefore, due to minimum wage, the problem of unemployment takes place (Meer and West 2015). More people are willing to work at this higher price but the firms reduce their demand in order to reduce their labor cost. This can be represented in the following diagram.

Review of Kyoto Protocol and Its Impact on India Essay Sample free essay sample

The Kyoto protocol is an international understanding linked to the United Nations Framework Convention on Climate Change. The major characteristic of the Kyoto protocol is that it sets adhering marks for 37 industrialised states and the European community for cut downing nursery gas ( GHG ) emanations. These sum to an norm of five per centum against 1990 degrees over the five twelvemonth period 2008-2012. The major difference between the Protocol and the Convention is that while the Convention encouraged industrialised states to stabilise CHG emanations. the Protocol commits them to make so 1. Acknowledging that developed states are chiefly responsible for the current high degrees of GHG emanations in the ambiance as a consequence of more than 150 old ages of industrial activity. the Protocol places a heavier load on developed states under the rule of â€Å"common but differentiated duties ( Kyoto Protocol. 2012 ) . The Kyoto Mechanisms Under the pact. states must run into their marks chiefly through national steps. We will write a custom essay sample on Review of Kyoto Protocol and Its Impact on India Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page However. the Kyoto protocol offers them an extra agencies of run intoing their marks by manner of three market-based mechanisms. The Kyoto mechanisms are: 1. Emissions Trading: Parties ( states ) with committednesss under the Kyoto protocol have accepted marks for restricting or cut downing emanations. These marks are expressed as degrees of allowed emanations or â€Å"assigned amounts† which are further divided into â€Å"assigned sum units† ( AAUs ) 2. Emissions trading allows states that have emission units to save – emanations permitted to them but non â€Å"used† – to sell this extra capacity to states that are over their marks. Therefore. a new trade good was created in the signifier of emanation decreases. Since C dioxide is the rule green house gas. people speak merely of trading in C. Carbon is now tracked and traded like any other trade good. This is known as the â€Å"carbon market† ( Emissions Trading. 2012 ) . The other units which may be transferred under the strategy. each equal to one metric ton of CO2. may be in the signifier of: †¢A remotion unit ( RMU ) on the footing of land usage. land-use alteration and forestry activities such as re-afforestation †¢An emanation decrease unit ( ERU ) generated by a joint execution undertaking †¢A certified emanation decrease ( CER ) generated from a clean development mechanism activity In order to turn to the concern that parties could â€Å"oversell† units and later be unable to run into their ain marks. each party is required to keep a modesty of ERUs. CERs. AAUs and/or RMUs in its national register. This modesty known as the â€Å"commitment period reserve† should non drop below 90 per centum of the party’s assigned sum or 100 per centum of five times its most late reviewed stock list. whichever is lowest ( Emissions Trading. 2012 ) . 2. Joint Execution: Joint execution allows a state with an emanation decrease or restriction committedness under the Kyoto protocol ( Annex B Party ) to gain ERUs from an emanation decrease undertaking in another Annex B Party. each equivalent to one metric ton of CO2. which can be counted towards run intoing its Kyoto mark. It offers Parties a flexible and cost-effective agencies of carry throughing a portion of their Kyoto committednesss. while the host Party benefits from foreign investing and engineering transportation 3. 3. Clean Development Mechanism: The Clean Development Mechanism ( CDM ) allows a state with an emission-reduction committedness under Kyoto Protocol ( Annex B Party ) to implement an emission-reduction undertaking in developing states. Such undertakings can gain salable CER credits. each equivalent to one metric ton of CO2. which can be counted towards run intoing Kyoto marks. It is the first planetary. environmental investing and recognition strategy of its sort. supplying a standardized emanations offset instrument. CERs 4. To take part in the mechanisms. Parties must run into among others. the undermentioned eligibility demands: †¢They must hold ratified the Kyoto Protocol.†¢They must hold calculated their assigned sum in footings of metric tons of CO2-equivalent emanations. †¢They must hold in topographic point a national system for gauging emanations and remotions of nursery gases within their district. †¢They must hold in topographic point a national register to record and track the creative activity and motion of ERUs. CERs. AAUs and RMUs and must yearly describe such information to the secretariat. †¢They must yearly describe information on emanations and remotions to the secretariat 5. Reappraisal of the Kyoto Protocol The chief purpose of the Kyoto protocol is the stabilize GHG emanations. Let us reexamine how effectual Kyoto has been. See the positive facets of the protocol. First. I think the CDM mechanism of the Kyoto protocol is really good construct for both developed states and developing states. The developed states set up emanation decrease undertakings in developing states. The success of a peculiar emanation decrease undertaking depends on a assortment of factors. Certain states enjoy a competitory advantage and are more suited for peculiar undertakings. For illustration. Germany ( developed state ) may be after to put up an emanation decrease undertaking in India ( developing state ) because the clime in India is more suited for it and besides because India enjoys competitory advantage in footings of inexpensive labor and natural stuffs. Therefore. it gives Germany more flexibleness to accomplish it Kyoto marks. At the same clip. India receives the technological know-how. substructure and most significantly foreign investing. It besides consequences in the creative activity of new occupations. Therefore. CDM helps smoothen the passage of the de veloping economic systems towards developed economic systems and besides helps stabilise GHG emanations. Second. the emanations trading mechanism of the Kyoto protocol has resulted in the creative activity of C market where C is traded like any other trade good. As the C markets are germinating quickly around the Earth. they have become an of import beginning of income for the companies in the private and public sectors. Companies in these sectors have been held responsible for damaging the environment through concern activities which consequences in the maltreatment of natural resources and contributes to the emanation of GHG. Carbon markets provide these companies an chance to acquire engaged in clime alteration extenuation. The C credits earned are so traded by the companies in the C market which serves as a beginning of income for them. Therefore C markets satisfy double benefits for companies. The Kyoto protocol besides has some defects. First. it is a protocol with a narrow and short vision for a period of five old ages from 2008-2012 6. Although it is the first protocol of its sort to undertake C emanations in the ambiance. its term of five old ages is non plenty for the Parties to properly program out their emanation decreases. Besides. there is uncertainness about future clime alterations and therefore there is uncertainness in the manner in which the protocol will alter in the future committedness period. Thus. a protocol with a long term vision would hold been more effectual. Second. the United States of America has non ratified the Kyoto protocol 7. I think this is a large blow for the effectivity of the protocol and it won’t be able to prolong for long. The US is one of the most industrialised and developed state in the universe and it dominates the planetary economic system. As mentioned earlier that the Kyoto protocol recognizes developed states as chiefly responsible for current high degrees of GHG emanations in the ambiance. it can be implied that the part of the US to the GHG emanations is important. Although US is included in the Annex B Parties. a contributed attempt from each member Party is necessary for the protocol to be most effectual. Third. the Kyoto protocol’s emanation duties do non include international air power and marine conveyance emanation. This means that international flights by air hoses such as British Airways. KLM. United. and American Airlines are exempted from controls. Besides. these emanations increased by about 10 per