Reverend jeffrey brown cops kids and ministers Essay

Reverend jeffrey brown cops kids and ministers - Essay Example Young people were dying in large numbers, and several very extreme instances had occurred recently which shocked and stunned the local community. Everyone realized that something had to change because the situation was untenable for residents, police and religious communities. Another factor in the context in Boston that was relevant was the fact that much of the violence was located in gangs, who dominated pockets of territory and had little understanding of each other. The big breakthrough that Brown and his team brought to the situation was to tackle all of areas separately, with each minister taking responsibility for one area and yet to achieve unity of purposes through the fact that all ministers were working together on an agreed, ten point plan. The leadership emergence of Brown, Rivers and Hammond can be seen as three different approaches that have potential for success in their own right, but become truly effective when they are put together and allowed to support each other. Jeffrey Brown’s main contribution was to shift the focus for interventions from police policies to the young people on the streets themselves. By walking the streets he was able to build trust in his own area, and he had the initiative to go and seek out other local ministers who were prepared to take the same view, and get out of their comfortable homes to meet with people on the streets. He provided facilities, and the kids came in large

Costa Rica Essay Example for Free

Costa Rica Essay Costa Rica is a very beautiful country and very independent. Costa Rica gained its independence from the Spanish in 1821 but still was mooched off of by Agustin de Iturbide in his Mexican Empire. Easter in Costa Rica is known as Semana Santa. On July 25th they have Guanacaste day, which is the celebration of the annexation of Guanacaste to Costa Rica in 1824. August 2nd they have Virgen de Los Angeles Day. Which celebrates the Patron saint of Costa Rica. This is one of the most important religious celebrations. On September 15th they celebrate Independence Day in Costa Rica. On October 12th they celebrate Dia de la Raza (Columbus Day). Lastly on December 25th they celebrate Christmas Day, which are Family-oriented celebrations. Costa Rica’s flag has tons of symbolism involved stating with the colors. The white stripe represents peace and honesty, the blue stripe represents vigilance, truth and loyalty while the red stripe represent hardiness, bravery, and strength. The emblem on the flag contains the volcanoes and their coat of arms. Costa Rica’s number one economic resource is coffee and bananas. Costa Ricans live just like we do in the U. S. A. Costa Rica and the United States of America get along quite well. Of course there has been a few bump in the road but nothing bad enough to make us hostile. We are good friends because we help each other out by buying each others products and such. Costa Rica and its relations with other countries are exquisite right now. They have been apart of the international community and have been neutral to most countries for quite some time. Of course it may be hostile to a few countries but everyone seems to have enemies. This country is said to be very beautiful so if I had the time I would gladly visit it and spend a few days on the beach. Things are cheap there and I can be cheap so it would work out great. This country is a very beautiful country that makes its money off of very natural things and I think that is very good. I think the people are nice and the amount of festivals and holidays they have is very cool.

Training Scenario In Indian Industry Management Essay

Training Scenario In Indian Industry Management Essay Training  is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what new options can help them improve their effectiveness at work. Effective trainings convey relevant and useful information that inform participants and develop skills and behaviors that can be transferred back to the workplace. The goal of training is to create an impact that lasts beyond the end time of the training itself. The focus is on creating specific action steps and commitments that focus peoples attention on incorporating their new skills and ideas back at work. Training can be offered as skill development for individuals and groups. In general, trainings involve presentation and learning of content as a means for enhancing skill development and improving workplace behaviors. Organizational Development  is a process that strives to build the capacity to achieve and sustain a new desired state that benefits the organization or community and the world around them. (from the Organizational Development Network website) OD work implies creating and sustaining change. An OD perspective examines the current environment, the present state, and helps people on a team, in a department and as part of an institution identify effective strategies for improving performance. In some situations, there may not be anything wrong at the present time; the group or manager may simply be seeking ways to continue to develop and enhance existing relationships and performance. In other situations, there may be an identifiable issue or problem that needs to be addressed; the OD process aims to find ideas and solutions that can effectively return the group to a state of high performance. These two processes, Training and Organizational Development, are often closely connected. Training can be used as a proactive means for developing skills and expertise to prevent problems from arising and can also be an effective tool in addressing any skills or performance gaps among staff. Organizational Development can be used to create solutions to workplace issues, before they become a concern or after they become identifiable problem. http://traininganddevelopment.naukrihub.com/images/1.JPG ROLE OF TRAINING TRAINING SCENARIO IN INDIAN INDUSTRY TRAINING PROGRAMS IN RETAIL/FMCG SECTOR Some of the training programs that are given in the retail sector are: Sales Training On-the-Job