Carrier Liability Under Various Shipping Rules Essay

From the perspective of the international shipping industry, the globe is divided into nations that own cargo and nations that own ships; the majority of nations fall into both categories. Among such differing interests exists great potential for conflict regarding damage to, loss of, or delay in the arrival of sea cargo and how the risks for such potentialities should be allocated among the parties. The issues at the base of the potential conflicts include: which party bears the risk; which risk allocation rules apply; to what extent is the carrier or shipowner liable for damage or loss while the cargo is in its possession; and to what extent should government be involved in the regulation of private transactions between private parties in attempting to determine what the extent of liability is for each party. Sea-going societies have promulgated maritime laws regarding the carriage of goods at sea since before the birth of Christ. As early as the Roman Empire, through the Middle Ages with the advent of the Law Merchant, the laws of Visby, Oleron and Hansa Cities, shipper and carrier were considered joint venturers, sharing in both the risks and the rewards of the cargo delivery. Shippers would travel on board during the journey to oversee the safety of their cargo, while carriers were obligated to provide a seaworthy ship and a competent crew. In the event the of the ship being lost at sea, the shipper and the carrier shared in the misfortune. However, as long as carriers have accepted cargo on behalf of shippers, conflict over the economic allocation of risk and liability has existed. As early as the latter decades of the 17th century, shippers and carriers used Lloyd’s Coffee shop in London as a meeting place to hammer out the provisions for general maritime policies of insurance and the insured risks for loss or damage to the shippers’ cargo. Eventually, during the 1800s, the interests further diverged as carriers formed organizations to protect against liability, such as the Shipowners Mutual Protection Society and the first modern protection and indemnity (â€Å"P&I†) club, the Steamship Owners Mutual Protection and Indemnity Association. As recently as the mid-20th century, shippers and carriers were still essentially joint venturers sharing the risks and rewards of their transactions. This remained a logical arrangement in light of the vagaries of the sea and dangers such as natural disaster, incompetent crews and masters, attacks by warring nations and pirates, antiquated communications and navigational aids and equipment, or even volatile political situations. Operating in such an environment of constant peril, the risks to the interests of both the shipper and carrier were for all intents and purposes, equal. Even with centuries of conflict and attempts at uniform regulation, the law regarding the liabilities and rights of carriers and shippers for the loss of or damage to goods at sea remains largely unsettled. As ocean shipping continues to grow as an industry, maintaining its importance to the global economy, uniformity of law regarding carrier liability remains elusive. With the first decade of the 21st century behind us, and much political instability across the globe, it is imperative that a uniform and consistent body of law be established by the world’s seagoing nations addressing the legal rights and liabilities of shippers and carriers.

Cis170 Essay

using System. Collections. Generic; using System. Linq; using System. Text; namespace Lab5A { class Program { static void Main(string[] args) { string[] playerName = new string[100]; int[] playerScore = new int[100]; int c = 0; c=InputData(ref playerName, ref playerScore); double avg= CalculateAverageScore(ref playerScore,c); Console. WriteLine(â€Å"Name Score†); DisplayPlayerData(ref playerName, ref playerScore, c); Console. WriteLine(); Console. WriteLine(â€Å"Average Score: † + avg + † â€Å"); Console. WriteLine(â€Å"Player’s Who Scored Below Average†); Console. WriteLine(â€Å"Name Score†); DisplayBelowAverage(avg, ref playerName, ref playerScore,c); } static int InputData(ref string[] player, ref int[] score) { int addName = 0,counter=0; do { Console. Write(â€Å"Enter Player’s Name (Q to quit): â€Å"); player[counter] = Console. ReadLine(); if (player[counter] == â€Å"q† || player[counter] == â€Å"Q†) { addName = 1; } else { Console. Write(â€Å"Enter score for {0}: â€Å", player[counter]); score[counter] = Convert. ToInt32(Console. ReadLine()); counter++; } } while (addName ! = 1); eturn counter; } static void DisplayPlayerData(ref string[] playerName, ref int[] playerScore,int counter) { for (int i = 0; i < counter; i++) { Console. WriteLine(â€Å"{0} {1}†, playerName[i], playerScore[i]); } } static double CalculateAverageScore(ref int[] playerScore,int counter) { int total = 0, avg = 0; for (int i = 0; i < counter; ++i) { total += Convert. ToInt32(playerScore[i]); } if (playerScore. Len gth > 0) avg = total / counter; return avg; } static void DisplayBelowAverage(double avg, ref string[] playerName, ref int[] playerScore,int counter) { or (int i = 0; i < counter; i++) { if (playerScore[i] < avg) { Console. WriteLine(â€Å"{0} {1}†, playerName[i], playerScore[i]); } } Console. ReadLine(); } } } Part B: using System; using System. Collections. Generic; using System. Linq; using System. Text; using System. Collections; namespace Week_5_iLab_Part_B { class Program { static void Main(string[] args) { string response = â€Å"y†; ArrayList LastNameAL = new ArrayList(); //Console. Write(â€Å"Enter a last name: â€Å"); //LastNameAL. Add(Console. ReadLine()); //Console. Write(â€Å"Keep Going? (Y/N) â€Å"); //response = Console. ReadLine(); while (response == â€Å"y†) { Console. Write(â€Å"Enter a last name: â€Å"); LastNameAL. Add(Console. ReadLine()); Console. Write(â€Å"Keep Going? (y/n) â€Å"); response = Console. ReadLine(); } Console. WriteLine(LastNameAL. Count + † last names entered. â€Å"); Console. WriteLine(â€Å"Last names in ascending order. â€Å"); LastNameAL. Sort(); foreach (string s in LastNameAL) { Console. WriteLine(s); } Console. WriteLine(â€Å"Last names in descending order. â€Å"); LastNameAL. Reverse(); foreach (string s in LastNameAL) { Console. WriteLine(s); } Console. ReadLine(); } } }

My Trip to America Essay

The plane was taking off. Gravity pulled me lean on the back of the seat. Seeing the trees, roads, cars and buildings became more and more blurry in my sight, I felt my brain was blank. â€Å"Hey, I’m really going to leave tomorrow†¦Ã¢â‚¬  I called my best friend the night before I left. â€Å"Don’t forget to swim across the Pacific Ocean to visit me. † She said after the long silence. Yes, for me at that time, America was truly just Hollywood and Disneyland on the other side of the Pacific Ocean. But soon enough, I would find out the real America by myself. Before I knew, I was already breathing the air of San Francisco, my first stop. The Hip-Hop music coming from the radio was really loud, and people were trotting. I could even feel the fast beat of that city in the car. Something was not in that rush though — the pigeons. They were taking a walk leisurely on the street, did not afraid of people, as though if the hurry did not belong to them at all. That scene was never to be seen in my country. When the last piece of furniture was moved into my apartment, my dad signed: â€Å"we have a home in America now. † â€Å"chicago il. † In the first summer, I used to touch the unacquainted address on the envelope every time we got letters, practiced to recite telephone number and close my eyes to feel the wind. So my new life just had begun unconsciously. Almost nothing fitted what I imagined about the High School. Because it was a lot better than what I supposed. I thought I would be lonely, no one would talk to me, but actually at the end of the first of school, I already had known someone who I could consider as friend. Things were indeed not easy though. I held the map of the school building, and finally found my way to classroom after asking three people for direction. Teachers were nothing like the strict teacher in China, they were patient and funny. They were willing to be students’ friends. I used to say, â€Å"Sorry, my English is very bad. at the beginning of the school year every time when I finished talking with someone. Once I was sitting outside of school gate on the stairs and talking to a girl, when I said my formal conclusion sentence, she said â€Å"Oh no, your English is very good! † and gave me a shinny smile. In my memory, the sky of that afternoon was as limpid as a lake with glittering sunshine†¦ Honestly, I did not understand or feel much every morning when we put our right hand on the left chest and say the oath towards the flag. Until one day the school showed the commemoration of 9. 11 on the TV, I saw many teacher cried. I suddenly realized that America is their home, was just like someone attacked their home and hurt their sister or brother. The oath to the Stars and Stripes is not just about a verb, a pose; it’s about the feeling of home. Most sunny days of chicago are mild. I will sit in front of the desk and look up to those cotton-candy-like clouds through the window. Or I will always take a walk in the dusk on some clean and quiet bypath, the tip of the church, which is tinged by the orange afterglow and the tall Chinars along the path, which sings softly in the wind, always make me think I have crashed in to a fairyland. I know that I felt and still feel the love when I was singing the national anthem of my country, China. And America is where I live and study now. It is my second home. I am getting the excellent education here, I have met lovely and patriotic people here, and I have seen the charming scene here. I am experiencing a totally different lifestyle here. Close my eyes, I still can see the tears on my grandparents’ face in the airport; I can still smell the thick Natee on every street of San Francisco; I can still remember once there was a girl who was too nervous to decide whether to wear a pink or white T-shirt on the first day of school. After a year and a half living in America, I’m still that happy little girl, except when I think about America, it is not more far away across the Pacific Ocean, it is where my new life is, it is my home. And another thing is that I can be the person to show others the direction to the classroom now.