centum from 1990 to 1995. one of the largest rates of addition for any class 8. Therefore. by non including the international air power and Marine conveyance emanations. the several Parties to which these belong enjoy an unjust advantage. As a consequence of this exclusion. these Parties report lesser emanations whereas the overall emanations in the ambiance are increasing. Fourthly. the Kyoto protocol involves the issue of ‘hot air’ credits. For illustration. many eastern and cardinal European economic systems suffered economic diminution as a consequence of communism prostration and passage to market economic systems. This resulted in the GHG emanations in these parts to be significantly below the degrees that they were during the Kyoto protocol base twelvemonth 1990. This has resulted in a state of affairs where several Annex B Parties could sell so called ‘hot air’ credits without taking any farther action to cut down GHG emanations 9. Again here. Annex B Parties with hot air credits enjoy unjust advantage compared to other Parties. Parties with hot air credits therefore result in the overall emanations in the ambiance to increase. cut downing the effectivity of the Kyoto protocol. Impact of Kyoto Protocol on India India is a underdeveloped state. It is non obligated to cut down emanations as per the Kyoto protocol under the rule of â€Å"common but differentiated responsibilities† . However. as seen earlier. the CDM mechanism permits developed states to implement emission-reduction undertakings in India. Let us measure India’s attack towards CDM. The Government of India was ab initio loath to fall in activities implemented jointly ( AIJ ) . Later. nevertheless. it set up the AIJ Working Group under the Ministry of Environment and Forests ( MoEF ) and issued a set of guidelines for entry of AIJ undertakings to the authorities. After drawn-out argument since 1997 on the issues and options. a wide consensus seems to be emerging in respect to operationalizing the CDM. The Indian authorities has emphasized on the development of cleaner and more energy-efficient engineerings. Harmonizing to a joint statement by India and the United States in March 2000. by 2012 Government of India hopes to increase the renewable energy portion to 10 per centum of capacity add-on in electricity coevals. India besides set up its ain designated national bureau cell in 2003 called the National CDM Authority within the MoEF. This bureau is responsible for pulling CDM undertakings by manner of edifice consciousness through assorted workshops 10. CDM potency in India Let us see the CDM potency of India with regard to cement and renewable energy sector. The population of India has increased at a steady rate. In order to back up the demands of an of all time increasing population. there is a immense demand for infrastructure undertakings in India. This may ensue in an increased growing in the cement capacity and production degrees. As such the portion of cement industry to the entire CO2 emanation is besides expected to increase. Thus. CDM has the chance to tap the cement sector to cut down GHG emanations. This can be done by the use of engineering in the cement industry that enables the usage of less energy-intensive stuffs. Generally. less energy-intensive techniques are more labor-intensive. India is a state where inexpensive labor is available on a big graduated table. Therefore. CDM undertakings in the cement sector can assist cut down GHG emanations and besides generate employment in India ( J Parikh and K Parikh. 2004 ) . India is recognized as a prima state in the universe for the development and use of renewable energy. peculiarly wind power ( J Parikh and K Parikh. 2004 ) . India has good handiness of other renewable energy resources such as solar. biomass and hydro energy. The energy demands and ingestion is India is expected to increase with the increasing demands of the of all time increasing population. Therefore. this is another sector which can profit CDM undertakings. Issues with CDM in India 1. Commercial Paradigm: First. the full duty of suggesting CDM undertakings is on India. Through these undertakings. India can bring forth CER credits which it can so sell to developed states. The thought of CDM was to assist developed states use a cost-efficient manner to put up emission-reducing undertakings in developing states. However. in world. the full load of developed states has been transferred to developing states like India. Second. India has to uncover all their information including costs to the CER purchasers from developed states. But. the developed states are non at all bounded to uncover any information to India. Therefore. there is an absence of a just and efficient market. Besides. the information revealed by India makes India’s place vulnerable and CER Sellerss in India are frequently capable to development ( J Parikh and K Parikh. 2004 ) . 2. Baseline Setting: Since India is a underdeveloped state. it does non hold GHG emanations decrease duties. A conjectural baseline is used to mensurate any emanation decrease that qualifies for trade. This baseline is closely related to dealing costs. As the complexness of the baseline additions. the associated dealing costs besides increase. This. in bend. reduces the inducement to put in CDM undertakings ( J Parikh and K Parikh. 2004 ) . 3. Perverse Policy Incentives: As per Kyoto. merely those decreases qualify that are non a portion of the policy of a state. Therefore. if there is a policy in India which states that renewable energy should account for 8 per centum of new power bring forthing capacity. so the renewable power works will non measure up as a CDM undertaking. However. if the same works is present in another state and if such a policy doesn’t exist at that place. so the works can gain CER credits for it. Therefore. India is discouraged to follow an environment-friendly policy and it might promote India to indulge in use of CDM undertakings ( J Parikh and K Parikh. 2004 ) . 4. Technology Transportation: There is a immense range for technological development in India and set uping CDM undertakings in India can function this intent. However. India faces jobs in fiting its demands with appropriate technological solutions that cut down GHG emanations. This job is magnified even further in the presence of unsure tendencies in engineering development and corporate secretiveness. Initially. India focussed chiefly on cut downing inordinate costs of engineering minutess and the limitations imposed on their usage. However. India’s focal point has shifted to the creative activity and care of technological capablenesss within India. Therefore. if India doesn’t learn to fit its demands with engineering. it faces the hazard of technological transportation that is more supplier-driven and geared more towards what is available instead than towards what is needed ( J Parikh and K Parikh. 2004 ) . Decision Although the Kyoto Protocol is for the improvement of the environment. it is non free from loopholes. There is an urgency to turn to these loopholes before the start of the following committedness period. The effectivity of the protocol depends on the combined attempts of all the Parties and for this it is highly necessary that a large participant like the United States ratifies the protocol. Mentions 1. â€Å"Kyoto Protocol† . 2012. hypertext transfer protocol: //unfccc. int/kyoto_protocol/items/2830. php ( 29 Mar. 2012 ) 2. â€Å"Emissions Trading† . 2012. hypertext transfer protocol: //unfccc. int/kyoto_protocol/mechanisms/emissions_trading/items/2731. php ( 29 Mar. 2012 ) 3. â€Å"Joint Implementation† . 2012. hypertext transfer protocol: //unfccc. int/kyoto_protocol/mechanisms/joint_implementation/items/1674. php ( 29 Mar. 2012 ) 4. â€Å"Clean Development Mechanism† . 2012.hypertext transfer protocol: //unfccc. int/kyoto_protocol/mechanisms/clean_development_mechanism/items/2718. php ( 29 Mar. 2012 ) 5. â€Å"The Mechanisms under the Kyoto Protocol: Emissions Trading. the Clean Development Mechanism and Joint Implementation† . 2012. hypertext transfer protocol: //unfccc. int/kyoto_protocol/mechanisms/items/1673. php ( 29 Mar. 2012 ) 6. Michael Zammit Cutajar. ‘Reflections on the Kyoto Protocol – Looking Back to See Ahead’ . International Review for Environmental Strategies ( 2004 ) 7. â€Å"Kyoto Protocol† . 2012. hypertext transfer protocol: //unfccc. int/kyoto_protocol/items/3145. php ( 30 Mar. 2012 ) 8. Bill Hare. ‘Undermining the Kyoto Protocol: Environmental Effectiveness versus Political Expediency? ’ . Greenpeace International ( Jun. . 1999 ) 9. Kati Kulovesi. ‘The Private Sector and the Implementation of the Kyoto Protocol: Experiences. Challenges and Prospects’ . ( 2007 ) 10. Jyoti Parikh and Kirit Parikh. ‘The Kyoto Protocol: An Indian Perspective’ . International Review for Environmental Strategies ( 2004 )