Training Seminars/Workshops Customer Relationship Management Online Course Group Study Computer-Based Training TRAINING IN BANKING AND INSURANCE SECTOR Favourable economic climate and number of other factors such as growing urbanization, increasing consumerism, increase in financial services for people living in rural areas etc, has increased demand for wide range of financial products that has led to mutually beneficial growth to the banking sector and economic growth process. In the insurance sector also, rapid expansion has created about 5 lakh job opportunities approximately in the past five years. These openings are mainly in the field of insurance advisors or marketing agents. The eligibility criteria for this job is graduation with some experience in marketing or become insurance agents after completing school but this needs some relvant training. Earlier there were no training programs as such for insurance agents but on-the-job training only that was given once the new agent was appointed. But now the scenario has been changed, with the coming up of big players like  ICICI Life Insurance, ICICI Lombard, HDFC Life Insurance, Tata AIG General Insurance, etc in this sector, people whove had some formal training are preferred while recruitment because it can be helpful in the insurance field. TRAINING AND DEVELOPMENT IN IT/SOFTWARE DEVELOPMENT INDUSTRY With the growing investment by IT companies in the development of their employees many companies have now started their own learning centers. As an example, Sun has its own training department. Accenture has Internet based tool by the name of My Learning that offers access to its vast learning resources to its employees. Companies are investing in both the technical training, which has always been an essential part in IT industry, as well as in managerial skills development. Companies now kept aside 3-5% of revenue for training programs. As an example, some of the major players like Tata Elexi and Accenture are allocating 7% and 3% respectively of the companys overall revenue. TRAINING AND DEVELOPMENT IN HOSPITALITY SECTOR Programs are available for the following areas: Food Production Food and Beverage Service Front Office Housekeeping TRAINING AND DEVELOPMENT IN KPO SECTOR With the expected increase in number of employees, training has become the core of KPO industry as well. No matter how much qualified the person is he needs to be trained on processes. As the name itself implies, knowledge, this sector requires high level of functional know-how as well as domain know-how. There is a constant need of well-planned training programs as the work profile requires understanding of market research objectives and methodologies. This sector requires behavioral training as well as training to handle stress because of odd working hours. If a person is committed to deliver quality, and is willing to learn with positive attitude then definitely KPO is the right place to work for him. EFFECTIVENESS OF TRAINING FOR AN EMPLOYEE IN AN ORGANISATION Companies invest quite a bit on the training and development of their employees. On the other hand, there are companies which refrain from investing in training. This is partly because they doubt whether such investments would pay back anything to the organization. However, today, most managers in companies appreciate the importance of training and want to invest in their employees training and development. Human Resources (HR) departments in companies could play an important role in capitalizing this opportunity and put in place systems and processes to make training more effective. Here are a few actions that HR could take: LINK TRAINING TO OTHER SYSTEMS: Training is part of the development process. However, development would mean understanding the capabilities of individual employees, identifying gaps and focusing on the right training for the right person. We can see that this leads to linkage of training with recruitment and performance appraisals. Recruitment, i.e., the entry point of an employee in the company, is the best starting point for tracking capabilities of employees. Capturing the profile of an employees capabilities at this stage helps the company build on his strengths and develop them further. Similarly, performance appraisals which are a periodic exercise, give adequate opportunity for organizations to take stock of the capabilities of employees and identify the gaps or the desired capabilities that need to be developed, and which emerge either from the career aspirations of the individual or business plans of the company. MAKE TRAINING A SYSTEMATIC ACTIVITY: An employee receives a call from a Manager out of the blue one day, who asks her to attend a training program on communication to be held two days later. The employee is unprepared. There are other priorities lined up for the week. Suddenly, the employee is having to do her bit to either re-prioritize, or re-schedule activities, or, worse still, stretch herself for the next two days to complete some of the high priority assignments in a hurry so that she can attend the training program. All this only leads to the employee going to the training program in a totally unprepared frame of mind. A positive and receptive mood, that is necessary for learning, is absent. The time and the money spent on the program turns out to be a waste. This is a common scenario in many companies treating training programs as one off events to which employees need to be sent. HR can do a lot to take control and make training a lot more of a systematic activity. Planning for programs adequately beforehand, preparing the employee with reading material or exercises, sending alerts and other communication related to the training at different stages before the program-all these would help. In all, planning well in advance, preparing the employee, laying the foundation for an eagerness to optimise the benefit derived from the program-all these will help. TRACKING OF TRAINING ACTIVITIES: Many companies have metrices such as number of man days of training. Some track them periodically, but most do not. It is necessary to compare