International Trade 1 Essay Example | Topics and Well Written Essays - 1500 words

International Trade 1 - Essay Example United States Department of Agriculture’s Economic Research Service (USDA’s ERS) report says that during the period 2000 to 2004 the world economy grew from $39190 billion to $43363 billion. (www.ers.usda.gov). WTO report says that the Asian region recorded an export growth of 14.5 in 2004. Real merchandise imports in South America grew by 18.5 per cent, which was twice as fast as world trade in 2004. Africa’s trade expanded strongly in 2004. North America’s export recovery, which started in 2003, gained momentum in 2004. The enlargement process of the European Union towards the east fostered an integration process between central and Eastern Europe resulting in sharp rise in intra – industry exchanges, e.g. automobiles. The GDP growth of Asia more than doubled from 2.37 percent in 2001 to 5.42 percent in 2004. Thus, growth of an economy automatically increases the economic components like exports and trade The major chunk of merchandise trading, after oil, around the globe happens in iron and steel, ores, non-ferrous metals and fuels. The growth of this sector also contributes to the growth of global trade. Historically the US has been the major importer of iron and steel, ores and non-ferrous metals. The growth in real estate and construction industry fuelled this need for iron and steel. Being the largest manufacturer of goods also made the US the largest consumer of non-ferrous metals like copper and aluminium. With the emergence of China, the consumption of non-ferrous base metals has gone up drastically. Chinese imports of the metals have increased to extent, where the demand has overshot the production. This increased the prices of base metals like copper. The price of copper in the London Exchange in April 2000 was around $ 1600 per metric tonne and in April 2004 it was around $2200 per metric

Health Economics Assignment Example | Topics and Well Written Essays - 1000 words

Health Economics - Assignment Example This paper illustrates that since 1929 the number of physicians has rapidly increased as compared to ancillary health workers. This is because of the magnitude to which macroeconomic trends, GDP, and personal income, influence physicians utilization according to the study carried by et al, 2003. As from this year, the GDP and personal income have been shown to increase thereby increasing the utilization of physicians. As more technological advances become of the medicine the demand for less skilled workers will reduce since technology have been shown to do more of the work. Intuitively, the number of skilled workers will grow faster because their labor is needed in supporting technological advancement. The researcher states that just like any goods and services, the value of knee brace is determined by the market forces, that is demand and supply. When the demand is high and supply is low, the value is likely to increase in the market. The paper tells that the operation is a medical service already offered and therefore would require compensation in form of $7,000. This puts the patient in a better place since he or she has received a service which was really needed and at the same point has paid for it. Research and development: This factor affects the US expenditure in health since the innovation of new medicines is essential and needs to be funded. This also affects the increase in demand

Convictions and Pardons in Juvenile Justice System Essay

Convictions and Pardons in Juvenile Justice System - Essay Example It could also be enforced by a parole board to an offender after serving time in jail. This type of sanction is often given to individuals who have committed a crime but poses no serious threat to public safety (Alarid & Del Carmen, 2008). By engaging individuals to community corrections instead of serving time in prison, over-population problems in jails are answered, community service work is increased, and collection of fines and fees are increased because offenders are allowed to remain in their present jobs, thereby alleviating the budget constraints of the correctional department (Nieto, 1996). Several community-based programs are being implemented by the government. These services are designed for intervention and prevention of the specific problem of the offender. The judges evaluate the offender according to the offender’s behavior, previous records, and the risk to re-offend. The court then chooses the sanction specific for an individual following a uniform and structured judgment. Examples of these are sanctions and therapies for alcohol and drug abuse; mental health; sex offenders; domestic violence; cognitive restructuring; and anger management (Barton-Bellessa & Hanser, 2012). The goal of the structured sentencing is to match the offender with the appropriate penalties or prevention services. For example, juveniles who are school drop-outs or those who are members of youth gangs are â€Å"at risk† of committing criminal cases in the future are being required to go under prevention programs such as midnight basketball leagues, big brother programs, special education, and other activities. Another type of program is the intervention program, which usually benefits first-time offenders. They are required to attend early intervention services to reduce the chances of re-offending.

The Cognitive Approaches of Challenged the Concept of Behavioral Essay

The Cognitive Approaches of Challenged the Concept of Behavioral Theory - Essay Example A child learns new behaviours or is able to modify existing behaviours, as a function of environmental events that either reward or punish that behaviour. Skinner’s learning theory is a move away from the traditional behaviourist approach of stimulus and response, as he differentiated between types of responses. When a response was elicited by a known stimulus it is considered to be associated with the known stimulus. Alternatively, responses that do not require a specific stimulus, which he termed operants, are independent of the stimulus. Skinner emphasized that it was the operant response that could be strengthened or weakened by the use of personal, social or environmental rewards or punishments respectively. Skinner’s principles advocated the idea that learning could be ‘programmed,’ which fit with the 1960s initial explorations into computer-aided instruction. All that was required was for the student to practice, and to be provided with the ideal rei nforcement (i.e., reward or punishment). Students were perceived to learn through processes of rote memorization and amount of practice. A subject such as English has been greatly influenced by Skinner’s principles of reinforcement in terms of being better able to regulate student behaviours and learning achievements. Information is reduced by the teacher into smaller components (e.g., poetry, spelling, vocabulary), and organized by the teacher into a format believed that the student will understand and can systematically build on.

Project Management - Organization and Communication (U5DB) Essay

Project Management - Organization and Communication (U5DB) - Essay Example The fifth tip is to practice the art of paraphrasing. The sixth tip is to carefully watch for and observe the demonstration of feelings from the other party. Finally, do not be afraid to ask questions for clarification (Lewis and Graham, 2003). In order to conduct a more productive and effective meeting, those in charge absolutely must stay focused on the subject at hand. EffectiveMeetings.com offers six objective tips for conducting more effective meetings. They include not meeting if the information can be exchanged through a memo or similar method, having a predetermined list of objectives for each meeting, having a predetermined agenda for each meeting, having action plans for items discussed in the meeting, and reviewing the process of each meeting at the end in order to determine how effective it was (EffectiveMeetings.com, 2008). Project reports are a useful tool that can be used for various different reasons. There are many different sets of guidelines that are available for one to follow when writing a report for any type of project, but most of them carry the same basic advice. First of all, data should be processed and placed directly into the report. Second, the audience should be determined and the report should be worded in such a manner that it addresses that audience. Third, examples and templates can be extremely helpful in deciding upon report formatting. Fourth, reports should follow a detailed layout plan. Fifth, explanations should be clear and logical. Sixth, points should be easy to understand and well-supported. Seventh, the readers’ attention should be kept throughout. It is also important that back-up reports be kept in a safe place and that a draft is provided to the project supervisor for review (University College London, 2008). Lewis, T.D. and G. Graham. (2003). 7 tips for effective listening: Productive listening does not occur naturally. It requires hard work and practice. Internal Auditor. Retrieved April 24,

Work Values, Attitudes, Moods and Emotions - the case of Wells Fargo Term Paper

Work Values, Attitudes, Moods and Emotions - the case of Wells Fargo Company - Term Paper Example In this context, the emphasis on work values, attitudes, moods and emotions in all organizational department has become a common phenomenon. In Wells Fargo Company the use of work values, attitudes, moods and emotions as tools for increase the firm’s competitiveness has been proved an effective strategic choice. However, as the literature suggests, the development of HR plans needs to be carefully monitored. Failures in regard to one or more parts of these plans may set the firm’s position in its industry in risk. The principles on which organizational strategies are based are not common in organizations worldwide. However, it seems that certain organizational decisions are likely to be based on similar rules and criteria. Also, it has been proved that the success of organizational plans is depended on the ability of organizations to identify and evaluate appropriately employee needs. In this context, work values, moods and emotions are of critical importance for organi zations in different industries. The role of work values, attitudes, moods and emotions in the development of organizational plans is highlighted in this paper. Reference is made to a specific company, the Wells Fargo Company, one of the most successful organizations in the greater Los Angeles area. The specific organization operates in the banking sector and is well known for its employee values. The specific organization is considered as one of the most successful for the American banking industry. The success of the organization has been highly related to one of its practices: work values, attitudes and emotions are highly taken into consideration when the key strategies of the organization are reviewed. Values, attitudes, moods and emotions are key elements of organizational strategies under the following term: the involvement of these elements in key strategic decisions is not standardized. This means that there are no specific rules imposing the use of the above elements in th e development of an organization’s strategic policies. However, the use of these elements seems to increase the effectiveness of organizational plans, even in the long term. In order to understand the role of these elements in an organization’s strategies, it would be necessary to review their characteristics; then, the ways in which these elements can influence an organization’s strategic planning process would be made clear. The framework of values in the context of modern organizations is reflected in the following definition: ‘values are an enduring belief that a specific mode of conduct is personally or socially preferable to an opposite mode of conduct’ (Gilliland, Steiner and Skarlicki 4). On the other hand, Williams (1993) note that work values should be described as the belief that every organizational task needs to be accomplished on time in accordance with the guidelines given. Moreover, Allison and Kaye (2005) support the view that value s as an elements of organizational culture reflects the priorities of organization’s in regard to critical social and environmental issues, such as the protection of the environment, the support to the community and so on. At the next level, Niven (2011) notes that organizational values are quite important for the stabilization of the organizational performance; for this reason, it is suggested that regular changes on organizational values are avoided (Niven 2011). Rather, emphasis should be given on the development of a core framework of organizational values on which the organization’s aims and objectives would be based. Regarding the potential use of attitudes as elements of organ

Quantitative Methods and Analysis Essay Example | Topics and Well Written Essays - 750 words - 2