HRM Strategies Description

Introduction Human resources managers are continuously encountering heightening challenges in managing people while working as HR practitioners in multinational or transnational companies in the wake of globalisation.Advertising We will write a custom essay sample on HRM Strategies Description specifically for you for only $16.05 $11/page Learn More Srivastava and Agarwal (2012) assert that HR â€Å"managers are facing many changes in the present business scenario like globalisation workforce diversity, technological advances, and changes in political and legal environments coupled with the need to embrace information technology† (p.46). These challenges exert immense pressure on the HR functions of seeking effective strategies of recruitment, training, developing, and retaining the most talented personnel within a global organisation characterised by tremendous workforce diversities. This paper explores two main challenges encountered by HR manag ers operating in multinational or multi-transnational companies. These challenges are associated with globalisation coupled with challenges and opportunities of communication and information technology affecting HR functions. Challenges of HR in of the age of globalisation Overview From political and economic perspectives, globalisation refers to the markets, legal, and political denationalisation. It leads to the integration of financial systems coupled with trade markets. Globalisation exposes HR to various challenges including the establishment of unfamiliar laws affecting HR functions, differing work ethics, attitudes, communication challenges due to language barriers, competition, and differing managerial styles in the quest to have people work effectively in a bid to attain the goals of a transnational or multinational organisation. In the light of this realisation, Srivastava and Agarwal (2012) assert, â€Å"HR managers have a challenge in dealing with more functions, more h eterogeneous functions, and more involvement in the employees’ personal life† (p.46).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Among the different challenges encountered by HR, while working in globalising transnational or multinational organisation, is integrating people from different cultural backgrounds, which presents the leadership challenge in global organisations’ HR functions. Globalisation and management of workforce diversities As organisations globalise, the HR department recruits, trains, and seeks to retain people from diverse cultural and ethical backgrounds. Effective management of people from diverse cultural backgrounds calls for HR managers to put extra effort and look for strategies of mitigating cultural conflicts within a global organisation. Dessler (2004) argues, â€Å"The importance of diversity management has been communicated by academi cs and professionals alike, citing the many benefits of having a heterogeneous organisation as opposed to a homogeneous organisation† (p.43). A homogenous organisation is a non-diversified organisation while a heterogeneous is diversified organisation, which means that it employs people of varying backgrounds in terms of race, age, physical abilities, and geographical regions among other factors. Inferring from this argument, a globalised or transnational organisation is an independent organisation. Globalisation poses a significant challenge the HR, which is the challenge of effective management of diverse employees.Advertising We will write a custom essay sample on HRM Strategies Description specifically for you for only $16.05 $11/page Learn More Scholars note that a good management of workforce diversity should have the ability to improve workforce productivity, improve workforce engagement, and foster reduction of staff absenteeism coupled wi th a decrease of workforce turn over (Dessler 2004). For instance, at Google Company, workforce diversity management is critical in the endeavour to increase the ability to address the various needs of more diverse Google customer base. Particularly, Google gains from the valid viewpoints of its diverse workforce for such a workforce provides increased problem-solving capacities coupled with enhanced creativity levels, something that is critical for the success of the organisation in the future of the unknown changing business environment. This aspect exemplifies the increasing challenges of HR to deploy diversity as a source of competitive advantage as opposed to a cause of organisational failure due to diversity conflicts. A growing body of literature reveals that a direct correlation exists amongst employees, attendance, job performance, dedication, and perception of being valuable resources of an organisation. According to Pope, â€Å"if management and team members fail to valu e women and minorities, company productivity will likely suffer as a consequence† (2004, p.63). This assertion infers that mismanagement of workforce diversity translates to affecting an organisation’s costs. In this context, organisations that do not support diversity existing in their workplaces are likely to plunge into expensive lawsuits and out of court settlement cases, which are contributed mainly by poor management of various talent pools.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Additionally, globalised organisations are susceptible to costs linked to replacement of employees (Jayne Dipboye 2004). In a situation where an organisation is constituted of people of varying ethnicities coupled with higher proportions of women compared to the general industry average, an interrogative arises seeking HR audience on how the reconciliation of differences among employees can be achieved without truncating into undue friction during day-to-day interactions of the employees. In this context, managing workforce diversity becomes a crucial endeavour. Otherwise, the performance of an organisation becomes negatively impaired, and hence its productivity and profitability. Development of plausible knowledge by today’s management professionals is indeed crucial since many of the issues encountered in the work environment prompting intolerance for the differences characterising differing workers can only be solved by use of astute approaches of workforce diversity mana gement. Pless and Maak (2004) argue that many of the issues that cause friction in an organisation are mainly attributed to perspectives of minority and majority workforce differences (p.129). This friction usually is more pronounced in organisations with the majority of the workforce coming from a collective ethnic group or race. Where minority groups mostly perceive themselves as being oppressed or discriminated against, it is apparent that they would consider taking steps that are unhealthy to the performance of an organisation. This aspect is perhaps widely probable since globalisation has fostered free and quick flow of information on awareness of the minority rights coupled with the existence of stricter organisational codes of conducts and regulations predominantly formulated to govern behaviours within workplaces. In this context, having workforce-diversity management knowledge is critical for the purposes of allowing HR managers to achieve their jobs mandates. This assertio n is perhaps more practical especially by consideration of Pope (2004) argument that it â€Å"is in the interest of the management of any firm to sensitise its workforce towards race and gender issues and ensure that the workplace is free of discrimination against minority groups as well as women† (p.64). From this dimension, managing workforce diversity has a chief contribution in aiding people working within a globalising company to connect in an attempt to further the organisation’s goals, create positive changes within the corporate community without negating promotion, and strengthening global organisations business partnerships. Summary Globalisation increases the challenges of HR function within an organisation by creating more complex workforce akin to increased workforce diversity characteristics. Kersten (2000) notes that managing diverse employees in a multinational or transnational organisation â€Å"begin with desirable social and political goals† ( p.236). Drawing from this argument, it is clear that HR management has a proactive role to play in ensuring that workforce diversity is appropriately managed to avoid conflicts of interest among the minority and majority groups of workers. Additionally, HR managers cannot conduct this noble task if they are not fully cognisant of the relevance and