Sunday, July 31, 2011

COMPUTER SCIENCE ( CSE101) TERM PAPER TOPIC


Topic of The Term Paper
1.  Cloud Computing IN BUSINESS
2.  Call Center in Bangladesh and its Technical Aspacts
3.  Sales Managment System of a Pharmacy / Hospital
4.  Hotel Management System and its Technical Aspacts
5.  Tele- Communication System
6.  Any New Technology Comeing to the market and its technical aspects(eg. Microsoft Surface)
7.  communication system and its IT and Bussiness Infrastructure
8.   




FURTHERMORE, IF THERE IS ANY FORM OF CHEATING DETECTED, SPECIALLY ACROSS SECTIONS, BOTH PARTIES WILL GET ZERO, IRRESPECTIVE OF SOURCE OR DESTINATION









GROUP PROJECT:
This would be Computer management and information technology paper.  This paper must be 20-25 page text; diagrams do not count towards the total. Using MS Visio for diagram/pictures explaining current process (AS-IS) and Future process (TO_BE) is mandatory. Here are the major issues for the paper. Not all these issues would apply to each project. Try to cover at least 10/12 important issues in your paper to receive good grade. (It will be explained more in class)
*       Backup/Recovery
*       Security/Password
*       Training/ cross training
*       Capacity for growth
*       Sizing hardware/software for full production implementation
*       Documentation
*       Support/helpdesk/tutorial
*       Applications,  Supplier /client Compliance
*       End user involvement
* Executive sponsorship
*       Long-term maintenance of application & hardware
*       Ethical considerations (Privacy etc.)
*       Efficiency/effectiveness
*       Cost Benefit Analysis
*       Business requirement
*       Database: integrity/duplication/ dependency/redundancy /consistency
*       System Development Life Cycle
*       Testing Methodology
*       Project Management
*      Formal application development methodology
*      Formal project planning strategy
*Change Management

Tuesday, July 19, 2011

MANAGEMENT 211 CHAPTER 17 SEGMENT 3

CHAPTER 17
LEADERSHIP

Leader: someone who can influence others and who has managerial power. ( ja onno der influence korta para and jar managerial power asa0

Leadership: the process of influencing a group toward the achievement of goal. ( ja prokiay akta group k influence kora hoy jata goal achieve kora jai. ja kau leadership power pata para but ja kau leader hota para na. leader hota hola upor ar authorityr power laga)

Traits theory:
The main theme of this theory is to dedifferentiate leaders from nonreaders by their traits.  To dedifferentiate leaders from nonreaders there should be 7 traits in a leader or “leaders are by born leader” to full fill this quote there should be 7 characteristic or traits in a leader. (Mana traits theory bola ja 7 traits or boishisto akta leader ar maja thakta hoba ja akta leader k onnoanoder chaya alada korba or quote ta puron korba)

  1. Drive: a leader is ambitious and has high desire for achievement. He should exhibit or show high level of effort to achieve organizational goals. ( mana akta leader k ambitious and achievement ar akankha thakta hoba. Ar organizational gola achieve ar jonnno high effort show korta hoba.
  2. Desire to lead: leaders must have a strong desire to lead or influence others.
  3. Honesty and integrity: a leader must be honest and build a trusting relation between subordinates.
  4. Self confidence: a leader must be self-confidence to convince his followers and help them to take decision and solve problems.
  5. Intelligence: leaders need to be intelligent enough to solve problems and create decisions.
  6. Jobs relevant knowledge: a leader must have knowledge about the company, industry and technical matters.
  7. Extraversion: a leader should come up and break down introvert ness from their subordinates.
Behavioral theories:
Behavioral theories refers that how leadership change the behavior by four main behavior studies.
  1. Iowa university studies: This University explored three leadership styles.

o   Autocratic style: dictating work method, centralization decision makings, limited participation. ( sob decision upper level niba)
o   Democratic style: involving subordinate, delegating work and encouraging participation. ( mana sobay participation korta parba)
o   Laissez-faire: giving group freedom to make decision and complete work. (Mana manager freedom dia day subordinate der kaj korar ar employee rat a deadline ar aga shash kora Dai.)