Quantitative Methods and Analysis - Essay Example Entertainment Survey The survey being analyzed in this section was conducted by Olswang to determine the proportion of people who would chose to pay for entertainment content (New Media Age, 2005). The survey conducted displays results in for m of percentages, and from the results, the following factors can be deduced. According to the survey, 28% percent of American people have no problem downloading and watching content without paying for the content, yet the same proportion would pay to stream long length content on the PCs. The validity of the results of this survey is not conclusive because the number of participants in the survey is not given. The results from this survey can be used to tell a story by determining the feelings of the population towards piracy and related copyright matters. Political Survey The political poll analyzed in this section was authored by Jones (2011), and is a description of the approval ratings for President Obama in his 11th quarter in office. The poll indicates that the popularity for the president is at its lowest point of 41%, down from 46.8% in the previous quarter. The poll also analyzes the differences in President Obama’s ratings since his first quarter in office, which indicates that the ratings were highest in the 1st quarter and have been steadily decreasing. The poll was conducted random telephone interviews to 45,989 adults in all the States in the country and other districts. This validates the results of the poll since the sample size used is big enough to eliminate errors in the survey process. This poll can be used by any company to support a political candidate or support the incumbent in a forthcoming election. General Survey The poll being analyzed in this section is a general survey that analyses the life evaluation reports of various American individuals (Gallup Daily, 2011). This poll asks the respondents to imagine their life in terms of a scale and decide whether they are suffering, thriving, or struggling. The scale used in the survey is called the Cantril ladder, and is a representation of the life of an average individual. The poll used a sample of approximately 1500 individuals, and determined the results of the survey on a quantitative basis. This kind of survey can be sued by a media group or company to promote any kind of product, if the individual are reassured that the use of the product will increase satisfaction or life happiness. Overview An analysis of the three surveys presented above shows the effects of sample sizes on the validity of the results that are presented by a survey. This means that the higher the sample size in a survey, the more reliable the results of the survey. For example, the first survey analyzed, the entertainment survey, did not present the sample size used. Therefore, it can be concluded that the survey is unreliable or can be a misrepresentation. Conversely, the general survey used a sample of 1000 people, therefore, it can be conclud ed that the results are viable, to some extent. However, the most reliable survey is the political survey, since the sample size is large and diversified; therefore, the errors that affect small sample size surveys are eliminated. Application: Copy of Survey The sample survey conducted is an analysis of the reactions of people to the effects of the

Applied Thermodynamics Design Project Research Paper

Applied Thermodynamics Design Project - Research Paper Example saturated) at a given temperature,as well as partial pressure of air, it is greater than the saturation of water vapour, then the water will evaporate only from its surface (Benabed, 2012 ) Usually, there is more evaporation on occupied swimming pools as compared occupied swimming pools. This difference is related to the occupant number, the activities on the surrounding environment and also the water conditions as well as the ambient air in the swimming pool hall. ASHRAE recommends the use of a correlation factor which ranges from 0.5 for residential pools to a value of 1.0 for the public pools. They also provide carrier evaporation rate equation for predicting the rates of evaporation of occupied pools. For improving efficiency, of the pools environment, these evaporation rates need to be kept at a low level at the same time maintaining a thermal comfort for the swimmers inside the water and also the pool hall space.This role is played by the air conditioning equipment. This study however aims at analysing the various parameters of thedesign of a swimming pool. The pool is an Olympic size and is located in residential location with activity Factor = 0.5. Considering these data, the other parameters such as the power load on the air conditioner, evaporation rate,etc. will be analysed (Sartori,2000) In order to clearly elaborate the energy movements in a swimming pool, we consider the figurebelow. The figure describes the flow of energy in the indoor swimming pool. It also shows the transfer modes that might occur in such a system. Air conditioning systems in indoor swimming pools are usually designed for theprovision of suitable thermal comfort conditions for users in the space pool hall. The indoor temperatures are kept at approximately 30 degcelcious (Mancic, 2014) The main factors contributing to energy loses of an indoor space pool hallinclude: Convection at the pool surface Qconv, evaporation at the pool’s surface QEvap, radiation from surface of

Is Price the Only Factor That Determines a Buyers Decision Essay Example for Free

Is Price the Only Factor That Determines a Buyers Decision Essay When consuming products and services, customers pay attention to several factors to make sure that they have made a sensible decision. Perhaps, the very first thing to be taken into account, under some circumstances, is price. However, it should not always be the sole consideration for purchasing decisions. From my point of view, apart from price, there are other determinants that can have a strong impact on a buyer’s decision, namely quality, buyer psychology and commitments that a firm offers its customers. To begin with, it can be said for sure that for most wise consumers, the quality of products or services is remembered long whereas the price is soon forgotten. When people make up their mind to consume something, they definitely want it to be worthy of their money. To be more specific, they are willing to have their ideal products although their prices can, sometimes, be very costly simply because of their durability. Long-lasting products are preferable, especially for careful consumers who are always in pursuit of the stability of the products. From another context, in terms of buyer psychology, many customers are not afraid of high cost to own certain products since not only do the products serve their needs, but they also help them to express their fashion-consciousness and status. For example, fashionable clothes enjoy increasing demand from celebrities every year though the producers set high prices. In addition, pricing low does not always work, even it can be counter-productive because consumers may assume that the products are below normal standards or the firm is going bankruptcy, which may lead to the damage of the company’s image and prestige. Last but not least, commitments to customers that a producer makes are also of great importance. These commitments usually come along with guarantees or after-sales services. Customers may pay higher amount of money for the products, however, in exchange, they are certain that they can have substitutes or indemnities when problems associated with the products happen. In other word, regardless of high prices, consumers are satisfied because they are offered certainty. In these cases, prices are also not the matter. In general, price is a significant factor that affects buyer decisions, but it is not the only determinants. Wise customers always seek for perfection from the products or services; hence, price should only be one of the aspects to be considered.