the tracking of training to that for compensation. Compensation is tracked meticulously, analysed in depth across departments, levels, functions and so on. The same level of meticulousness, however, is missing in the case of training. Metrices, however, need to be carefully analysed and presented to the stakeholders periodically, to help them focus their efforts and plan for the training in a systematic manner. FEEDBACK LOOP: Measuring training effectiveness has always been a challenge, given the fact that the direct correlation between the training effort and results on the job cannot be clearly established. However, no one can deny that training contributes in a very significant manner to both improvement in the knowledge, skills and performance of a companys employees, as well as the overall business performance of the company.. Such training- performance correlation has been well established, and thus, the best employers worldwide invest significantly and systematically in training their personnel. Notwithstanding the fact that the direct correlation between a training program and improvement in the performance of an employee who has undergone such a training program, is by now indisputable, collecting feedback on the impact will help in fine tuning the efforts made towards training. In this context, there exist three stages of process for collecting feedback on training. Timing is very important here. The first stage is immediately after the completion of the program. The main objective of this feedback is to get to know how well the trainer delivered the program, the usefulness of the content and effectiveness of the methodology. The second stage would be the collection of feedback thirty days from the completion of the program. The objective here would be effectiveness in retention, and the question to be asked is this: are the learnings from the program still retained by the employee? BLEND OF METHODOLOGIES: Learning styles differ from one individual to another. To elaborate, the manner of teaching and learning different subjects can vary. What works for a training program on a technical subject may not necessarily work well for a behavioral area, and vice versa. With the leveraging of technology and proliferation of the net learning culture, learning is no longer confined to the traditional manner of training. Each of the methodologies have their respective advantages and disadvantages. A particular methodology may work well in a specific context and not so well in another. The cost would also vary from one methodology to another. It becomes the responsibility of the training personnel to choose the most appropriate methodology for the appropriate organizational context, for a particular subject and for the appropriate audience. Instead of trying to choose what works best, one may choose to provide two or three options with the same objectives, i.e., learning and improvement in the capa bilities of the employees. What would help in effective implementation of all the factors mentioned above:   A good and comprehensive training management system. Such a system covers all the areas mentioned above and involves all the stakeholders, employees, managers, HR/training function and the leadership. Trained and dedicated personnel to manage the training. It is desirable to have a dedicated team to oversee the training process in a company. However, given the size of companies today, some small ones may not be able to dedicate full time personnel. In such cases, the responsibilities need to be clearly built into that of the HR system of these companies.

Revolution :: essays research papers

Revolution   Ã‚  Ã‚  Ã‚  Ã‚  Destruction of statues, screaming in the streets, rash actions, hasty decisions, and adrenaline-influenced outbursts. Prim and proper, fancy meetings, organized schedules, time for tea, and the thought of perfection. Total opposites are bound to clash at sometime or another, and for America, that time was now. The movie â€Å"Revolution† shows us movingly and realistically how the Revolutionary War was led up to, how the years of battles continued, and how finally victory was attained.   Ã‚  Ã‚  Ã‚  Ã‚  Poor King George III had no idea what hit him. All of the colonies now had their own governments to lean on, their own Declaration of Independence already being passed out among the people, and their own â€Å"volunteer† army. The famous â€Å"Liberty or Death† was their cry. No more repression for the people of America, they believed that God was on their side, and it was time for freedom.   Ã‚  Ã‚  Ã‚  Ã‚  When the battles began, first they were tiny squabbles that were simple and not messy. But as time passed, so did being civilized, anything and everything that would hurt the enemy in any way that could be done, was done. For that reason, on top of others, hospitals were needed. They were lacking in every department except for amputation. But since sanitary conditions were impossible, almost all had their wounds infected, and would die from the aftermath of that.   Ã‚  Ã‚  Ã‚  Ã‚  During battles there was always a flag present. No matter what happened, there was always someone carrying the flag. As soon as someone would get taken out, another would run and pick it up to show that you just can’t keep a good man down. Also, when people traveled in and out of battle areas, they would need flags to show their business and whom they supported. For example, if a wagon came in that brought rations for the colonists, they would first need to pay a toll, have an American flag, and a white flag to show they weren’t in battle. But usually, and unfortunately, in the heat of madness and testosterone, those battle codes were not heeded.   Ã‚  Ã‚  Ã‚  Ã‚  The fighting tactics were primitive. It usually was to make the other army move back a smidgen, take a break, then try again to kill, kill, kill. For the British, when a battle was won over a colony, they would parade through the streets with the remaining soldiers, the wounded and captured American soldiers. Any person who didn’t support the British was taken prisoner and was used as ‘examples’ for the others.