  1. Ohio state studies: it identified two important dimension of leader behavior.

o   Consideration : being considerate of followers ideas and feelings in job relationship by establishing mutual trust and respect for group members
o   Initiating structure: structuring work and work relationship to meet job goals. ( job relationship k akta structure daaya jata ta job ar goal meet korta para)
  1. University of Michigan studies: This study also comes up with two dimension of leadership behavior.

o   Employee oriented: emphasized interpersonal relationship and taking care of employees need.
o   Production oriented: emphasized on the technical aspect of the job. Here accomplishing group task is the main concern.
Managerial grid: used the behavioral dimensions “concern fro people” and “concern for production”

  • Concern for people : evaluating leaders behaviors , ranking them on a scale from 1 to 9
  • Concern for production: emphasized technical or task aspect of jobs.
Although the grid had 81 potential categories into which a leader’s behavior can fall into which leaders behavioral style might fall, emphasizes on five.

  1. Impoverished management (1, 1): exertion of minimum effort to get required work done is appropriate to sustain organization membership. ( mana minimum effort dia required work kora ata organization a tika thakar jonno projozzo)
  2. task management (9,1) : efficiency in operation results from arranging result condition of work in such a way that human elements interfere to minimum degree( mana amr work setting daya thakba ami employee hire korbo then production korbo)
  3. Middle of the road (5, 5): adequate organization performance is possible through balancing the necessity to get out work with maintaining morale or confidence of people at a satisfactory level.
  4. country club management (1,9): thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization, atmosphere and work tempo ( mana valo akta relation create kora organization ar bhitor and production nia tara tamon chinta kora na . such as NGO)
  5. Team management (9, 9): work accomplished from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. ( mana built up good relationship and much production)

Contingency theories of leadership:
The Fiedler model: proposed that effective group performance depend on the proper match between the leader’s style with his or her followers and the degree to which the situation allowed the leader to control and influence. To measure leaders style Fiedler developed LPC questionnaire.
LPC:  measured whether a leader was task or relationship oriented.
Fiedler research uncovered three contingency dimension that defined the key situational factors for determining leader effectiveness
  • Leader member relations: refers that trust and respect employee had for their leader
  • Task structure: refers that job assignments were formalized and procedurized; rated as either high or low
  • Position power: refers influence leader had over power based activities such as hiring, firing, discipline and salary increase.

Heresy and Blanchard’s situational leadership theory

Situational leadership theory (SLT): focuses on the follower’s readiness.
Readiness: refers people have the ability and willingness to accomplish a specific task.

SLT uses the same two leadership dimensions that fielder identified: task and relationship behaviors. But heresy goes a step further by considering them into four specific leadership styles. (See pages 429)

Leader participating model: refers to contingency model that related leadership behavior and participation in decision making.

Leadership styles in the vroom leader participation

  • Decide
  • Consult individually
  • Consult group
  • Facilitate
  • Delegates
Path-goal
A leadership theory that says it’s the leader’s job to assist his or her follower in attaining their goals and to provide the direction or support needed to ensure that their goals are compatible with the overall objectives of the group or organization.

  • Directive leadership: lets subordinate know whats expected from them , schedule work to be done, and gives specific guidance on how to accomplish task
  • Supportive leadership: is friendly and shows concern for the needs of followers.
  • Participating leader: consults with the groups members and uses their suggestion before making decision.
  • Achievement oriented leader: sets challenging goals and expects followers to perform at their highest level.

If path goal theory goal comes in the exam then you have to answer the following



Environment contingency factors
  • Task structure
  • Formal authority system
  • Work group
Leader behavior                                                                                 Outcomes
·         Directive                                                                    performance, satisfaction
·         Supportive                                →
·         Participative
·         Achievement oriented
   ↑
Subordinate contingency factors
  • Locus of control
  • Experience
  • Perceived ability

Friday, July 15, 2011

MANAGEMENT 211 CHAPTER 10 SSEGMENT 2


                                                  CHAPTER 10                                     
              ORGANIZATION STRUCTURE AND DESIGN                 

Organizational structure:
The formal arrangement of job with in an organization
Organizational design:
Developing or changing the structure of organization

Purpose of organizing

  • Divide the work into specific jobs and departments. ( work k bhabg kora daya uchit job ar maddhoma and department gulu ta)
  • Assigning task and responsibilities associated with individual jobs.
  • Cluster jobs into unit ( job gula k akta unit ar aota bhukto korta hoba)
  • Establishing relationship among group, individual etc
  • Coordinate diverse organization task.
  • Allocate organizations resources
  • Establishing formal authority line

WORK SPECIALIZATION:

The task of an organization divvied into jobs; also known as division of labor (  kaj bhag kora daya). Some times because of jobs specialization boring, fatigue, stress, poor quality, and higher turnover took place. Coz onak somoy ak kaj korta korta manush physic hoya jay.