Knowledge Management in Malaysia

Knowledge Management in Malaysia CHAPTER TWO: LITERATURE REVIEW 2.1 OVERVIEW It is so difficult and though for the managers of the organizations to apply knowledge management in their departments, because this major is still new in so many aspects such as business environment and organizational culture or behavior and it has a long way to be completed. It is hard for the managers to believe that, it has so many benefits if they use knowledge management tools in their organizations. Managers should bear in their mind that knowledge management is not an automatic practice, it must be initiated by people and have the support of the whole organization. Something like these myths need to be eliminated and the exact meaning of knowledge management must be clearly understood by managers and the rest of the organizations. This will help the managers to abundantly getting help from knowledge management and apply it in the organizations (Sobahle 2005). The study on American Productivity and Quality Centers International Bench-marking shows that, about 11 organizations are working on the knowledge management area which are: Arthur Andersen; Chevron Corporation; Dow Chemical Company; Hughes Space Communications; Kaiser Permanente; Price Waterhouse; Sequent Computer Systems; Skandia AFS; Texas Instruments; USAA; and National Security Agency, the following was recognized (Ishak, 2002): Share the understanding those techniques which can be used. Apply the techniques to new directions. Further more, the other issues which can assure the success of knowledge management initiatives are something like, emphasizes on the issues such as employees issues, top management leadership and commitment, organizational culture and technological infrastructure. This chapter approaches the literature review on knowledge management. In this chapter the try is made to clarify some of the most important key factors of knowledge management and analyze their respective literature. The attempt is made to show the different aspects of knowledge management. It has a brief introduction on knowledge management which is used by Malaysian organizations then it will be explain about the knowledge management frame works and architectures. In this chapter the most two important factors in knowledge management which, technological approach and human approach, are considered. This chapter will finish by the knowledge management concern, issues and at last discuss about the benefit of knowledge management will be considered. 2.2 KNOWLEDGE MANAGEMENT IN MALAYSIA Over past two decades Malaysia has been transitioning from relying on a production based- economy to a knowledge-based economy (Chang, 2005). The concept of knowledge management in Malaysia was born with the establishment of the â€Å"Multimedia Super Corridor (MSC)† in 1990s to accelerate this concept in Malaysia. Actually, there are so many Malaysian companies which they are working on knowledge management and they realize and understand the importance of it in the professional life. In January 15, 2002, one of the prestigious magazines in Malaysia, Computerworld Malaysia organized the Knowledge Management Roundtable ‘A Vital Strategy or Expensive Toy. The participants from various sectors in Malaysia shared their point of views and approaches implemented and exchanged ideas in practicing knowledge management (Chang, 2005). As an example for the practical aspect, there are a number of organizations in Malaysia which are successful in knowledge management initiatives, such as: Malaysian Institute of Microelectronic Systems (MIMOS), MAMPU, Bank Negara Malaysia, Siemens, Nokia Malaysia and Telekom Malaysia, Tenaga Nasional Berhad and Petroleum Nasional Berhad (Petronas) are examples of organizations in Malaysia that have embarked on KM initiatives. There are so many studies on knowledge management in Malaysia, and the structure of Malaysia papers in Malaysia seems to be incomprehensive, there are a few number of out standing articles to mention, which shows in table 2.1. Table 2.1: Knowledge Management: Malaysian Studies Title Author/ Date/Journal Nature of Work Intellectual capital and business performance in Malaysian industries Bontis, Chua Richardson (2000) Journal of Intellectual Capital Research Study (Conducted among Malaysian firms) Knowledge management in healthcare: towards ‘knowledge-driven decision- support services Abidi, (2001) International Journal of Medical Informatics Case Study (Universiti Sains Malaysia Hospital located in Kota Baharu, Malaysia) Managing human resources toward achieving knowledge management Yahya Goh, (2002) Journal of Knowledge Management Research Study (Conducted among Malaysian firms) Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer. Syed Ikhsan Rowland, (2004) Journal of Knowledge Management Case Study (Ministry of Entrepreneur development of Malaysia) Benchmarking knowledge management in a public organization in Malaysia Syed Ikhsan Rowland, (2004) Benchmarking: An International Journal Case Study (Ministry of Entrepreneur development of Malaysia) An empirical study of perceived importance and actual implementation of knowledge management process in the Malaysian telecommunication industry Chong Yeow, (2005) Proceedings of ICTM Research Study (Study among Malaysian telecommunication Industry KM critical success factors: A comparison of perceived importance versus implementation in Malaysian ICT companies. Chong, (2006) The Learning Organization Research Study (194 Malaysian ICT companies) KM implementation in Malaysian telecommunication industry an empirical analysis. Wei, Choy Yeow, (2006) Industrial Management Data Systems Research Study (289 employees working in Telecommunication organizations in Malaysia) KM implementation and its influence on performance: an empirical evidence from Malaysian multimedia super corridor companies Chong, (2006) Journal of Information and Knowledge Management Research Study (Study among Malaysian multimedia super corridor companies) Exploring KM issues and KM performance outcomes: empirical evidence from Malaysian multimedia super corridor companies Chong Lin (2006) International Journal of Technology Management Research Study (Study among Malaysian multimedia super corridor companies) An exploratory study on knowledge management adoption in the Malaysian Industry. Wong, (2008) International Journal of Business Information Systems Research Study (exploratory KM survey conducted in the Malaysian industry) 2.3 KNOWLEDGE MANAGEMENT IMPLEMENTATION FRAMEWORKS According to Von Krogh (1998), which he takes a business perspective stating that KMS help increase competitiveness, the purpose of implementing KMS in organizations are various. KMS leads to grater innovation and responsiveness, Hackbarth (1998). Davenport and Prusak (1998) provide three reasons why KMS are implemented in organizations which are as follows: Ø To enhance visibility of knowledge in organizations through the use of maps, hypertexts, yellow pages, directories etc. Ø To build a knowledge sharing culture i.e. create avenues for employees to share knowledge. Ø To develop a knowledge infrastructure, not confined to technology solely, rather create an environment that permits collaborative work. These three things which were proposed by Davenport and Prusak (1998) imply that KMS can support an organization in planning for and dealing with emergencies. Many organizations are still wrestling with their knowledge management and failing to realize its full potential. This is due to their lack of the support of strong theoretical foundation to guide them in its implementation (Wong Aspinwall, 2004). Unfortunately, many organizations do not have a clear knowledge management implementation plan in mind (Liebowitz, 1999). Therefore, in order for an organization to be victorious in its effort to manage knowledge, a guiding framework is essential. This is why in this part a review of diverse knowledge management implementation frameworks and models is presented. The framework consents to researchers as well as practitioners to measure the current state of knowledge management effectively and systematically. Thus, the knowledge management framework should provide not only a unified view of knowledge management phenomena but also help investigators study the field of knowledge management in an organized way. There have been few efforts to de velop a framework of knowledge management. However, none of the frameworks can provide a complete and generalized frame for knowledge management by defining fundamental attributes of knowledge management and their interrelationships because knowledge management can be viewed differently on ones background and interests (Chong, 2005). To know the exact value of knowledge management, an architecture of it, would provide the necessary understanding of different components like, knowledge management activities, knowledge management resources, knowledge management influences (Holsapple Joshi, 1997). The improvement of a framework is to follow and track the progress and maturity of knowledge management of an enterprise, so, it would serve to support the industry-wide improvement of knowledge management programs. Further more, it would provide an acceptable frame of reference for the assessment of the adequacies of an organization by government, commercial customers and prime contractors (Chong, 2005). The knowledge management frameworks can be classified under four categories (Table 2.2) Which are namely, knowledge creation framework, knowledge cycle processes of knowledge management, cases on knowledge management initiatives in industry and high-level knowledge management frameworks. Table 2.2: KM Frameworks and their examples in the literature Knowledge Management Frameworks Examples Knowledge Creation Framework Nonaka(1991, 1994), Nonaka Takeuchi (1995) Knowledge Cycle Processes of KM Bose Sugumaran (2003) Cases on KM Initiatives in Industry Apostolou Mentzas (1998), Lai chu (2002) High-Level KM Frameworks Holsapple Joshi (2002), Jarrar (2002), Wiig (1997) Nonaka and Takeuchi are tried to explain the progress and adaption between tacit and explicit knowledge. In fact, knowledge creation framework is not a knowledge management framework, the reason is, and it only deals with the creation of knowledge which is only a share of what constitutes knowledge management. Also, the knowledge cycle processes of knowledge management frameworks are providing a set of activities where the prominence is on the knowledge cycle processes or activities. They mainly address the phases of knowledge flow (from creation to application) in an organization without providing guidance on how to implement knowledge management. The framework on knowledge management initiatives in industry provide a reference to facilitate the structuring, analysis and evaluation of the knowledge management initiatives undertaken in various case companies. Lastly, High-Level knowledge management frameworks are the ones providing more detailed directions on the implementation of kn owledge management. This type of framework seems to address not only the question of what is but also how to because it prescribes and suggest ways for organizations to engage in knowledge management activities (Wong Aspinwall, 2004). In their review of literature, Wong and Aspinwall, try to have an organized review of the various available frameworks for knowledge management implementation. The acceptable thing for the review was to classify the knowledge management implementation frameworks, find out the short comings of each and finally suggesting a through guide line for developing knowledge management implementation frameworks. They have classified the high level knowledge management frameworks as frameworks such as: 1) System approach, 2) Step approach, 3) hybrid approach.(Table 2.3, 2.4, 2.5 shows the comparisons between frameworks under each approach). Table 2.3: Comparisons of system approach frameworks Source: Wong Aspinwall (2004) Holsapple Joshi (2002) Jarrar (2002) Gore Gore (1999) Wiig et al. (1997) Plan - Set strategic priority Define and understand knowledge Formulate vision Conceptualize Reflect Execute - - - Act Evaluate - - - Review Knowledge Types / resources Knowledge embedded in participants, culture, infrastructure, artifacts, purpose and strategy - Tacit Knowledge Explicit knowledge - KM processes / activities Acquire, select, internalize and use knowledge Collect, present, distribute and measure knowledge Mainly focuses on knowledge creation and externalization Develop, distribute, combine and consolidate knowledge KM influences / factors Resource influences, managerial influences, environmental influences Knowledge environment - External and internal developments ‘-, not indicated or not clearly indicated Table 2.4: Comparisons of step approach frameworks Source: Wong Aspinwall (2004) McCampbell et al. (1999) Wiig (1999) Plan Form powerful coalition Communicate vision of KM Establish teams for needs assessment Analyze the needs of KM Obtain management buy-in Survey and map the knowledge landscape Plan the knowledge strategy Create and define knowledge-related alternatives and potential initiatives Portray benefit expectations for knowledge management initiatives Set knowledge management priorities Determine key knowledge requirements Execute Identify and collect knowledge Design a technological structure Test the technology Maintenance of the technology Retest the technology Training of knowledge workers Roll out the use of KM practices Make systems go live Acquire key knowledge Create integrated knowledge transfer programs Transform, distribute and apply knowledge assets Establish and update a KM infrastructure Manage knowledge assets Construct incentive programs Coordinate KM activities and functions enterprise-wide Facilitate knowledge-focused management Evaluate Track usage Measure quality and productivity Measure the performance of KM practices Conduct a need assessment review Monitor knowledge management Knowledge type / resources Internal knowledge External knowledge Can be inferred from the step: â€Å" manage knowledge assets † KM processes / activities Identify and collect knowledge Acquire, transform, distribute and apply knowledge KM influences / factors - Can be inferred from the steps: ‘construct incentive programs and ‘facilitate knowledge-focused management ‘-, not indicated or not clearly indicated Table 2.5: Comparisons of hybrid approach frameworks Source: Wong Aspinwall (2004) Rubenstein Montano et al. (2001) Mentzas (2001) Plan Strategize, Model Awareness plan Execute Act, Transfer Develop, operate Evaluate Revise Measurement Knowledge types / resources Tacit knowledge, Explicit knowledge Knowledge assets KM processes / activities KM tasks Process KM influences / factors Culture, Strategy, learning Strategy, Structure, System By study on these knowledge frameworks creator an absolute knowledge management implementation framework may include the possible accesses on success of knowledge management. Further more, the obstacles and developers should bear in their mind that if they want to analyze managers in regard with, which elements are likely to disrupt the knowledge management implementation success and which elements may enable their effort towards knowledge management achievements. Finally, a knowledge management implementation frame work should â€Å"make a correspondence view among social and technological approach to knowledge management†. Consideration of the authors demonstrate that most of the time this correspondence is disturb in favor of one approach while the other approach is either totally neglected or received incomplete attention (Wong Aspinwall, 2004). Different types of knowledge resources are identified. The activities and processes which can help to manage them should be mentioned in the knowledge management implementation framework. As an example, there is some of knowledge management processes such as: acquiring, capturing, creating, organizing, storing, accessing, transferring, sharing, applying, distributing and using knowledge. The suggested clues by Wong and Aspinwall for developing a knowledge management implementation framework include five factors, which are as follows: (1) Incorporate a clear structure to organize the tasks. (2) Address the different knowledge resources or types. (3) Include the knowledge management processes or activities that manipulate the knowledge. (4) Point out the influences that can affect the performance of knowledge management. (5) Provide a balanced view between a technological and a social perspective. 