Indias Highest Gallantry Award (Pvc) Winners

Param vIr chakra: The medal is a circular bronze disc 1. 375 inches (3. 49 cm) in diameter. The state emblem appears in the centre, on a raised circle. Surrounding this, four replicas of Indra's Vajra (the all-powerful mythic weapon of the ancient Vedic King of Gods). The decoration is suspended from a straight swivelling suspension bar. It is named on the edge. On the rear, around a plain center, are two legends separated by lotus flowers. The words Param Vir Chakra are written in Hindi and English. A purple ribbon, 32 millimetres (1. in) long, holds the Param Vir Chakra. The medal symbolizes Rishi Dadhichi, who had donated his bones to the Gods for making Vajra Facts about Param Vir Chakra: 1. Of the 21 Paramveer Chakra awardees, 20 are from the Indian Army and one from the Indian Air Force. 2. Som Nath Sharma, the first recipient of the award, was the award designer Mrs. Savitri Khanolkar's son-in-law posthumous. 3. Grenadiers Regiment have received the most number of Param Vir Ch akras, with 3 awards, one each for the Indo-Pakistan 1965 war, 1971 Indo-Pakistan war and the Kargil War.The Gorkha Rifles have also received three awards, with the 1st Gorkha Rifles (The Malaun Regiment), 8th Gorkha Rifles and 11th Gorkha Rifles each receiving one. 4. The Sikh Regiment, Kumaon Regiment, 17th Poona Horse and Jammu and Kashmir Rifles have received two awards. 5. The highest rank to be awarded a Param Vir Chakra is that of a Lieutenant Colonel. Lt. Col. Ardeshir Tarapore. 6. The award to Major Dhan Singh Thapa, for the battle of Sirijap in the 1962 War was initially announced as a posthumous award. It was not known that Major Thapa was taken POW at that time.Param vir chakra winners Stories of the highest gallantry award winners of the armed forces. 1947-48 Jammu and Kashmir Operations Major Somnath Sharma, 4 Kumaon, posthumous Major Somnath Sharma Major Somnath Sharma son of Major General Amarnath Sharma, was born on January 31, 1923, in Himachal Pradesh. He was comm issioned in the Kumaon Regiment on February 22, 1942. On October 22, 1947, Pakistan launched the tribal invasion of Jammu & Kashmir. Major Somnath Sharma laid down his life for the country on November 3, 1947 in Badgam, Kashmir in a brave fight against Pakistan troops.Major General Amarnath Sharma received India's first and highest wartime gallantry medal, Param Vir Chakra, on behalf of his son. 2nd Lt. Rama Raghoba Rane, Corps of Engineers Second Lieutenant Rama Raghoba Rane Second Lieutenant Rama Raghoba Rane was born on June 26, 1918 at Chendia, Karnataka. He was commissioned in the Corps of Engineers on December 15, 1947. He served with distinction during the 1947-48 Jammu ; Kashmir operations. On March 18, 1948, the Indian Army recaptured Jhangar, which was lost to the enemy in December 1947. Indian troops then planned an advance from Naushahra to Rajouri.Rane made a substantial contribution in facilitating the Indian advance on Rajouri. The gallant effort made by Rane during t his critical advance earned him the highest wartime gallantry medal, Param Vir Chakra. †¢ CHM Piru Singh Shekhawat, 6 Rajputana Rifles, posthumous Company Havildar Major Piru Singh Company Havildar Major Piru Singh was born on May 20, 1918 in Rajasthan. He was enrolled in the 6 Rajputana Rifles on May 20, 1936. During the Jammu ; Kashmir operations in summer of 1948, Pakistani raiders mounted a strong counter offensive in the Tithwal sector.The enemy also forced the Indian Army to vacate their forward positions across river Kishanganga. After the setback, Indian troops took position on the Tithwal ridge. Havilder Major Piru Singh laid down his life, in a brave fight against the enemies, leaving for the rest of his comrades a unique example of single-handed bravery and determined courage. He was honoured with the highest wartime gallantry medal, Param Vir Chakra, posthumously. Naik Jadunath Singh , 1 Rajput, posthumous Naik Jadunath Singh Naik Jadunath Singh was born on November 21, 1916 in Shahjahanpur, Uttar Pradesh.He was enrolled in the 1 Rajput Regiment on November 21, 1941. During the Jammu ; Kashmir operations in the winter of 1947, the capture of Jhangar on December 24th, by the Pakistani raiders, placed them in an advantageous position in the Naushahra sector. At a most critical stage in the battle for the defence of Naushahra, he saved his picket from being overrun by the enemy. Naik Jadunath Singh was honoured with the highest wartime gallantry medal, Param Vir Chakra, posthumously. †¢ Lance Naik Karam Singh, 1 Sikh Lance Naik Karam Singh Lance Naik Karam Singh was born on September 15, 1915, in Barnala, Punjab.He was enrolled in 1 Sikh Regiment on September 15, 1941. He had earned a Military Medal in World War II. During the Jammu ; Kashmir operations in 1948, the Indian Army made substantial gains in the Tithwal sector. Karam Singh was honoured with the highest wartime gallantry medal, Param Vir Chakra, for his outstanding role in the bat tle of Tithwal. 