importance of managing the workforce diversities appropriately in globalising organisations. Challenges and opportunities for communication and information technology on HR Overview Advancement information and technology introduces challenges in organisations related to adaptation of work to meet changes in the technologies used to create products and services to prevent obsolescence of an organisation. According to Mishra, and Akman (2010), â€Å"advanced technology has tended to reduce the number of jobs that require little skills and to increase the number of jobs that require considerable skills, a shift called moving from touch labou r to knowledge works† (p.243). The most significant challenge of HR is to seek a mechanism for ensuring that their globalising organisations can take advantage of information and technology to enhance the development of their employees’ skill levels and productivity. Opportunities and challenges of information and communication technology (CT) for HR ICT presents several opportunities for organisations amid their size and resource levels. Currently, through the development of Internet-based business platforms such as e-commerce, a small organisation located at the Silicon Valley can do business not only within the Silicon Valley suburbs but also in other places including Shanghai and London or any other city or nation across the globe. This aspect implies that technology and information developments have made it possible for small and mediums sized organisations to compete with giant organisation in the global markets (Finkelstein 2005, p.368). Information and technolog y scholars accept that trends in globalisation at all levels of economic drivers within all nations present opportunities that have not been experienced before; however, these scholars also agree that new brand of challenges are also registered in terms of ensuring that people working for organisations remain happy and committed to their employer. In an empirical assessment conducted by Mishra and Akman (2010), it emerges that technology and HRM â€Å"have a broad range of influences upon each other, and HR professionals should be able to adopt technologies that allow the reengineering of the HR function† (p.243). This observation implies that information technology creates an opportunity for enhancing the effectiveness of the HR function within an organisation in creating climates for innovations coupled with development of information-based organisations (Hempel 2004). The development of such advances in technology for HR functions managements is fostered by the need of the HR department to conduct its functions in the global markets in a manner that ensures speed, costs reduction, and efficiency. In some situations, the HR personnel should interact physically with employees to resolve some of the challenges that affect their productivity. This aspect is particularity important when the employees’ concerns are emotional, which explains why HR personnel should have skills such as emotional intelligence. Sufficient resolution of the challenges encountered by employees requires ardent communication. IT communication platforms provide room for verbal and written communication. Unfortunately, non-verbal communication does not work optimally through the HR virtual platforms. Although to resolve this challenge, an organisation can create both virtual and non-virtual HR systems in the globalised organisations, â€Å"HRM must meet the challenge of simultaneously becoming more strategic, flexible, cost-efficient, and customer-oriented by leveraging info rmation technology† (Snell, Stueber Lepak 2002, p.83). In this regard, information and technology are becoming a vital prerequisite tool for professionals in the field of human resource. The sophistication of external structural alternatives coupled with IT-based tool for management has led to the emergence of virtual HR. IT enables organisations to avail state-of-art human resource services, which reduces organisational costs irrespective of the size of an organisation through availing cheap and efficient HR technologies. Although virtual HR reduces instances of direct interaction of the HR and the employees tremendously, Mishra and Akman (2010) maintain, â€Å" HRM could support the efforts of technological innovation’s to achieve high performance by focusing more on value-added activities to realise the full potential of technology and organisational strategy† (p.244). This goal is realisable via freeing HR various intermediary roles to enable them to focus e ntirely on human resources strategic planning coupled with development of organisations. Information technology is essential in aiding the process of automating various functions of the HR, including the payroll processing administration of numerous workforce benefits and a myriad of transnational chores. Operating in a globalising world, HR encounters the challenges of dealing with workforce derived from cross-cultural backgrounds akin to recruitment of employees from differing nations, political systems contexts, and cultures. Although this aspect presents a significant challenge for HR in the efforts to develop strategies for ensuring that amid the differences between people employed by organisations, they are satisfied with their jobs, Tansley and Watson (2007) argue that IT is an incredible tool for handling the challenge. Tansley and Watson (2007) reckon, â€Å"IT has considerable potential as a tool that managers can utilise, both generally and in human resourcing functions in particular to increase the capabilities of the organisation† (p.115). However, even though IT can enhance quick and precise communication to the employees, challenges are still encountered in the derivation of strategies for communicating to multicultural employees pools. For organisations operating in the global markets, this challenge is even amplified. Such organisations often find themselves employing people that the HR can only interact with through virtual means. Consequently, the best mechanism of making people happy continues to be a challenge to the HR whose functions are essentially realised through information technology platforms. Summary Information technology allows organisations to conduct their business management functions from a centralised location without necessarily having to create physical offices in their global outlets. Some organisations, such as Amazon.com, only have one physical location, from where all the operation, including supplies and logis tics among others, are conducted through interaction of e-business platforms such as B2B and C2B. Although such functions require employees, often located in different nations, the HR has no way of directly interacting with them in an effort to resolve their challenges, which may affect their productivity and especially problems that create heated emotions. However, amid these challenges, application of information technology creates immense opportunities for the HR to conduct its function in fast, effective, and efficient ways, which include automation of specific HR roles such as administration of employees’ benefits systems and processing of payrolls. Through IT, organisations are in a position to reduce the costs associated with the execution of HR functions within global organisations. The repercussion of such a move is the creation of productive and competitive organisations in the global markets. Reference List Dessler, G 2004, Management principles and practices for t omorrow’s leaders, Prentice Hall, Upper Saddle River. Finkelstein, L 2005, ‘What is global governance’, Global Governance, vol. 1 no. 2, pp. 367-372. Hempel, P 2004, ‘Preparing the HR profession for technology and information work’,  Human Resource Management, vol.3 no.2, pp. 163-177. Jayne, A Dipboye, L 2004, ‘Leveraging Diversity to Improve Business Performance: Research Findings Recommendations for Organisations’, Human Resource  Management, vol. 43 no.4, pp. 409-424. Kersten, A 2000, ‘Diversity management dialogue, dialectics and diversion’, Journal of  human resource management, vol.12 no.4, pp. 234-253. Mishra, A Akman, I 2010, ‘Information Technology in Human Resource Management: An empirical assessment’, Public Personnel Management, vol.39 no.3, pp. 243-262. Pless, M Maak, T 2004, ‘Building an Inclusive Diversity Culture: Principles, Process, and Practice’, Journal of Business Ethi cs, vol.54 no.2, pp.129-147. Pope, A 2004, ‘Diversity is the key in strategic planning’, American Water Works  Association Journal, vol. 96 no.7, pp. 63-64. Snell, A, Stueber, D Lepak, P 2002, ‘Virtual HR Departments: Getting out of the middle’, In R Heneman D Greenberger (eds), Human resource management in virtual  organisations, Information Age Publishing, Charlotte, pp. 81-101. Srivastava, E Agarwal, N 2012, ‘The Emerging Challenges in HRM’, International  Journal of Scientific and Technology Research, vol.1 no.6, pp. 46-47. Tansley, C Watson, T 2007, ‘Strategic exchange in the development of human resource information systems (HRIS)’, New Technology, Work, and Employment, vol.15 no.2, pp. 108-122. This essay on HRM Strategies Description was written and submitted by user Trey Dillon to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Black Decker Analysis Essays