2.4 KNOWLEDGE MANAGEMENT SYSTEMS CATEGORIZATION 2.4.1 Knowledge Management System Definition Knowledge management system (KMS), are mostly IT based systems for managing knowledge in organizations and are used for supporting, creating, capturing and disseminating of information. The main concept of knowledge management system (KMS) is to make a facility for employees to have an access to the organizations information, sources, document base facts and their solutions. As a matter of fact a knowledge management system (KMS) could be any of the following things: Ø Social computing tools which can help to create a knowledge management system (KMS). Ø Knowledge management system (KMS), assist in creating network maps in organizations which is used in communication among individuals and entities. Ø Document based, any formatted that permits, control, manage. Ø Use Artificial Intelligence (AI), for customized representation schema to demonstrate the problem domain. Further more, the benefits of using knowledge management in organization can be categorized as: 1. Valuable organizational data and information sharing. 2. Reduce redundant work. 3. Decrease time for new incomers like new employees. 4. Retention of intellectual property. Based on this definition Gupta and Sharma (2004) divide knowledge management system into seven major categories, which are as follows (tables 2.6): Table 2.6: Example of KMS Source: Gupta and Sharma (2004) KMS Technology Description Expert Systems, artificial intelligence and knowledge based management system (KBMS) Main purpose of these systems is to capture knowledge and perform analysis on existing knowledge base to assist in decision making. Often associated to rule based and pattern recognition systems. Computer Supported Collaborative Work (Groupware) Systems that permit sharing and collaborative work. Often described synonymously to Lotus Notes. However, one could suggest that asynchronous (e-mail, wikis e-log) and synchronous systems (videoconference, chat) are newer applications that can fall into this category (Bates and Poole, 2003). Groupware can also include Group Support Systems (GSS) that is intended to support groups make decision (Mandviwalla, 1994). Document Management Systems Systems that support the need for managing text and images to make information much more accessible. Similar to the idea of office management systems i.e. use of various word documentation and spreadsheet software. Decision support systems (DSS) Business applications that usually contain summaries of large amounts of data, filtered and synthesized particularly to support strategic decision-making. View records related to this term5. The focus of DSS is on analysis of quantitative data and presentation tools for managers. Semantic Networks The focus is on systems that explain not just relationships between entities but the meaning based on how the entities are structured. Can be used to â€Å"represent domain knowledge explicitly and shared† (Gupta and Sharma, 2004). Relational and Object oriented databases Systems that permit management of both structured (relational) and much more complex data sets (OODBMS) Simulation tools Systems that run computer based simulations for a variety of purposes. 2.4.2 Knowledge Management Architecture Base on Gupta and Sharma (2004) findings, they suggest architecture for knowledge management which has seven levels and it is shown in table 2.7. Table 2.7: Overview of Knowledge Management Architecture Source: Form Gupta, Sharma Hsu (2004) Level Key Activities Customer Knowledge Detailed, knowledge sharing relationships. Understanding the requirements of customers. Identifying new opportunities. Stakeholder Relationships Becoming a better knowledge flows among suppliers, shareholders, employees, community, etc. Use this knowledge to inform key points strategies. Business Environment Insights Systematic environmental scanning including political, economic, technology, social and environmental trends. Competitor analysis. Market intelligence systems. Organizational Memory Knowledge sharing. Best practice databases. Directories of expertise. Online documents, procedures and discussion forums. Intranets. Knowledge in Processes Embedding knowledge into business processes and management. Decision-making. Knowledge in Products and Services Knowledge embedded in products. Surround products with knowledge, e.g., in user guides, and enhanced knowledge intensive services. Knowledge in People Knowledge-sharing fairs. Innovation workshops. Expert and learning networks. Communities of knowledge practice. As it shows above there is a seven layer for knowledge management architecture and each level related to a particular aspect of knowledge management. So, in this regard there is a summarization for this table which summarize the important part of this layers and compact it in just three layers, it is summarized in table 2.8 as follows: Table 2.8: Knowledge Management Architecture Source: Gupta, Sharma Hsu (2004) Layer Level Brief Explanation Data Sources layer According to different data sources which are accessible within organizations, this layer has both internal and external data sources. As an example, data repository, email repository, databases. Knowledge Management Layer The processes of knowledge management layer include acquisition, refinement, storage, retrieval, distribution and presentation of required knowledge. An example would be a knowledge base which assists decision making processes during an emergency situation. Knowledge Presentation Layer This layer represents the interface that forms the basis of interaction between users and the system. This can be called a knowledge portal that can guide decision making in dealing with an emergency situation. The knowledge portal can be designed to support communication, collaboration and information sharing requirement. There is two more explanation in detailed view for knowledge management architecture and knowledge management process model. The most important part in knowledge management architecture and knowledge management process are capturing knowledge, create a new knowledge, share it and distribute it as it is shown in 2.1 and 2.2. 2.4.3 Performance of Information Technology (IT) in Knowledge Management System (KMS) Information Technology (IT), plays an important role in acquire, store, disseminate and manage knowledge than ever before. Alavi and Leidner (2001), proposed an admired framework, which can be used to analyze and test the role of Information technology (IT) in design and fulfillment of any Knowledge Management System (KMS). The table (2.9) which is adapted from Alavi and Leidner (2001), shows the different perspectives of knowledge management initiatives and knowledge management system (KMS), design particularly. Table 2.9: Knowledge Perspective and impact on KM and KMS Source: Alavi and Leidner (2001, p.11) Perspective Meaning Implication for KM Impact on KMS Role in IT Knowledge vis-à  -vis data and information Data is consider as a fact, raw numbers, information is processed/ contextual data/ interpreted data knowledge is personalized information e.g this would entail once experience and exposure. KM initiative should expose employees to relevant information and facilitate assimilation of information. KMS may not necessarily be different from an existing information system. The differences are that any KMS should help employees assimilate the information. Role of IT is to ensure KMS design permits information assimilation. Knowledge as a state of the mind Knowledge is ones state of knowing and understanding. KM initiative should provide an information base that enables individuals to recognize the existence of knowledge. This can enhance individual learning and understanding. Accessibility to where knowledge resides rather than to knowledge itself- i.e. provide a means to an end. This would include web and wireless access to knowledge base. Knowledge as an object Knowledge that is stored and subject to manipulation. KM initiative should permit development and management of knowledge base. IT can support KMS to gather, store, and disseminate knowledge. This would include the use collaborative tools e.g. wikis. Knowledge as a process Knowledge visualized as a process of applying expertise. KM initiative should focus on effective flow of knowledge within the realms of knowledge creation, sharing and dissemination. by providing links to various knowledge sources which includes internal and external sources. This would include use of web based systems, hyperlinks, markup languages and access to databases. The idea is to offer a wider breadth and depth of knowledge flows Knowledge and accessibility to information Knowledge is a condition of access to information. KM initiative should provide ease of access to and retrieval of content in a given system. IT can be used to enhance indexing, query and locating relevant information. Knowledge as a capability As a capability knowledge has the potential to influence action. KM initiative should focus on developing core competencies and understanding the strategic intent of the initiative. It can increase the intellectual capital through development of individual and organizational competencies. Table 2.9 proposed that Information technology plays an important role in knowledge management initiatives in organizations. Alavi and Leidner (2001) defined a knowledge management system (KMS) as IT- based system develop to support and enhance the organizational processes of knowledge creation. They observe that not all knowledge management initiatives will implement an IT solution, but they support IT as an enabler of knowledge management (Raman, M. Muthaiyah, S.). In addition, knowledge management system (KMS) can assist organizations in dealing with dynamic and complex situations such as emergencies (Gupta Sharma, 2004). 2.4.4 Appropriate Theories to Knowledge Management Systems (KMS) This part consists of two theories which can help to design and implement decisions of any knowledge management systems (KMS) to support knowledge management in organizations. Those mentioned theories are, Information Processing Theory (IPT), and, Contingency Theory. 2.4.4.1 Information Processing Theory (IPT) George A. Miller (1956), has afforded two theoretical ideas which are the basic concepts of the information processing framework and cognitive psychology. The first approach is â€Å"chunking† and the capacity of short term memory. He insists that short term memory can get just 5-9 chunks of information (seven plus or minus two). A chunk could refer to digits, words, peoples faces or any other meaningful units. The second idea which Miller was mentioned is people process information akin to a computerized system. They take input into the memory like the computer, then the human minds take the information, analyze it, store the content and locate it in the best situation of memory and then retrieve as and when needed based on the given situation. In this context, Burnell (2004), state that:†As diversity of resources, processes or outputs increase inter process coordination requirements and system complexity increase. As uncertainty increases, information processing requirements increases become of managements inability to predict every situation.† Information processing theory is widely applied in the study of human learning and cognitive styles (Miller, 1960). As a matter of fact Information Processing Theory (IPT) has some principles which are often applied by instructors for the following reasons: Ø Gain the students attention Ø Point out important and critical chunks of information, separating them from trivial ones. Ø Provide opportunities for students in linking new to existing information. Ø Presenting information in clear manner. Ø Emphasize on meaning of information i.e. not memorizing them. Actually, those mentioned principles for information processing theory can be applied to design of knowledge management system (KMS) to support emergency preparedness as well (Kostman, 2004). Particularly, in approaching emergency situations, knowledge management system can be elaborated to enable decision makers to: Ø Retrieve information that is critical, quickly. Ø Focus on the situation without being loss amidst voluminous information. Ø Create and share a knowledge base by linking past experience to existing information base. Ø Structure emergency related information clearly. Ø Understand different meaning and interpretation of critical terminology used in dealing with an emergency. 