1962 Indo-China War Major Shaitan Singh , 13 Kumaon, posthumous Major Shaitan Singh Major Shaitan Singh, son of Lieutenant Colonel Hem Singhji, was commissioned in the Kumaon Regiment on August 01, 1949.During the 1962 Indo-China conflict, 13 Kumaon was deployed in Chusul sector. The battalion led by Major Shaitan Singh held a crucial position at Rezang La, at a height of 5000 metres. The expected Chinese attack on Rezang La came on November 18. Unmindful of his personal safety, Major Shaitan Singh moved from one platoon post to another and encouraged his men to fight. He was mortally wounded. Shaitan Singh was awarded Param Vir Chakra, the highest wartime gallantry medal, posthumously, for his leadership and devotion to duty. Major Dhan Singh Thapa , 1/8 Gorkha RiflesMajor Dhan Singh Thapa Major Dhan Singh Thapa, born on April 10, 1928 in Shimla, Himachal Pradesh, was commissioned in the 8 Gorkha Rifles on August 28, 1949. The Sirijap valley, north of the Pangong La ke in Ladakh, was considered vital for the defence of Chushul airfield. The 1/8 Gorkha Rifles had outposts there to thwart any enemy encroachment in the area. One of these outposts named Sirijap-1 was held by a platoon of ‘D' Company under the command of Major Dhan Singh Thapa when the Chinese attack came on October 21, 1962. Major Thapa repulsed the attack, inflicting heavy losses on the enemy.For his gallant act, Major Dhan Singh Thapa was honoured with the highest wartime gallantry medal, Param Vir Chakra. Subedar Joginder Singh , 1 Sikh, posthumous Subedar Joginder Singh Subedar Joginder Singh was born on September 26, 1921, in Faridkot, Punjab. On September 28, 1936, he was enrolled in the 1 Sikh Regiment. During the 1962 Indo-China War, Subedar Joginder Singh commanded a platoon in the Tawang sector of North East Frontier Agency. On October 23, the Chinese launched an attack on the Bum La axis. Subedar Joginder Singh and his platoon stood firm like a rock.Singh, despite a wound in the thigh, refused evacuation. He manned a light machine gun and killed a large number of enemies. By now all ammunition with the platoon had been exhausted. Subedar Joginder Singh and his men fell upon the advancing enemy and bayoneted many to death. Subedar Singh was killed in this epic battle. For his inspiring leadership, courage and devotion to duty, he was awarded the highest wartime gallantry medal, the Param Vir Chakra, posthumously. 1965 Indo-Pak War Lt. Col. A. B. Tarapore, 17 Poona Horse, posthumous Lieutenant Colonel Ardeshir Burzarji Tarapore Lieutenant Colonel ArdeshirBurzarji Tarapore was born on August 18, 1923 in Mumbai. He joined the Hyderabad State Force in 1942 and saw active service in West Asia during World War-II. He was commissioned in Poona Horse on April 01, 1951. The biggest tank battle of the 1965 Indo-Pak War took place at Phillora in the Sialkot sector. Lt. Col. A B Tarapore defied the enemy's charge, held his ground and gallantly attacked Ph illora with one of his squadrons supported by an Infantry battalion. When wounded, he refused to be evacuated. On September 14, 1965, he led his regiment to capture Wazirali.Unmindful of his injury, he again led his regiment and captured Jassoran and Butur-Dograndi on September 16, 1965. In this battle his own tank was hit several times. Lt. Colonel A B Tarapore tank was in flames and he died a hero's death. Lieutenant Colonel Ardeshir Burzarji Tarapore was awarded with the highest war-time gallantry medal, Param Vir Chakra, posthumously. CQMH Abdul Hamid , 4 Grenadiers, posthumous Company Quarter-Master Havildar Abdul Hamid Company Quarter-Master Havildar Abdul Hamid was born on July 1, 1933, in Uttar Pradesh. He was enrolled in the 4 Grenadiers on December 27, 1954.During the 1965 Indo-Pak War, 4 Indian Division was entrusted with the responsibility of capturing Pak territory East of Lchhogil Canal and contain possible enemy attack on Kasur-Khem Karan axis. The enemy tanks had pen etrated the forward company positions. Hamid was commanding a recoilless gun detachment. He knocked out two enemy tanks. By this time the enemy brought down concentrated machine gun and high explosive fire on him. But he kept on firing. He was mortally wounded by a high explosive shell. Hamid was honoured with the highest war time gallantry medal, Param Vir Chakra, posthumously. 