Departmentalization;

The basis jobs are grouped toghter. There are 5 types of departmentalization.

  1. Functional departmentalization: groups jobs by functioned perform. Advantages: coordination with in functional areas, in depth specialization, people within common skill and knowledge. Disadvantages: poor communication across functional areas, limited view of organization.
  2. Geographical departmentalization: groups jobs on the basis of territory or geography. Advantages: more effective and efficient handling of specific regional ( mana USA , sell director usa ta valo sale korta parba but BD ta na abar BD ar sale director ar khatrao same ) , serves the unique geography market better. Disadvantages: duplication of function, can feel isolated from other organizational area.
  3. Product departmentalization: groups jobs by product line. Advantage: manager can become expert in the industry, closer to customer. Disadvantage: duplication of function, limited view of organization.
  4. Process departmentalization: groups jobs by on the basis of product or customer flow.  Advantages: more efficient flow in work activities. Disadvantages: can only be used in certain types of product.
  5. Customer departmentalization: groups jobs by on the basis of common customer. Advantages: customer need and problems can be meeting by specialist. Disadvantage: duplication of work, limited view of organization.

Chain of command: the continuous line of authority that starts from upper level to lower level and clarify that who will report to whom.

Authority: the rights inherent in the managerial position to tell people what to do and to expect them to do it.

Responsibility: the expectation to perform any assigned task.

Unity of command: refers that each person should only report to one manager.

Span of control: the number of employee a manager can control efficiently and effectively ( jamon akta organization a akta manger aksatha 4 jon kormi control korta para abr onno organization a akta manager aksatha 10 ta kormi manage korta para) . it also represent the skill of a manager.

Centralization: all the decision of an organization taken by the top management of an organization.

Decentralization: lower employee can take part in decision making.

Formalization:
Refers that jobs are standardized and extend the behavior of employees controlled by rules and regulation of the organization. ( mana job k akta standard rup daya hoi ar organization employee dr rules and regulation a rakha hoy ) .
Mechanistic organization: organization structure is rigid and tightly controlled.

Organic organization: Organization structures are highly adaptive and flexible.

Strategy and structure:
  1. Innovation: reflects the organization pursuit of meaningful and unique innovation.
  2. Cost minimizing: reflects organization tightly control the cost.
  3. imitation : reflect organization minimize the cost and maximize the profit by coping the market leader ( jamon reds eye akdm dell k copy kora pc banay at ta sale kora ata kora red eye ar research cost kom hoy but profit basi hoy )
Technology and structure:
 Every organization should have at least one technology to convert its input into output.

  1. Unit production: production of items in unit or batches.
  2. Mass production: production of items in large batches.
  3. Process production: continuous process production.

Organizational structures are divides into 2 parts.
  1. traditional structure
  2. contemporary structure

Traditional organization design:
  1. Simple structure: an organizational design with low departmentalization, wide span of control, centralized authority and little formalization. Advantages:  fast, flexible, inexpensive to maintain. Disadvantages: not appropriate when organization grow.

  1. Functional structure: an organizational design that groups similar or related occupational specialist toghter. Advantages: cost saving advantages from specialization. Disadvantages: functional unit have little knowledge what other is doing.

  1. Divisional structure: an organizational design that made up of separate, semi autonomous unit or division. Advantages: focus on their result. Disadvantages: duplication of activities.

Contemporary organizational structure (present organization structure)

  1. Team structure: a structure in which entire organization is made up of work group. Advantages: employees are more involved and empowered. Disadvantages: no clear chain of command.
  2. Matrix project structure: an organizational structure assign specialist from different division to work on one or more project. Advantages: faster decision making. Disadvantages : tasks and personality conflict
  3. Boundary less structure: a structure that is not defines by or limited to horizontal, vertical or external boundaries. It includes network modular and virtual organization. Advantages: highly flexible and responsive. Disadvantages: lack of control.
    • Virtual organization: an organization that has small number of full employee and they temporarily hires outside employees to work. Such as consultant
    • Network organization: a small core organization that outsource major business. Such as Freelancing.
    • Modular organization: a manufacturing organization that use outside suppliers to provide products. Component and module that are then assembled into final products. Such as radhuni food products.
4. Learning organization: structure that supports and organizations capacity to continuously adapt and change.