2.4.4.2 Contingency Theory Contingency theory was founded by Lawrence and Lorsch (1967), in the study of ten firms in plastic, food, containers, which are three different i Knowledge Management in Malaysia Knowledge Management in Malaysia CHAPTER TWO: LITERATURE REVIEW 2.1 OVERVIEW It is so difficult and though for the managers of the organizations to apply knowledge management in their departments, because this major is still new in so many aspects such as business environment and organizational culture or behavior and it has a long way to be completed. It is hard for the managers to believe that, it has so many benefits if they use knowledge management tools in their organizations. Managers should bear in their mind that knowledge management is not an automatic practice, it must be initiated by people and have the support of the whole organization. Something like these myths need to be eliminated and the exact meaning of knowledge management must be clearly understood by managers and the rest of the organizations. This will help the managers to abundantly getting help from knowledge management and apply it in the organizations (Sobahle 2005). The study on American Productivity and Quality Centers International Bench-marking shows that, about 11 organizations are working on the knowledge management area which are: Arthur Andersen; Chevron Corporation; Dow Chemical Company; Hughes Space Communications; Kaiser Permanente; Price Waterhouse; Sequent Computer Systems; Skandia AFS; Texas Instruments; USAA; and National Security Agency, the following was recognized (Ishak, 2002): Share the understanding those techniques which can be used. Apply the techniques to new directions. Further more, the other issues which can assure the success of knowledge management initiatives are something like, emphasizes on the issues such as employees issues, top management leadership and commitment, organizational culture and technological infrastructure. This chapter approaches the literature review on knowledge management. In this chapter the try is made to clarify some of the most important key factors of knowledge management and analyze their respective literature. The attempt is made to show the different aspects of knowledge management. It has a brief introduction on knowledge management which is used by Malaysian organizations then it will be explain about the knowledge management frame works and architectures. In this chapter the most two important factors in knowledge management which, technological approach and human approach, are considered. This chapter will finish by the knowledge management concern, issues and at last discuss about the benefit of knowledge management will be considered. 2.2 KNOWLEDGE MANAGEMENT IN MALAYSIA Over past two decades Malaysia has been transitioning from relying on a production based- economy to a knowledge-based economy (Chang, 2005). The concept of knowledge management in Malaysia was born with the establishment of the â€Å"Multimedia Super Corridor (MSC)† in 1990s to accelerate this concept in Malaysia. Actually, there are so many Malaysian companies which they are working on knowledge management and they realize and understand the importance of it in the professional life. In January 15, 2002, one of the prestigious magazines in Malaysia, Computerworld Malaysia organized the Knowledge Management Roundtable ‘A Vital Strategy or Expensive Toy. The participants from various sectors in Malaysia shared their point of views and approaches implemented and exchanged ideas in practicing knowledge management (Chang, 2005). As an example for the practical aspect, there are a number of organizations in Malaysia which are successful in knowledge management initiatives, such as: Malaysian Institute of Microelectronic Systems (MIMOS), MAMPU, Bank Negara Malaysia, Siemens, Nokia Malaysia and Telekom Malaysia, Tenaga Nasional Berhad and Petroleum Nasional Berhad (Petronas) are examples of organizations in Malaysia that have embarked on KM initiatives. There are so many studies on knowledge management in Malaysia, and the structure of Malaysia papers in Malaysia seems to be incomprehensive, there are a few number of out standing articles to mention, which shows in table 2.1. Table 2.1: Knowledge Management: Malaysian Studies Title Author/ Date/Journal Nature of Work Intellectual capital and business performance in Malaysian industries Bontis, Chua Richardson (2000) Journal of Intellectual Capital Research Study (Conducted among Malaysian firms) Knowledge management in healthcare: towards ‘knowledge-driven decision- support services Abidi, (2001) International Journal of Medical Informatics Case Study (Universiti Sains Malaysia Hospital located in Kota Baharu, Malaysia) Managing human resources toward achieving knowledge management Yahya Goh, (2002) Journal of Knowledge Management Research Study (Conducted among Malaysian firms) Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer. Syed Ikhsan Rowland, (2004) Journal of Knowledge Management Case Study (Ministry of Entrepreneur development of Malaysia) Benchmarking knowledge management in a public organization in Malaysia Syed Ikhsan Rowland, (2004) Benchmarking: An International Journal Case Study (Ministry of Entrepreneur development of Malaysia) An empirical study of perceived importance and actual implementation of knowledge management process in the Malaysian telecommunication industry Chong Yeow, (2005) Proceedings of ICTM Research Study (Study among Malaysian telecommunication Industry KM critical success factors: A comparison of perceived importance versus implementation in Malaysian ICT companies. Chong, (2006) The Learning Organization Research Study (194 Malaysian ICT companies) KM implementation in Malaysian telecommunication industry an empirical analysis. Wei, Choy Yeow, (2006) Industrial Management Data Systems Research Study (289 employees working in Telecommunication organizations in Malaysia) KM implementation and its influence on performance: an empirical evidence from Malaysian multimedia super corridor companies Chong, (2006) Journal of Information and Knowledge Management Research Study (Study among Malaysian multimedia super corridor companies) Exploring KM issues and KM performance outcomes: empirical evidence from Malaysian multimedia super corridor companies Chong Lin (2006) International Journal of Technology Management Research Study (Study among Malaysian multimedia super corridor companies) An exploratory study on knowledge management adoption in the Malaysian Industry. Wong, (2008) International Journal of Business Information Systems Research Study (exploratory KM survey conducted in the Malaysian industry) 2.3 KNOWLEDGE MANAGEMENT IMPLEMENTATION FRAMEWORKS According to Von Krogh (1998), which he takes a business perspective stating that KMS help increase competitiveness, the purpose of implementing KMS in organizations are various. KMS leads to grater innovation and responsiveness, Hackbarth (1998). Davenport and Prusak (1998) provide three reasons why KMS are implemented in organizations which are as follows: Ø To enhance visibility of knowledge in organizations through the use of maps, hypertexts, yellow pages, directories etc. Ø To build a knowledge sharing culture i.e. create avenues for employees to share knowledge. Ø To develop a knowledge infrastructure, not confined to technology solely, rather create an environment that permits collaborative work. These three things which were proposed by Davenport and Prusak (1998) imply that KMS can support an organization in planning for and dealing with emergencies. Many organizations are still wrestling with their knowledge management and failing to realize its full potential. This is due to their lack of the support of strong theoretical foundation to guide them in its implementation (Wong Aspinwall, 2004). Unfortunately, many organizations do not have a clear knowledge management implementation plan in mind (Liebowitz, 1999). Therefore, in order for an organization to be victorious in its effort to manage knowledge, a guiding framework is essential. This is why in this part a review of diverse knowledge management implementation frameworks and models is presented. The framework consents to researchers as well as practitioners to measure the current state of knowledge management effectively and systematically. Thus, the knowledge management framework should provide not only a unified view of knowledge management phenomena but also help investigators study the field of knowledge management in an organized way. There have been few efforts to de velop a framework of knowledge management. However, none of the frameworks can provide a complete and generalized frame for knowledge management by defining fundamental attributes of knowledge management and their interrelationships because knowledge management can be viewed differently on ones background and interests (Chong, 2005). To know the exact value of knowledge management, an architecture of it, would provide the necessary understanding of different components like, knowledge management activities, knowledge management resources, knowledge management influences (Holsapple Joshi, 1997). The improvement of a framework is to follow and track the progress and maturity of knowledge management of an enterprise, so, it would serve to support the industry-wide improvement of knowledge management programs. Further more, it would provide an acceptable frame of reference for the assessment of the adequacies of an organization by government, commercial customers and prime contractors (Chong, 2005). The knowledge management frameworks can be classified under four categories (Table 2.2) Which are namely, knowledge creation framework, knowledge cycle processes of knowledge management, cases on knowledge management initiatives in industry and high-level knowledge management frameworks. Table 2.2: KM Frameworks and their examples in the literature Knowledge Management Frameworks Examples Knowledge Creation Framework Nonaka(1991, 1994), Nonaka Takeuchi (1995) Knowledge Cycle Processes of KM Bose Sugumaran (2003) Cases on KM Initiatives in Industry Apostolou Mentzas (1998), Lai chu (2002) High-Level KM Frameworks Holsapple Joshi (2002), Jarrar (2002), Wiig (1997) Nonaka and Takeuchi are tried to explain the progress and adaption between tacit and explicit knowledge. In fact, knowledge creation framework is not a knowledge management framework, the reason is, and it only deals with the creation of knowledge which is only a share of what constitutes knowledge management. Also, the knowledge cycle processes of knowledge management frameworks are providing a set of activities where the prominence is on the knowledge cycle processes or activities. They mainly address the phases of knowledge flow (from creation to application) in an organization without providing guidance on how to implement knowledge management. The framework on knowledge management initiatives in industry provide a reference to facilitate the structuring, analysis and evaluation of the knowledge management initiatives undertaken in various case companies. Lastly, High-Level knowledge management frameworks are the ones providing more detailed directions on the implementation of kn owledge management. This type of framework seems to address not only the question of what is but also how to because it prescribes and suggest ways for organizations to engage in knowledge management activities (Wong Aspinwall, 2004). In their review of literature, Wong and Aspinwall, try to have an organized review of the various available frameworks for knowledge management implementation. The acceptable thing for the review was to classify the knowledge management implementation frameworks, find out the short comings of each and finally suggesting a through guide line for developing knowledge management implementation frameworks. They have classified the high level knowledge management frameworks as frameworks such as: 1) System approach, 2) Step approach, 3) hybrid approach.(Table 2.3, 2.4, 2.5 shows the comparisons between frameworks under each approach). Table 2.3: Comparisons of system approach frameworks Source: Wong Aspinwall (2004) Holsapple Joshi (2002) Jarrar (2002) Gore Gore (1999) Wiig et al. (1997) Plan - Set strategic priority Define and understand knowledge Formulate vision Conceptualize Reflect Execute - - - Act Evaluate - - - Review Knowledge Types / resources Knowledge embedded in participants, culture, infrastructure, artifacts, purpose and strategy - Tacit Knowledge Explicit knowledge - KM processes / activities Acquire, select, internalize and use knowledge Collect, present, distribute and measure knowledge Mainly focuses on knowledge creation and externalization Develop, distribute, combine and consolidate knowledge KM influences / factors Resource influences, managerial influences, environmental influences Knowledge environment - External and internal developments ‘-, not indicated or not clearly indicated Table 2.4: Comparisons of step approach frameworks Source: Wong Aspinwall (2004) McCampbell et al. (1999) Wiig (1999) Plan Form powerful coalition Communicate vision of KM Establish teams for needs assessment Analyze the needs of KM Obtain management buy-in Survey and map the knowledge landscape Plan the knowledge strategy Create and define knowledge-related alternatives and potential initiatives Portray benefit expectations for knowledge management initiatives Set knowledge management priorities Determine key knowledge requirements Execute Identify and collect knowledge Design a technological structure Test the technology Maintenance of the technology Retest the technology Training of knowledge workers Roll out the use of KM practices Make systems go live Acquire key knowledge Create integrated knowledge transfer programs Transform, distribute and apply knowledge assets Establish and update a KM infrastructure Manage knowledge assets Construct incentive programs Coordinate KM activities and functions enterprise-wide Facilitate knowledge-focused management Evaluate Track usage Measure quality and productivity Measure the performance of KM practices Conduct a need assessment review Monitor knowledge management Knowledge type / resources Internal knowledge External knowledge Can be inferred from the step: â€Å" manage knowledge assets † KM processes / activities Identify and collect knowledge Acquire, transform, distribute and apply knowledge KM influences / factors - Can be inferred from the steps: ‘construct incentive programs and ‘facilitate knowledge-focused management ‘-, not indicated or not clearly indicated Table 2.5: Comparisons of hybrid approach frameworks Source: Wong Aspinwall (2004) Rubenstein Montano et al. (2001) Mentzas (2001) Plan Strategize, Model Awareness plan Execute Act, Transfer Develop, operate Evaluate Revise Measurement Knowledge types / resources Tacit knowledge, Explicit knowledge Knowledge assets KM processes / activities KM tasks Process KM influences / factors Culture, Strategy, learning Strategy, Structure, System By study on these knowledge frameworks creator an absolute knowledge management implementation framework may include the possible accesses on success of knowledge management. Further more, the obstacles and developers should bear in their mind that if they want to analyze managers in regard with, which elements are likely to disrupt the knowledge management implementation success and which elements may enable their effort towards knowledge management achievements. Finally, a knowledge management implementation frame work should â€Å"make a correspondence view among social and technological approach to knowledge management†. Consideration of the authors demonstrate that most of the time this correspondence is disturb in favor of one approach while the other approach is either totally neglected or received incomplete attention (Wong Aspinwall, 2004). Different types of knowledge resources are identified. The activities and processes which can help to manage them should be mentioned in the knowledge management implementation framework. As an example, there is some of knowledge management processes such as: acquiring, capturing, creating, organizing, storing, accessing, transferring, sharing, applying, distributing and using knowledge. The suggested clues by Wong and Aspinwall for developing a knowledge management implementation framework include five factors, which are as follows: (1) Incorporate a clear structure to organize the tasks. (2) Address the different knowledge resources or types. (3) Include the knowledge management processes or activities that manipulate the knowledge. (4) Point out the influences that can affect the performance of knowledge management. (5) Provide a balanced view between a technological and a social perspective. 