1971 Indo-Pak WarMajor Hoshiar Singh , 3 Grenadiers – 1971 War Major Hoshiar Singh Major Hoshiar Singh was born on May 05, 1936 in Haryana. He was commissioned in the Grenadiers Regiment on June 30, 1963. He was also Mentioned-in-Despatches. On December 17th, during the 1971 Indo-Pak war, though wounded seriously in enemy shelling, Major Singh again went alone from trench to trench, moving in the open. Major Singh, realising the importance of fire support at this juncture, rushed to the machine gun pit and operated the gun inflicting heavy casualties on the enemy. The enemy attack was repulsed, and th ey beat a hasty retreat.Throughout this operation, Major Singh displayed the most conspicuous gallantry in the face of the enemy, grim determination and indomitable spirit. He was honoured with the highest wartime gallantry medal, Param Vir Chakra. 2nd Lt. Arun Khetarpal , 17 Poona Horse, posthumous Second Lieutenant Arun Khetarpal, son of Brigadier M L Khetarpal, was born on October 14, 1950, in Pune, Maharashtra. He was commissioned in the 17 Poona Horse on June 13, 1971. During the 1971 Indo-Pak War, the 47 Infantry Brigade, with the 17 Poona Horse under command, was ordered to establish a bridge-head across the Basantar River in Shakargarh sector.Khetarpal fiercely attacked the enemy strong points and captured many enemy soldiers and recoilless guns at gunpoint. He destroyed several enemy tanks. In the thick of the battle, Khetarpal's tank also received a shot and burst into flames. But realising the useful role of his tank in preventing a breakthrough, he set about destroying t he remaining enemy tanks. At this stage his tank received a second hit. The brave Officer met his death denying the enemy the intended breakthrough. For his conspicuous gallantry, Khetarpal was honoured with the highest wartime gallantry medal, the Param Vir Chakra, posthumously. Fg. Off. N. J. S.Sekhon , No. 18 Squadron, posthumous Flying Officer Nirmal Jit Singh Sekhon Flying Officer Nirmal Jit Singh Sekhon was born on July 17, 1943 in Ludhiana, Punjab. He was commissioned into the Indian Air Force on June 4, 1967. During the 1971 operations, Sekhon was with No. 18 â€Å"Flying Bullets† Squadron flying the Folland Gnat fighter based at Srinagar. He and his colleagues fought successive waves of intruding Pakistani aircraft with valour and determination. On the 14th of December 1971, Srinagar Airfield was attacked by a wave of six enemy Sabre aircraft. Sekhon took off and immediately engaged a pair of the attacking Sabres.He succeeded in damaging two of the enemy aircraft. Hi s aircraft crashed and he was killed. For his sublime heroism, supreme gallantry, he was awarded Param Vir Chakra, the highest wartime gallantry medal, posthumously. Lance Naik Albert Ekka , 14 Guards, posthumous Lance Naik Albert Ekka Lance Naik Albert Ekka was born on December 27, 1942 in Ranchi, Bihar. He was enrolled in the 14 Guards on December 27, 1962. During the 1971 Indo-Pak War, the 14 Guards was asked to capture a Pakistani position at Gangasagar, 6? km west of Agartala in the eastern sector. Ekka went with the left forward company of the battalion in the attack.He charged the enemy bunker, bayoneted two enemy soldiers and silenced the light machine gun. Though seriously injured in this encounter, he continued to fight alongside his comrades with courage, securing bunker after bunker. He hurled a grenade into the enemy bunker. Ekka died of the injuries suffered during this battle. Lance Naik Albert Ekka was awarded Param Vir Chakra, the highest wartime gallantry medal, po sthumously. 1999 Kargil Operations Four Kargil war heroes were awarded the highest gallantry award on January 26, 2000 for displaying the valour of the highest order during operation Vijay.While Captain Vikram Batra and Lt. Manoj Pandey were awarded PVC posthumously, Grenadier Yogendra Singh and Riflemen Sanjay Kumar received the award from the President, Mr. K. R. Narayanan in person. Captain Vikram Batra , 13 JAK Rifles, posthumous Captain Vikram Batra Captain Vikram Batra, 13 Jammu and Kashmir Rifles, and his Delta Company were given the task of recapturing Point 5140. Captain Batra single-handedly engaged three enemy soldiers in close combat and killed them. He was seriously injured during this combat, but insisted on regrouping his men to continue with the given task at hand.Inspired by the extraordinary courage displayed by Captain Batra, the soldiers of 13 JAK Rifles charged the enemy position and captured Point 5140 at 3:30 a. m. on June 20, 1999. Captain Batra led his men t o even more glorious victories with the recapture of Point 4750 and Point 4875. He was tragically killed, when he tried to rescue an injured officer during an enemy counterattack. For his sustained display of the most conspicuous personal bravery, Captain Vikram Batra was awarded the Param Vir Chakra, India's highest medal for gallantry, posthumously.Lieutenant Manoj K. Pandey , 1/11 GR, posthumous Lieutenant Manoj Kumar Pandey Lieutenant Manoj Kumar Pandey, 1/11 Gorkha Rifles, forced back the intruders from the Batalik sector on June 11, 1999. He led his men to recapture the Jaubar Top, a feature of great operational importance. But his finest hour was in the capture of Khalubar in the early morning hours of July 3, 1999. On