Black Decker Analysis Essays Black Decker Analysis Essays After reviewing the presentation of Team D, I concluded from their problem statement that their plan for Black Decker moving forward is to focus on the Professional-Tradesmen segment since it is their segment with the lowest market share. They focused on this problem because even though the Professional Tradesmen segment is the smallest of the three segments, Professional Industrial, Professional Tradesmen, and Consumer, it is the fastest growing. As a follow up to their problem statement, I found it somewhat confusing as to what their actionable items would be in regards to the vehicle they were choosing to enhance the Black Decker brand image. First, Team H said they would put the DeWalt product name on Black Decker products to instill brand recognition with tradesmen since the DeWalt brand comes from a line of successful stationary woodworking equipment and was absorbed by Black Decker in 1960. However, Team H also proposed that Black Decker should do a better job at highligh ting their brand name on their product line via a new brand called â€Å"DeWalt by Black Decker†. Where I did see the value of such a change, it was confusing as to which the Team was proposing. Team H opened their presentation with a background on the Black Decker brand, mentioning that even though this company was the world’s largest producer of power tools in 1990, it is most known for home appliances, such as blenders, coffee machines, toaster ovens, and of course, the Dustbuster. However, Team H pointed out that even though Black Decker was a market leader for in-home consumer products, it was not leveraging the Professional-Tradesmen market efficiently. Team H broke down the differences between a Professional and Consumer tradesman, saying that the main difference is the how their work is being done. As a Professional Tradesman is one who works on an industrial site using industrial grade equipment, while a Consumer Tradesman is more of a â€Å"weekend warrior† performing small home improvements. As stated in the case, the Professional Tradesman category mailyn consists of tradesmen who depend on their trade as means of employment. They include â€Å"e lectricians, plumbers, carpenters, framers, roofers, and general remodeler workers in residential construction†. The Consumer Tradesman, however, is not as serious as the Professional Tradesman, thus their needs for equipment is less strict. Team H went a step further to show how both types of tradesmen view the Black Decker product line. Professional Tradesmen are not pleased with the brand because they have a negative brand image for Black Decker. Professional Tradesmen see all Black Decker products for at home use only and not suitable for the job site. A Professional Tradesman spent approximately $3,000 on their â€Å"tools of trade†, and spent approximately $1,000 on replacement tools per year. As Team H pointed out, the performance of tools was a big conversation on the job site, thus if a few tradesmen disliked a product, that perceived brand reputation spread, which caused a loss in revenues for Black Decker. On the contrary, Consumer Tradesmen were happy wi th the Black Decker product line because they saw the value in using this equipment for their smaller scale projects. Team H compared the brand image and product line of Black Decker to that of their competitors so they could point out the differences in brand reputation among the target market. The perceived top brand in the space was Makita. Professional Tradesmen saw Makita as having a strong base line of products in all major categories. Team H also explained that the Professional Tradesmen segment also noticed that Makita was easily accessible; meaning that they could be purchased at most, if not all, home improvement centers, such as Home Depot or Lowes. Despite Makita’s strong position with this market segment, some explained that this brand was â€Å"arrogant and

Case study Example | Topics and Well Written Essays - 500 words - 34

Case Study Example The GP refers Daphne to a geriatrician for a comprehensive geriatric assessment. Before the assessment is undertaken, Daphne falls heavily in the shower and fractures her hip. Timothy contacts Jonathon, who calls an ambulance and after assessing Daphne the paramedics transfer her to hospital. Following surgery Daphne spends a month mobilising in the rehabilitation ward before being transferred to the sub-acute Transitional Care Unit. Here she is assessed for continuing transient ischaemic attacks (TIAs) and for further signs of cognitive impairment and memory loss. At the multidisciplinary team case conference it is decided that, due to Daphne’s increasing frailty and cognitive decline, her discharge planning will include an ACAT Assessment for high level care in a Residential Aged Care Facility (RACF). As Daphne’s Enduring Guardian and Power of Attorney, Timothy is contacted to participate in a family case conference with the multidisciplinary team, consisting of a geriatrician, resident medical officer (RMO), physiotherapist, occupational therapi st, dietician, social worker, and a transitional unit registered nurse responsible for discharge planning. Q1: In your allocated role as part of the HOSPITAL multidisciplinary team in the case conference, what are the issues you need to consider in order for Daphne to be admitted to residential care? - 150 words As an occupational therapist, my role is to assess the home environment to make recommendations for residential care. The ability that Daphne has to look after herself needs to be taken into account, as someone who is unable to carry out daily life without significant help may require admission into residential care. As part of the hospital-based team, I would also consider what type of residential care that Daphne might need – some residential care homes offer

Issac Newton(Scientist) Essay Example | Topics and Well Written Essays - 750 words

Issac Newton(Scientist) - Essay Example When he was sixteen, his mother, who had become widowed once again, pulled her son from school in the hopes of turning him into a farmer. Newton detested farming, preferring to spend his time in the confines of his books. Fortunately, the master at the school that Newton attended convinced his mother to allow Newton to finish his education. He became the top-ranked student of his year, and in June 1661, he was admitted to Trinity College in Cambridge, where he studied advanced philosophy and the works of many renowned astronomers (Dolnick 18). The courses that he took influenced not only the rest of his educational years, but his future career as well, making many contributions to mathematics and space sciences. In regard to his contributions to mathematics, Newton discovered the binomial theorem, as well as began to form a mathematical theory that would eventually become what it now known as infinitesimal calculus. Not too long after these discoveries and developments, the school th at Newton attended closed down in an attempt to protect teachers and students from the Great Plague. The private studies that he tended to at home showed more development than they had while Newton was physically attending school. During his independent studies, Newton further developed his calculus theories, as well as theories of optics and the law of gravitation. Newton published many books about his mathematical theories, but then decided to focus more on mathematics in regard to space. After his education, Newton lectured on optics, focusing primarily on the refraction of light, â€Å"demonstrating that a prism could decompose white light into a spectrum of colours, and that a lens and a second prism could recompose the multicoloured spectrum into white light (Ball 324).† It was also during this that Newton discovered that colored light does not change its properties, regardless of whether or not it was scattered or reflected, which became known as Newton’s theory of color. Wanting to test his theory, Newton built the first refracting telescope to physically display his theory of color. When Newton had penned out and taught all that he could about color and light, and after many successes with publishing and being acknowledged for his works, Newton turned back to his work on celestial mechanics. He focused more specifically on the effect of gravity on the orbits of planets, referring to Kepler’s laws of planetary motion. Newton became even more involved in his work with space sciences at the appearance of a comet, which he used to prove his theory of universal gravitation. This law of universal gravitation reveals that â€Å"every point mass in the universe attracts every other point mass with a force that is directly proportional to the product of their masses (Brackenridge 36).† Between the universal gravitational law and Kepler’s laws of planetary motion, Newton was able to prove that the Moon has a gravitational attr action to the Earth, which he was then able to apply to the orbits of comets and other celestial objects. Newton also made an impression in the ongoing argument of whether or not the universe was heliocentric (everything orbits around the Sun) or geocentric (the belief that everything orbits around the Earth). This argument had been one that was religiously heated, especially from within the Catholic Church, so a lot of the information in regard to the arguments were based