2.4 KNOWLEDGE MANAGEMENT SYSTEMS CATEGORIZATION 2.4.1 Knowledge Management System Definition Knowledge management system (KMS), are mostly IT based systems for managing knowledge in organizations and are used for supporting, creating, capturing and disseminating of information. The main concept of knowledge management system (KMS) is to make a facility for employees to have an access to the organizations information, sources, document base facts and their solutions. As a matter of fact a knowledge management system (KMS) could be any of the following things: Ø Social computing tools which can help to create a knowledge management system (KMS). Ø Knowledge management system (KMS), assist in creating network maps in organizations which is used in communication among individuals and entities. Ø Document based, any formatted that permits, control, manage. Ø Use Artificial Intelligence (AI), for customized representation schema to demonstrate the problem domain. Further more, the benefits of using knowledge management in organization can be categorized as: 1. Valuable organizational data and information sharing. 2. Reduce redundant work. 3. Decrease time for new incomers like new employees. 4. Retention of intellectual property. Based on this definition Gupta and Sharma (2004) divide knowledge management system into seven major categories, which are as follows (tables 2.6): Table 2.6: Example of KMS Source: Gupta and Sharma (2004) KMS Technology Description Expert Systems, artificial intelligence and knowledge based management system (KBMS) Main purpose of these systems is to capture knowledge and perform analysis on existing knowledge base to assist in decision making. Often associated to rule based and pattern recognition systems. Computer Supported Collaborative Work (Groupware) Systems that permit sharing and collaborative work. Often described synonymously to Lotus Notes. However, one could suggest that asynchronous (e-mail, wikis e-log) and synchronous systems (videoconference, chat) are newer applications that can fall into this category (Bates and Poole, 2003). Groupware can also include Group Support Systems (GSS) that is intended to support groups make decision (Mandviwalla, 1994). Document Management Systems Systems that support the need for managing text and images to make information much more accessible. Similar to the idea of office management systems i.e. use of various word documentation and spreadsheet software. Decision support systems (DSS) Business applications that usually contain summaries of large amounts of data, filtered and synthesized particularly to support strategic decision-making. View records related to this term5. The focus of DSS is on analysis of quantitative data and presentation tools for managers. Semantic Networks The focus is on systems that explain not just relationships between entities but the meaning based on how the entities are structured. Can be used to â€Å"represent domain knowledge explicitly and shared† (Gupta and Sharma, 2004). Relational and Object oriented databases Systems that permit management of both structured (relational) and much more complex data sets (OODBMS) Simulation tools Systems that run computer based simulations for a variety of purposes. 2.4.2 Knowledge Management Architecture Base on Gupta and Sharma (2004) findings, they suggest architecture for knowledge management which has seven levels and it is shown in table 2.7. Table 2.7: Overview of Knowledge Management Architecture Source: Form Gupta, Sharma Hsu (2004) Level Key Activities Customer Knowledge Detailed, knowledge sharing relationships. Understanding the requirements of customers. Identifying new opportunities. Stakeholder Relationships Becoming a better knowledge flows among suppliers, shareholders, employees, community, etc. Use this knowledge to inform key points strategies. Business Environment Insights Systematic environmental scanning including political, economic, technology, social and environmental trends. Competitor analysis. Market intelligence systems. Organizational Memory Knowledge sharing. Best practice databases. Directories of expertise. Online documents, procedures and discussion forums. Intranets. Knowledge in Processes Embedding knowledge into business processes and management. Decision-making. Knowledge in Products and Services Knowledge embedded in products. Surround products with knowledge, e.g., in user guides, and enhanced knowledge intensive services. Knowledge in People Knowledge-sharing fairs. Innovation workshops. Expert and learning networks. Communities of knowledge practice. As it shows above there is a seven layer for knowledge management architecture and each level related to a particular aspect of knowledge management. So, in this regard there is a summarization for this table which summarize the important part of this layers and compact it in just three layers, it is summarized in table 2.8 as follows: Table 2.8: Knowledge Management Architecture Source: Gupta, Sharma Hsu (2004) Layer Level Brief Explanation Data Sources layer According to different data sources which are accessible within organizations, this layer has both internal and external data sources. As an example, data repository, email repository, databases. Knowledge Management Layer The processes of knowledge management layer include acquisition, refinement, storage, retrieval, distribution and presentation of required knowledge. An example would be a knowledge base which assists decision making processes during an emergency situation. Knowledge Presentation Layer This layer represents the interface that forms the basis of interaction between users and the system. This can be called a knowledge portal that can guide decision making in dealing with an emergency situation. The knowledge portal can be designed to support communication, collaboration and information sharing requirement. There is two more explanation in detailed view for knowledge management architecture and knowledge management process model. The most important part in knowledge management architecture and knowledge management process are capturing knowledge, create a new knowledge, share it and distribute it as it is shown in 2.1 and 2.2. 2.4.3 Performance of Information Technology (IT) in Knowledge Management System (KMS) Information Technology (IT), plays an important role in acquire, store, disseminate and manage knowledge than ever before. Alavi and Leidner (2001), proposed an admired framework, which can be used to analyze and test the role of Information technology (IT) in design and fulfillment of any Knowledge Management System (KMS). The table (2.9) which is adapted from Alavi and Leidner (2001), shows the different perspectives of knowledge management initiatives and knowledge management system (KMS), design particularly. Table 2.9: Knowledge Perspective and impact on KM and KMS Source: Alavi and Leidner (2001, p.11) Perspective Meaning Implication for KM Impact on KMS Role in IT Knowledge vis-à  -vis data and information Data is consider as a fact, raw numbers, information is processed/ contextual data/ interpreted data knowledge is personalized information e.g this would entail once experience and exposure. KM initiative should expose employees to relevant information and facilitate assimilation of information. KMS may not necessarily be different from an existing information system. The differences are that any KMS should help employees assimilate the information. Role of IT is to ensure KMS design permits information assimilation. Knowledge as a state of the mind Knowledge is ones state of knowing and understanding. KM initiative should provide an information base that enables individuals to recognize the existence of knowledge. This can enhance individual learning and understanding. Accessibility to where knowledge resides rather than to knowledge itself- i.e. provide a means to an end. This would include web and wireless access to knowledge base. Knowledge as an object Knowledge that is stored and subject to manipulation. KM initiative should permit development and management of knowledge base. IT can support KMS to gather, store, and disseminate knowledge. This would include the use collaborative tools e.g. wikis. Knowledge as a process Knowledge visualized as a process of applying expertise. KM initiative should focus on effective flow of knowledge within the realms of knowledge creation, sharing and dissemination. by providing links to various knowledge sources which includes internal and external sources. This would include use of web based systems, hyperlinks, markup languages and access to databases. The idea is to offer a wider breadth and depth of knowledge flows Knowledge and accessibility to information Knowledge is a condition of access to information. KM initiative should provide ease of access to and retrieval of content in a given system. IT can be used to enhance indexing, query and locating relevant information. Knowledge as a capability As a capability knowledge has the potential to influence action. KM initiative should focus on developing core competencies and understanding the strategic intent of the initiative. It can increase the intellectual capital through development of individual and organizational competencies. Table 2.9 proposed that Information technology plays an important role in knowledge management initiatives in organizations. Alavi and Leidner (2001) defined a knowledge management system (KMS) as IT- based system develop to support and enhance the organizational processes of knowledge creation. They observe that not all knowledge management initiatives will implement an IT solution, but they support IT as an enabler of knowledge management (Raman, M. Muthaiyah, S.). In addition, knowledge management system (KMS) can assist organizations in dealing with dynamic and complex situations such as emergencies (Gupta Sharma, 2004). 2.4.4 Appropriate Theories to Knowledge Management Systems (KMS) This part consists of two theories which can help to design and implement decisions of any knowledge management systems (KMS) to support knowledge management in organizations. Those mentioned theories are, Information Processing Theory (IPT), and, Contingency Theory. 2.4.4.1 Information Processing Theory (IPT) George A. Miller (1956), has afforded two theoretical ideas which are the basic concepts of the information processing framework and cognitive psychology. The first approach is â€Å"chunking† and the capacity of short term memory. He insists that short term memory can get just 5-9 chunks of information (seven plus or minus two). A chunk could refer to digits, words, peoples faces or any other meaningful units. The second idea which Miller was mentioned is people process information akin to a computerized system. They take input into the memory like the computer, then the human minds take the information, analyze it, store the content and locate it in the best situation of memory and then retrieve as and when needed based on the given situation. In this context, Burnell (2004), state that:†As diversity of resources, processes or outputs increase inter process coordination requirements and system complexity increase. As uncertainty increases, information processing requirements increases become of managements inability to predict every situation.† Information processing theory is widely applied in the study of human learning and cognitive styles (Miller, 1960). As a matter of fact Information Processing Theory (IPT) has some principles which are often applied by instructors for the following reasons: Ø Gain the students attention Ø Point out important and critical chunks of information, separating them from trivial ones. Ø Provide opportunities for students in linking new to existing information. Ø Presenting information in clear manner. Ø Emphasize on meaning of information i.e. not memorizing them. Actually, those mentioned principles for information processing theory can be applied to design of knowledge management system (KMS) to support emergency preparedness as well (Kostman, 2004). Particularly, in approaching emergency situations, knowledge management system can be elaborated to enable decision makers to: Ø Retrieve information that is critical, quickly. Ø Focus on the situation without being loss amidst voluminous information. Ø Create and share a knowledge base by linking past experience to existing information base. Ø Structure emergency related information clearly. Ø Understand different meaning and interpretation of critical terminology used in dealing with an emergency. 2.4.4.2 Contingency Theory Contingency theory was founded by Lawrence and Lorsch (1967), in the study of ten firms in plastic, food, containers, which are three different i