the night of July 2-3, 1999 the battalion's progress on to its final objective, was halted by a determined enemy firmly entrenched on commanding heights.The young officer led his platoon along a narrow, treacherous ridge that led to the enemy position. He surge d ahead of his troops and charged at the enemy with a full-throated battle cry through a hail of bullets. Although wounded in the shoulder and leg, he pressed on his solitary charge with grim determination. Critically bleeding, he collapsed at the final bunker and finally succumbed to his injuries, but not before the last of the enemy had been annihilated. Lieutenant Manoj Kumar Pandey was awarded the Param Vir Chakra, India's highest medal for gallantry, posthumously.Grenadier Yogender Singh Yadav, 18 Grenadiers Grenadier Yogender Singh Yadav Grenadier Yogender Singh Yadav of 18 Grenadiers, was part of the Commando ‘Ghatak' Platoon tasked to capture three strategic bunkers on Tiger Hill during the Kargil war on the night of July 3-4, 1999. In spite of having been hit by three bullets in his groin and shoulder, displaying great strength and resolve, he climbed the remaining 60 feet, all by himself and reached the top. With rare grit and courage, he crawled up to the bunker cri tically injured and lobbed a grenade killing four Pakistani soldiers and neutralising enemy fire.For his sustained display of the most conspicuous personal bravery and gallantry of the highest order in the face of the enemy, Grenadier Yogender Singh Yadav was awarded the Param Vir Chakra, India's highest medal for gallantry. Rifleman Sanjay Kumar, 13 JAK Rifles Rifleman Sanjay Kumar Rifleman Sanjay Kumar, 13 Jammu and Kashmir Rifles, was the leading Scout of a team tasked to capturing Area Flat Top of Point 4875 in the Mushkoh Valley on July 4, 1999, being held by Pakistani-backed militants. Without concern for personal safety, Kumar crawled alone up the ledge and charged towards the enemy bunker, through a hail of automatic fire.Bleeding profusely from the bullet wounds, he continued the charge towards the bunker. He then picked up the enemy machine gun and crept towards the second enemy bunker. Three enemy soldiers, taken completely by surprise were killed by him on the spot. For his sustained display of bravery, Rifleman Sanjay Kumar was awarded the Param Vir Chakra. UN Operations Captain G. S. Salaria , 3/1 GR, posthumous Captain Gurbachan Singh Salaria Captain Gurbachan Singh Salaria was born on November 29, 1935, in Gurdaspur, Punjab. He was commissioned in the 1 Gorkha Rifles on 9 June 1957.After the Belgians quit Congo, a civil war situation developed in that country. When the United Nations decided upon military intervention to retrieve the situation, India contributed a brigade of around 3000 men to the UN Force. Captain Salaria prevented the enemy from going to the roundabout thereby saving the UN Headquarters in Elizabethville from encirclement. For his extraordinary leadership and devotion to duty, Captain Gurbachan Singh Salaria was awarded the highest wartime medal, Param Vir Chakra, posthumously. Saichen Operations Naib Subedar Bana Singh , 8 JAK LINaib Subedar Bana Singh Naib Subedar Bana Singh, born in Kadyal, Jammu on January 6, 1949, was en rolled in the Indian Army on January 6, 1969 into the Jammu & Kashmir Light Infantry (JAK LI). During June 1987, the 8 JAK LI, was deployed in the Siachen area. Naib Subedar Singh volunteered to join the special task force formed to root out Pakistani infiltrators. Naib Subedar Bana Singh led his men through an extremely difficult and hazardous route. Lobbing hand-grenades, charging with a bayonet and moving from trench to trench, he cleared the post of all intruders.He was awarded the Param Vir Chakra, the highest wartime gallantry medal, for conspicuous bravery and leadership under most adverse conditions. IPFK Operations Major R. Parameswaran , 8 Mahar, posthumous – IPKF Operations Major Ramaswamy Parameswaran Major Ramaswamy Parameswaran was born on September 13, 1946, in Mumbai. He was granted Short Service Commission in the Mahar Regiment on January 16, 1972. He took part in a number of operations undertaken by the Indian Army. Under the Indo-Sri Lanka Agreement many In dian Army units were dispatched to Sri Lanka to maintain law and order there.On November 25, 1987, Major Parameswaran and his column were ambushed by a group of militants. With great presence of mind he encircled the militants from the rear and boldly charged them. During the hand-to-hand combat that followed, one militant shot him in the chest. Undaunted by his grave injury, he snatched the rifle from a militant and shot him dead. Though critically wounded he continued to give orders and inspire his command till he breathed his last. For the most conspicuous bravery & supreme sacrifice, Parameswaran was honoured with the Param Vir Chakra, posthumously.