The Basics Of Opnet It

The Basics Of Opnet It In this lab we have followed the instructions that were given in the tutorial from the help menu. We built two networks as the first network that which is having 30 nodes and an internet server those are connected with Optical Fibre cables, and the second network that is having 15 nodes and it was connected to the first network with Optical fibre as well. And we will observe the results like LOAD and DELAY for the first network and We will repeat the same after connecting the second network to the same router. And we can observe in the graphs. Comparisons and review of the networks: All the circuit is been built by placing two networks one in first floor and second in the other floor. And we can observe it in the graph clearly. Figure 1 Both the networks in both first and second floors By the below figure we can notice the delay and Load on the server. When it was not connected to the second network the DELAY and LOAD are as shown in the figure Figure 2 Ethernet Delay (in sec) and Ethernet load (bits/sec) on the server node When the delay is observed in the server there is considerable delay , because server can receive all these nodes at the same time but the nodes are above the limit then there is a chance of delay in the server. Figure 3 This is the compared result of delay between First floor and expansion When the delay is observed in the server there is LOAD, According to this analysis we can say that the distance increased in the network can increase the load . As well as the more number of nodes also increases the load on server. Figure 5 this is the load (bit/sec) for First floor and expansion Conclusion: After this lab we can learn the basics of the OPNET IT GURU .I faced some problems with the terminology and with registration of the softwares whiles installing .This lab helped me in designing the small networks and linking them and comparing the results especially the load and delay Lab 5_ATM ASYNCHRONOUS TANSFER MODE A Connection-Oriented, Cell-Switching Technology Introduction: The goal of this lab is to analyse and examine the effect of Asynchronous Transfer Mode ATM adaptation layers and service classes on the performance of the network. There are different layers such as AAL that will discuss in this lab and will provide five service classes that can give a lot of useful information. Objective: To examine the effect of Asynchronous Transfer Mode ATM. And provide QoS capabilities through its five service classes: CBR, VBR-rt, VBRnrt, ABR, and UBR. With CBR (constant bit rate). And support all sorts of services, including voice, video, and data by using ATM. To study how the choice of the adaptation layer as well as the service classes can affect the performance of the applications. Procedure: As given in the manual create a new project after completing configured the network; initialized the network, configured the applications, followed by profiles were done. While in the subnets part first configure northeast subnet was completed and add remaining subnets was added. After that choose the statistics was tested and configure the simulation was fixed. Next duplicate the new scenario was duplicated and name it UBR_UBR. Finally run the simulation was run and the view results and analyse. Figure 1 this the CBR_UBR scenario Figure 2 this the design of north east subnet Figure 3 4 indicate the run simulation. Figure 3 Figure 4 View the Results Figure 5 this is the voice diagram that indicate the different delay between the CBR and UBR Questions and Answers 1) Analyse the result we obtained regarding the voice Packet Delay Variation time. Obtain the graphs that compare the Voice packet end-to-end delay, the Email download response time, and the FTP download response time for both scenarios. Comment on the results. Sol When we observe the voice packet delay variation in the above shown figure 5, it indicates the UBR makes delay for voice because of the service class as UBR is using for all applications for ATM Adaption layer AAL5 . While CBR is using AAL2 and we can observe a very smooth service. So we can say that CBR service class is good for Voice applications and UBR service class is good for EMAIL and FTP applications. Figures 6, 7 8 show the graph which compares the Voice packet end-to-end delay ,the Email download response time, and the FTP download response time for both scenarios. Figure 6 in Voice Packer End_ to End Delay (sec) Figure 7 Email Download Response Time (sec) Figure 8 the FTP Download Response Time (sec) By the voice packet end to end indicates that the CBR service is having higher quality when compared to UBR service. By Email download response time when compared responses from both the scenarios. From FTP responses when observed UBR_UBR the responses are beter when compared to CBR_UBR scenario. So as stated before from his graphs UBR is good for Email and FTP but not good for Voice, CBR service is good for Voice. 2) Create another scenario as a duplicate of the CBR_UBR scenario. Name the new scenario Q2_CBR_ABR. In the new scenario you should use the ABR class of service for data, i.e., the FTP and Email applications in the data stations. Compare the performance of the CBR_ABR scenario with that of the CBR_UBR scenario. Hints: To set ABR class of service to a node, assign ABR Only to its ATM Application Parameters attribute and ABR only (Per VC Queue) to its Queue Configuration (one of the ATM Parameters). For all switches in the network (total of 6 switches), configure the Max_Avail_BW of the ABR queue to be 100% and the Min_Guaran_BW to be 20%. Sol Figure 9, the delay variation for both CBR_UBR and Q2_CBR_ABR is similar that means ABR and CBR services are good quality service that uses for voice. Figure 9 this diagram of voice that indicates the delay variation Figure 10, the down load for CBR service is more than ABR service. Figure 10 this is time average for email Figure 11, CBR and ABR services are having same FTP download response time. Figure 11 FTP 3) Edit the FTP application defined in the Applications node so that its File Size is twice the current size (i.e., make it 100000 bytes instead of 50000 bytes). Edit the EMAIL application defined in the Applications node so that its File Size is five times the current size (i.e., make it 10000 bytes instead of 2000 bytes). Study how this affects the voice application performance in both the CBR_UBR and UBR_UBR scenarios. (Hint: to answer this question, you might need to create duplicates of the CBR_UBR and UBR_UBR scenarios. Name the new scenarios Q3_CBR_UBR and Q3_UBR_UBR respectively.) Sol: When we decrease the size of the file the QoS will improve, as the traffic congestion will decrese as in fig.13 and 14, the delay of voice time variation is same and the time average voice packet end to end is also same. And we can say as the decreasing of packet size can decrease traffic congestion. Figure 12 Figure 13 Figure 14 Concolusion: After this lab analysing the of Asynchronous Transfer Mode (ATM), and ATM adaption layers and service classes and their effect on the performance of the network. And it taught me how to deal with different layers like ATM adaption layers(AAL). Laboratory_6 (RIP) RIP: Routing Information Protocol Objective: In this lab we can analyze and configure the Routing Information protocol. R.I.P Overview: Router has to check the packets destination address and determine which output ports is the best choice to the address. By