Textiles of Mesoamericanos

Textiles of Mesoamericanos The many cultural and artistic differences between the Pre Columbian societies made the Americas a breeding ground of beauty and fashion. The three famous societies; Aztecs, Mayans and Incans; each had an individual style that reflected their environment, morals and overall way of life. Though these civilizations inhabited the western hemisphere and were able to communicate to each other, no fashions within any two civilizations shared any important similarities when it came down to it. In fact, fashions within each society varied depending on their locations. Due to limited resources, these civilizations were forced to have some similarities when it came to dyes used on the fabric or fabric composition, but each was unique nonetheless. Before the conquistadors, the ancient Mesoamerican world was full of cultural fashion and textile differences and similarities that range from the type of cloth used to the way patterns were stitched. Though these three very distinct civilizations, they did in fact share some very interesting similarities. These would include the substance the clothing was made of, the type of stitching used and even the dyes used to color the clothing. In each society, one could find some sort of cloth made from either white or brown cotton. For many people, cotton was readily available, though the Aztecs received the majority of theirs through trade (Ancient Aztec Clothing). Seeing that many of the societies made their textiles on backstrap looms, examples of similar weaving methods could be seen throughout the societies. The types of weaving techniques used by all the societies included supplementary warp, supplementary weft, complementary warp, gauze and tapestry, all of which can be seen on the attached sheet (Cloth Clay). Unlike modern methods, the people used many different types of earth-friendly materials in order dye their fabrics. For example, in ancient Mexico, the color purple was ob tained from mollusks secretions, and Incans created yellow with the use of certain trees in the coastal region (Cloth Clay). Even with the similar make up, the three civilizations were still able to create a style of their own. In the ancient Aztec society, mens clothing usually consisted of a loincloth known as a maxtlatl held together with either a string or belt, and a cloak or cape called a tilmatli that was worn knotted around one shoulder (6. Aztec Clothing). The type of tilmatli worn by a person would determine their status in society. Traditional womens clothing usually consisted of a blouse, the huipilli, and a skirt, the cueitl (6. Aztec Clothing). Similar to the tilmatli cape, sandals would determine ones place in society, as well, seeing as the majority of the population went barefoot. Men of nobility usually were the only ones with footwear, though even they were required to go barefoot when entering temples. Feathers were an important decoration in this society, mostly found adorning headdresses. I addition to feathers, jewelry was another important decoration. They used stones such as turquoise, emerald and jade as well as metals like copper, silver and gold to decorate their fabrics (5. Azte c Clothing). Some say that the Aztecs wore a large amount of gold as a testament to the power and strength of their empire (6. Aztec Clothing). Traditional Mayan dress depended on the gender and class of the person. Men were usually seen wearing a type of colorfully decorated loincloth while womens clothing usually consisted of a colorful shirt (called a traje) and a long wrap around skirt (or a huipi) (Cultural Dress of the Maya). Single mens clothing tended to be more colorful than that of married men. As for decorations, women tended to have long colorful ribbons called cintas braided into their hair, hoop earrings of silver or gold and sometimes even necklaces with glass beads (Cultural Dress of the Maya). As for the men, they carried a type of bag called a moral instead of wearing jewelry. The Mayans natural dyes were used to produce colors such as orange, red, blue, purple, black and brown. In this culture the patters created with these colors could be used as an indication of where the person is from. The Incans were well known for their tunics. In addition to cotton, the Incans were known for making their textiles out of llama, alpaca, and vicuà ±a wools, as well (Incans: Lords of Gold and Glory). In fact the type of fabric used in this society could be well used as an indicator of the status of that person. For example, the most basic type of fabric was known as the Awaska with a thread count of about 120 usually made from llama wool. The next class of fabric was known as qunpi, made from alpaca wool by men, and was used to be given as gifts. The last class was called acllahuasi, made out of vicuà ±a wool by the virgin females of the sun god temple (Incans: Lords of Gold and Glory). Fabrics of this kind were used solely for religious or royal purposes. Interestingly, they had a thread count of over 600 which had not even of been challenged until the industrial revolution. Unlike weavers of other civilizations, the Incans prized complexity over efficiency when it came to their weaving. They used techniques such as discontinuous warp or weft and cross-knit looping, which both are found only in this area (Cloth Clay). The discontinuous style could have easily been achieved by using simpler methods. It is believed that the Incans associated more time with their textiles because it was used as a method of communication (Cloth Clay). This can be seen with the use of the quipu, a device that depended on the arrangement of a series of colors, knots and cords to be read back later (Cloth Clay). Pre-Colombian Mesoamerican fashion may be described as simple, yet colorful. The textiles of the Aztec, Mayan and Incan societies have many similarities, like the type of cloth and weaving techniques used. In contrasts, these societies share many differences, too. For example, the purpose of textiles in Aztec culture was used to indicate status, while in Mayan culture it was used to determine where one came from, and in Incan culture it was used as a form of writing. In conclusion, the Ancient Mesoamericans produced a variety of textiles from different materials using similar techniques to serve many different functions. Bibliography Robertson, Donald. Pre-Columbian Art and Architecture. Encyclopedia Americana. 2009. Grolier Online. 9 Nov. 2009 . Time-Life Books. Incas: Lords of Gold and Glory. Alexandria, VA: Time-Life Books, 1992. 7-168. Print. Cloth Clay Communicatin Culture Virtual Museum of Canada, 2002. Web. 11 Nov. 2009.. Ancient and Lost Civilizations N.p., n.d. Web. 11 Nov. 2009.. Aztec Clothing, 2008. 14 Dec. 2009. Aztec Clothing. 14 Dec. 2009. Ancient Aztec Clothing. 14 Dec. 2009. Cultural Dress of the Mayan. 14 Dec. 2009. Inca Society,2008. 14 Dec. 2009.

The Face of Fear :: College Admissions Essays

The Face of Fear "You gain strength, courage and confidence by every experience in which you really stop and look fear in the face. You are able to say to yourself, '...I can take the next thing that comes along.'...You must do the thing you think you cannot do (Eleanor Roosevelt)." Every time I read these words, I am able to see the truth in them. College to me is the next step that I must take in life. Although this next step comes with much trepidation and apprehension, it is a necessary step that I must take to forever better and prepare myself for the life that I wish to lead. State University would be one of the best institutions for this, just as the choice of high school I made four years ago, Good Counsel, was the next step for me then. During high school, I have grown and changed through not only the education I have gained, but also through the activities I participated in. I have gained a lot of strengths from my time spent in high school. Although every weakness has not been erased, the next step in life will ease their numbers even more. Over the four years that I have spent at Good Counsel, I became part of many activities. Each helping me evolve as a person and become stronger yet. Simple lists could be made of every activity that I have ever been involved in but it could never express to a person what I have learned and how it helped me to grow. Every environmental club, science club, political science club, service work, and S.A.D.D. club I was part of had a very special message to deliver to me. Whether the message was one of responsibility, or a life lesson, I grew from it. The Political Science club opened me to many new experiences. It allowed me the chance to attend the Model U.N., where I was asked to address today's top world issues. This club was very beneficial to me because I was exposed to topics and ideas that I had not previously been able to discuss or learn about in a classroom situation. The science club allowed for me to experience extra educational situations as well. I took part in a hovercraf t competition, which was very educational while also allowing me the chance to work with others for a common goal.