Distrigas Corporation Essay

Q1. As per the provided information the Gas Utility companies pays a base commodity charge of $. 3359 plus a peak usage demand of charge that is $4. 63 per Mcf multiplied by the total demand during the maximum take day in the last 12 months which is 240 in this case. The cost per MCF can be derived by the below formula (Commodity Base Charge * Total Demand) + (Peak Usage Demand Charge* High Peak in 1 day* months in year) This will translate into ($ 0. 3359*30,700,000 Mcf)+ ($ 4. 63*240*12) = $ 23,646,530 By substituting the appropriate values in the formula we arrive at a cost of $ 23,646,530. This cost is then divided by the total demand over 12 months of 30. 7 Bcfor 30,700,000 Mcf to arrive at an average cost per Mcf of $ 0. 7702 which is a 125% increase over the base charge $ 0. 3359. Similarly in a scenario where the peak demand is equal to the average demand of 84109. 59 Mcf we arrive at an average cost per Mcf of $ 0. 4881 which is a 45% increase over the base charge of $ 0. 3359. Q2. In order to determine the excess amount of gas that had to be bought from Distrigas we made an assumption that the demand was not normally distributed and in order to normalize it we removed the deviation of 18. 66 from the average of the independent demands over the three months to arrive at a normalized value of 178 (rounded off). The assumption is that the gas Utility companies will buy gas from Distrigas only if the demand goes aboce 178. Following this methodology the gas utility company will need to purchase 1801 MMcf from Distrigas to fulfill the peak demand. Filtering days that had excess demand we arrived at 74 days that required the Utility gas company to purchase gas from distrigas. The first phase of that purchase has to be from December 7th to 25th January and the second phase of the purchase should be from 5th February to 28th of February. The annual cost of the policy is attained by the total excess demand ( 1801 MMcf) multiplied by the cost per MMcf of $ 1660 to arrive at a cost of $ 2,989,660. By taking the average of the two cost per Mcf from question 1 we know that the cost per Mcf for regular gas supply is $ 0. 63. The amount of regular gas supply is derived by reducing the Distrigas excess demand gas supply from the total annual demand. These numbers are then used to arrive at a total cost of $ 25,248,978. 26 which results in a savings of $ 252,140 over using pipeline gas. Q. 3 Utility gains from the competitive price rate offered by Distrigas Corporation of $1. 66 per MCF when compared with the pipeline emergency gas rate of $1. 80 per MCG, which makes Distrigas price rate substantially cheaper than the pipeline gas rates. Utility is charged an excessive penalty for going above their planned gas volume by the gas providers. We can evidence this by simply comparing the prices during the peak demand, which is actually more than the average demand with the peak demand being the average demand. Calculating the Cost of Gas: Cost of Gas = (Base Commodity Charge)*(Total demand) + (12)*(4. 63)*(Peak 1 day demand) (Shown in table 1 Annual Cost Analysis) It should be an easy decision for utility to use Distrigas as its emergency gas provider when daily volume of the gas exceeds 178 MMCF (derived after taking the average of the demands for the three months and then normalized the demand variation by taking the Standard Deviation). With the given demand forecast numbers; utility will end up buying 1801MMCF of gas from Distrigas. We thought that using the concept of location pooling from risk pooling strategy would best suit this case study. We backed on this strategy because the objective of the risk pooling strategy is to redesign the supply chain and to either reduce the uncertainty the firm or to hedge uncertainty so that the firm is in a better position to lessen the consequence of uncertainty. This will convert into cheaper end consumer pricing. Location pooling is best suited for single product as it can be used to decrease the inventory while holding service constant, or increase service while holding inventory cost, or a combination of inventory reduction and service increase. However, the proposal A for Distrigas would cost only $29,376,000, or savings of $252,140. The annual cost of Distrigas policy is $21,172,397. 19. Distrigas strategy should be to maximize on its competitive rate and endeavor itself as a cost leader, promising speed delivery, reliability and meeting the right quantity when needed the most, all at most cost efficient rate possible. To be cost efficient it needs to operate economically such as storing the right amount of gas needed. It has to improve on its storage and deliver the gas in the best cost efficient using the right mode of transportation possible. The biggest threat could be when consumers like Boston Gas decide to build their own storage facilities and therefore start sourcing directly from the pipeline-gas providers, to be stored for usage during peak season. Q4. Proposal A: Slow Build up Strategy – In this proposal infrastructure will be built and machinery and trucks purchased to allow Distrigas to slowly build up inventories at the customer location. This strategy includes building a satellite tank which will serve as a reserve for the gas that is brought in by Alozean. It takes 250 days to build up inventories to satisfy peak demand. This model requires 6 trucks to carry the gas over the 250 day period. Field tanks will need to be built at the customer location in order to hold the gas that will service the peak demand and this will cost $ 25. 1 Million. This is one of the disadvantages of this strategy. The upside is that only 6 trucks are needed to operate on this strategy. Implementation of this strategy requires a total capital investment of $ 29. 376 Million and yields positive cash flows of . 325 (because of annual depreciation charges and tax rate of 50%) which shows that the project at a cost of capital of 9% has a Net Present Cost of $ – 26. 33 Million. Proposal B: Quick Build up Strategy – In this proposal peak demand for the Utility companies will be built by quickly sending gas to the companies based on peak season demand forecasts. This strategy will require 128 trucks to fulfill demand within a 10 day period.