seeing the forwarding table router do the decision. And these algorithms are needed to build routing tables and the forwarding tables. Basic problem of the routing to find the lowest-cost path between two nodes, Where the cost of a path equals to the sum of costs of all edges that make the path. In this laboratory, we will build a network that utilizes RIP as its routing protocol. We will examine the routing tables generated in the routers, and also check that how RIPS is affected by link failures. Procedure: At the first the scenario named as NO_Failure was created. Network was build by using ethernet4_ slip8_gtwy and 100BaseT_LAN objects along with bidirectional 100BaseT_LAN links. After completion router configuration, remaining LANs were added. Then the statistics were chosen to realize the performance of the RIP protocol. Then simulation process was performed. The designed figure is given below : Figure-1 RIP Network (No_Failure) And we have to design a Failure scenario for that duplicate the of scenario 1, with inclusion of link node failure simulations as shown in figure-2. Figure-2 Rip Network (Failure) And after editing the attributes , which develop a link failure between Router 1 and Router 2. Then simulation process was performed. Figure-3 Comparison of number of updates in failure and No_Failure scenario. The above figures shows the number updates those are sent by the router to its routing table and when there is a failure to any other node connected to it as compared to the situation when there is no failure in any of the link. From the obtained graphs we can observe that for NO_Failure the number of updates decrease from 13 to 4 with time by approximately , because the routing table has already gathered information about neighboring nodes and after that only the information is updated that means updates being sent are less. The scenario is similar for failure in starting, but with time when the router senses link failure it again starts updating information in its routing table, the intensity of which is a little bit less then the time when it sensed the failure. RIP Trafic in No_Failure and Failure scenarios Figure-4 Comparison of RIP traffic sent in Failure and NO_Failure. Figure-5 Comparison for RIP sent traffic in failure and No Failure Scenarios. The above two graphs shows the comparison of RIP sent traffic in Failure and No_failure scenario. The above graphs the first represents overlaid comparison and second one is stacked comparison. The failure introduced into the RIP system changes the traffic sent signals and also the traffic received signals. Conclusion: By observing the results we can say that both No_failure and Failure scenarios are having different results and as the time taken for updating the Routing Information protocol is more for Failure scenario compared to NO_Failure scenario .Because the system require acknowledgement and discard the packet and resend it that takes lots of time to updating LAB 7_OSPF: Open Shortest Path First A Routing Protocol Based on the Link-State Algorithm Introduction: This lab lets us to know the working method of OSPF(Open Shortest Path First Protocol). By some analysis and steps in order to know more about this. Aim: To introduce the Open Shortest Path First (OSPF) routing protocol. And analyse the performance of the Open Shortest Path First (OSPF) routing protocol. Then set up a network that utilizes OSPF as its routing protocol. Analyse the routing tables generated in the routers. And observe how the resulting routes are affected by assigning areas and enabling load balancing. Procedure: By following the steps in the maual we can create the new project is done as we can see in the figure 1 Figure 1 create a new scinario After Creating, Configure the Network, Initialize the Network, Configure the Link Costs, Traffic Demands and figure the Routing Protocol and Addresses were completed. After that Configure the Simulation was the obtained results of the run was put it in the figure 2 3. Figure 2 run three simulation Figure 3 the result of simulation After getting the simulation result duplicate the present scenarios (Areas and Balanced Scenarios) and observe the results as shown in the figures 4,56 Results Figure 4 No_Areas Scenario paths from router A to router C Figure 5 No_Areas Scenario paths from router B to router H Figure 6 Area scenario Figure 7 the Balanced Scenario Answer the Question 1) Explain why the Areas and Balanced scenarios result in different routes than those observed in the No_Areas scenario, for the same pair of routers. Sol As the A and C router link is created as a traffic congestion in No_Areas, the packets go to other shortest path A,D,E and C are smaller as compared to A and C. And the cost is also more for A and C when compared to A,D,E and C , those are like 15 for A,D,E and C and A and C is 20.By OSPF protocol the shortest path is chosen. As the loop back interface allows a server and client to communicate on same host by using TCp/Ip the traffic packets between router A and C in the Areas scenario are expanded ,the packet will pass through link router A and C.And as per the load building option the Path cost for A,C,E,G and H and path cost for B,A,D,F and H are equal, So the packet may choose any one. 2) Using the simulation log, examine the generated routing table in Router A for each of the three scenarios. Explain the values assigned to the Metric column of each route. Hints: Refer to the View Results section in Lab 6 for information about examining the routing tables. You will need to set the global attribute IP Interface Addressing Mode to the value Auto Addressed/Export and rerun the simulation. To determine the IP address information for all interfaces, you need to open the Generic Data File that contains the IP addresses and associated with the scenarios. sol No_Areas Campus Network.RouterA,Campus Network.RouterC,163.64,0,RouterA > RouterC,Campus Network.RouterA, Network.RouterA RouterD,Campus Network.RouterD,Campus Network.RouterD RouterE,Campus Network.RouterE,Campus Network.RouterE RouterC Campus Network.RouterB,Campus Network.RouterH,168.59,1,RouterB > RouterH,Campus Network.RouterB,Campus Network.RouterC RouterB,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterG RouterE,Campus Network.RouterG,Campus Network.RouterH RouterG Campus Network.RouterC,Campus Network.RouterA,169.09,2,RouterC > RouterA,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterD RouterE,Campus Network.RouterD,Campus Network.RouterA RouterD Campus COMMON ROUTE TABLE snapshot for: Router name: Campus Network. (Router A) at time: 600.00 seconds ROUTE TABLE contents: Dest. Address Subnet Mask Next Hop Interface Name Metric Protocol Insertion Time 192.0.1.0 255.255.255.0 192.0.1.1 IF0 0 Direct 0.000 192.0.3.0 255.255.255.0 192.0.3.1 IF1 0 Direct 0.000 192.0.4.0 255.255.255.0 192.0.4.1 IF2 0 Direct 0.000 192.0.12.0 255.255.255.0 192.0.12.1 Loopback 0 Direct 0.000 192.0.13.0 255.255.255.0 192.0.3.2 IF1 20 OSPF 36.496 192.0.11.0 255.255.255.0 192.0.1.2 IF0 35 OSPF 36.496 192.0.14.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.10.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.17.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.2.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.6.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.7.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.15.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.8.0 255.255.255.0 192.0.1.2 IF0 25 OSPF 36.496 192.0.19.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.9.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.16.0 255.255.255.0 192.0.1.2 IF0 5 OSPF 36.496 192.0.5.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.18.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 Areas scenario Campus Network.RouterA,Campus Network.RouterC,163.64,0,RouterA > RouterC,Campus Network.RouterA,Campus Network.RouterA RouterC Campus Network.RouterB,Campus Network.RouterH,168.59,1,RouterB > RouterH,Campus Network.RouterB,Campus Network.RouterC RouterB,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterG RouterE,Campus Network.RouterG,Campus Network.RouterH RouterG Campus Network.RouterC,Campus Network.RouterA,169.09,2,RouterC > RouterA,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterD RouterE,Campus Network.RouterD,Campus Network.RouterA RouterD COMMON ROUTE TABLE snapshot for: Router name: Campus Network. Router A at time: 600.00 seconds ROUTE TABLE contents: Dest. Address Subnet Mask Next Hop Interface Name Metric Protocol Insertion Time 192.0.1.0 255.255.255.0 192.0.1.1 IF0 0 Direct 0.000 192.0.3.0 255.255.255.0 192.0.3.1 IF1 0 Direct 0.000 192.0.4.0 255.255.255.0 192.0.4.1 IF2 0 Direct 0.000 192.0.12.0 255.255.255.0 192.0.12.1 Loopback 0 Direct 0.000 192.0.16.0 255.255.255.0 192.0.1.2 IF0 5 OSPF 36.496 192.0.2.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.5.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.18.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.9.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.10.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.17.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.13.0 255.255.255.0 192.0.3.2 IF1 20 OSPF 36.496 192.0.11.0 255.255.255.0 192.0.4.2 IF2 40 OSPF 36.496 192.0.3.2 IF1 40 OSPF 36.496 192.0.14.0 255.255.255.0 192.0.4.2 IF2 20 OSPF 36.496 192.0.6.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.7.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.19.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.8.0 255.255.255.0 192.0.1.2 IF0 25 OSPF 36.496 192.0.15.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 39.238 Balanced scenario Campus Network.RouterA,Campus Network.RouterC,163.64,0,RouterA > RouterC,Campus Network.RouterA,Campus Network.RouterA RouterD,Campus Network.RouterD,Campus Network.RouterD RouterE,Campus Network.RouterE,Campus Network.RouterE RouterC Campus Network.RouterB,Campus Network.RouterH,168.59,1,RouterB > RouterH,Campus Network.RouterB,Campus Network.RouterC RouterB,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterG RouterE,Campus Network.RouterG,Campus Network.RouterH RouterG Campus Network.RouterB,Campus Network.RouterH,168.59,1,RouterB > RouterH,Campus Network.RouterB,Campus Network.RouterA RouterB,Campus Network.RouterA,Campus Network.RouterA RouterD,Campus Network.RouterD,Campus Network.RouterD RouterF,Campus Network.RouterF,Campus Network.RouterF RouterH Campus Network.RouterC,Campus Network.RouterA,169.09,2,RouterC > RouterA,Campus Network.RouterC,Campus Network.RouterE RouterC,Campus Network.RouterE,Campus Network.RouterD RouterE,Campus Network.RouterD,Campus Network.RouterA RouterD COMMON ROUTE TABLE snapshot for: Router name: Campus Network. Router A at time: 600.00 seconds ROUTE TABLE contents: Dest. Address Subnet Mask Next Hop Interface Name Metric Protocol Insertion Time 192.0.1.0 255.255.255.0 192.0.1.1 IF0 0 Direct 0.000 192.0.3.0 255.255.255.0 192.0.3.1 IF1 0 Direct 0.000 192.0.4.0 255.255.255.0 192.0.4.1 IF2 0 Direct 0.000 192.0.12.0 255.255.255.0 192.0.12.1 Loopback 0 Direct 0.000 192.0.13.0 255.255.255.0 192.0.3.2 IF1 20 OSPF 36.496 192.0.11.0 255.255.255.0 192.0.1.2 IF0 35 OSPF 36.496 192.0.14.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.10.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.17.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.2.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.6.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.7.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.15.0 255.255.255.0 192.0.1.2 IF0 20 OSPF 36.496 192.0.8.0 255.255.255.0 192.0.1.2 IF0 25 OSPF 36.496 192.0.19.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.9.0 255.255.255.0 192.0.1.2 IF0 15 OSPF 36.496 192.0.16.0 255.255.255.0 192.0.1.2 IF0 5 OSPF 36.496 192.0.5.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 192.0.18.0 255.255.255.0 192.0.1.2 IF0 10 OSPF 36.496 When we observe the tables both No_Area and Balanced are having same tables but they are different in Area scenario. And this occurs by some reasons like no traffic in between A and C and the area identifier ,the path will pass as per the identifier and table will be different . 3) OPNET allows you to examine the link-state database that is used by each router to build the directed graph of the network. Examine this database for Router A in the No_ Areas scenario. Show how Router A utilizes this database to create a map for the topology of the network and draw this map. (This is the map that will be used later by the router to create its routing table.) Hints: To export the link-state database of a router, Edit the attributes of the router and set the Link State Database Export parameter (one of the OSPF Parameters, under Processes) to Once at End of Simulation. You will need to set the global attribute IP Interface Addressing Mode to the value Auto Addressed/Export. This will allow you to check the automatically assigned IP addresses to the interfaces of the network. (Refer to the notes of question 2 above.) After rerunning the simulation, you can check the link-state database by opening the simulation log (from the Results menu). The link-state database is available in Classes _ OSPF _ LSDB_Export. Sol No_Areas Link State Database snapshot for: Router Name: Router A at time: 600.00 [Router Links Advertisements for Area 0.0.0.0] Link state advertisement list size: 8 - LSA Type: Router Links, Link State ID: 192.0.12.1, Adv Router ID: 192.0.12.1 Sequence Number: 47, LSA Age: 3 LSA Timestamp: 22.687 Link Type: Stub Network, Link ID: 192.0.12.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.16.1, Link Data: 192.0.1.1, Link Cost: 5, Link Type: Stub Network, Link ID: 192.0.1.0, Link Data: 255.255.255.0, Link Cost: 5, Link Type: Point-To-Point, Link ID: 192.0.13.1, Link Data: 192.0.3.1, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.3.0, Link Data: 255.255.255.0, Link Cost: 20, Link Type: Point-To-Point, Link ID: 192.0.14.1, Link Data: 192.0.4.1, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.4.0, Link Data: 255.255.255.0, Link Cost: 20, LSA Type: Router Links, Link State ID: 192.0.13.1, Adv Router ID: 192.0.13.1 Sequence Number: 49, LSA Age: 3 LSA Timestamp: 24.149 Link Type: Stub Network, Link ID: 192.0.13.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.12.1, Link Data: 192.0.3.2, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.3.0, Link Data: 255.255.255.0, Link Cost: 20, Link Type: Point-To-Point, Link ID: 192.0.14.1, Link Data: 192.0.11.1, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.11.0, Link Data: 255.255.255.0, Link Cost: 20, LSA Type: Router Links, Link State ID: 192.0.14.1, Adv Router ID: 192.0.14.1 Sequence Number: 50, LSA Age: 3 LSA Timestamp: 24.149 Link Type: Stub Network, Link ID: 192.0.14.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.12.1, Link Data: 192.0.4.2, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.4.0, Link Data: 255.255.255.0, Link Cost: 20, Link Type: Point-To-Point, Link ID: 192.0.18.1, Link Data: 192.0.10.1, Link Cost: 5, Link Type: Stub Network, Link ID: 192.0.10.0, Link Data: 255.255.255.0, Link Cost: 5, Link Type: Point-To-Point, Link ID: 192.0.13.1, Link Data: 192.0.11.2, Link Cost: 20, Link Type: Stub Network, Link ID: 192.0.11.0, Link Data: 255.255.255.0, Link Cost: 20, LSA Type: Router Links, Link State ID: 192.0.17.1, Adv Router ID: 192.0.17.1 Sequence Number: 52, LSA Age: 4 LSA Timestamp: 24.239 Link Type: Stub Network, Link ID: 192.0.17.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.16.1, Link Data: 192.0.2.2, Link Cost: 5, Link Type: Stub Network, Link ID: 192.0.2.0, Link Data: 255.255.255.0, Link Cost: 5, Link Type: Point-To-Point, Link ID: 192.0.19.1, Link Data: 192.0.6.1, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.6.0, Link Data: 255.255.255.0, Link Cost: 10, Link Type: Point-To-Point, Link ID: 192.0.15.1, Link Data: 192.0.7.2, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.7.0, Link Data: 255.255.255.0, Link Cost: 10, LSA Type: Router Links, Link State ID: 192.0.15.1, Adv Router ID: 192.0.15.1 Sequence Number: 51, LSA Age: 5 LSA Timestamp: 24.239 Link Type: Stub Network, Link ID: 192.0.15.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.17.1, Link Data: 192.0.7.1, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.7.0, Link Data: 255.255.255.0, Link Cost: 10, Link Type: Point-To-Point, Link ID: 192.0.19.1, Link Data: 192.0.8.1, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.8.0, Link Data: 255.255.255.0, Link Cost: 10, LSA Type: Router Links, Link State ID: 192.0.19.1, Adv Router ID: 192.0.19.1 Sequence Number: 129, LSA Age: 5 LSA Timestamp: 27.687 Link Type: Stub Network, Link ID: 192.0.19.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Point, Link ID: 192.0.17.1, Link Data: 192.0.6.2, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.6.0, Link Data: 255.255.255.0, Link Cost: 10, Link Type: Point-To-Point, Link ID: 192.0.15.1, Link Data: 192.0.8.2, Link Cost: 10, Link Type: Stub Network, Link ID: 192.0.8.0, Link Data: 255.255.255.0, Link Cost: 10, Link Type: Point-To-Point, Link ID: 192.0.18.1, Link Data: 192.0.9.2, Link Cost: 5, Link Type: Stub Network, Link ID: 192.0.9.0, Link Data: 255.255.255.0, Link Cost: 5, LSA Type: Router Links, Link State ID: 192.0.16.1, Adv Router ID: 192.0.16.1 Sequence Number: 130, LSA Age: 3 LSA Timestamp: 27.688 Link Type: Stub Network, Link ID: 192.0.16.1, Link Data: 255.255.255.0, Link Cost: 0, Link Type: Point-To-Po