Monday, July 11, 2011

HUMANITIES 101 SEGMENT 2

JAMES WATT
James Watt was a Scottish inventor and mechanical engineer whose improvements to the Newcomer were fundamental to the changes brought by the Industrial Revolution in both the Kingdom of Great Britain and the world.
While working as an instrument maker at the University of Glasgow, Watt became interested in the technology of steam engines. He realized that contemporary engine designs wasted a great deal of energy by repeatedly cooling and re-heating the cylinder. Watt introduced a design enhancement, the separate condenser, which avoided this waste of energy and radically improved the power, efficiency, and cost-effectiveness of steam engines. He developed the concept of horsepower. The SI unit of power, the watt, was named after him.
Watt attempted to commercialize his invention, but experienced great financial difficulties until in 1775 he entered a partnership with Matthew Boulton. The new firm of Boulton and Watt was eventually highly successful and Watt became a wealthy man. In retirement, Watt continued to develop new inventions though none were as significant as his steam engine work. He died in 1819 at the age of 83. Watt has been described as one of the most influential figures in human history.

MARTIN LUTHER
Martin Luther was a German priest and professor of theology who initiated the Protestant Reformation. He strongly disputed the claim that freedom from God's punishment of sin could be purchased with money.
Luther taught that salvation is not earned by good deeds but received only as a free gift of God's grace through faith in Jesus Christ as redeemer from sin. theology challenged the authority of the pope of the Roman Catholic Church by teaching that the Bible is the only source of divinely revealed knowledge and opposed sacerdotalism by considering all baptized Christians to be a holy priesthood. Those who identify with Luther's teachings are called Lutherans.
His translation of the Bible into the language of the people made it more accessible, causing a tremendous impact on the church and on German culture. It fostered the development of a standard version of the German language, added several principles to the art of translation and influenced the translation into English of the King James Bible. His hymns influenced the development of singing in churches. His marriage to Katharina von Bora set a model for the practice of clerical marriage, allowing Protestant priests to marry.
In his later years, while suffering from several illnesses and worsening health, Luther became increasingly anti-Semitic, writing that Jewish homes should be destroyed, their synagogues burned, money take away and liberty reduced. These statements have contributed to his controversial status.

REIGN OF TERROR
Reign of Terror lasted from September 1793 until the fall of Robespierre in 1794. Its purpose was to clean France of enemies of the Revolution and protect the country from foreign invaders. From January 1793-July 1794, France was governed by the Committee of Public Safety, in which Danton and Robespierre were influential members. In the course of nine months, 16, 000 people were put to death, but executions of those labeled "internal enemies" of France took place throughout the country.
During this time there was a shift in power within the committee from Danton to Robespierre. Danton had a strong physical presence and was an incredible public speaker, while Robespierre was less passionate. However, Robespierre was a hard worker who was very ambitious. He blindly believed in the work of Rousseau, who argued that men are all born good at heart and are corrupted by society. It was these beliefs that caused him to continue the Terror even when it was no longer necessary.
In 1794, the armies of France were very successful against their enemies, which meant that the Terror was no longer necessary. But Robespierre continued the Terror because he wanted to purge France of everyone who was corrupt. The killing ended when Robespierre was executed on July 28, 1794.


Medieval university
Medieval sity is an institution of higher learning which was established during High Middle Ages period and is a corporation. The first institutions generally considered to be universities were established in Italy, France, and England in the late 11th and the 12th centuries for the study of arts, law, medicine, and theology. These universities evolved from much older Christian cathedral schools and monastic schools, and it is difficult to define the date at which they became true universities.
Prior to their formal establishment, many medieval universities were run for hundreds of years as Christian cathedral or monastic schools in which monks and nuns taught classes. With the increasing growth and urbanization of European society during the 12th and 13th centuries, a demand grew for professional clergy.
Initially medieval universities did not have a campus. Classes were taught wherever space was available, such as churches and homes. Soon, however, some universities began to buy or rent rooms specifically for the purposes of teaching. Universities were generally structured along three types, depending on who paid the teachers. The first type was in Bologna, where students hired and paid for the teachers. The second type was in Paris, where teachers were paid by the church. Oxford and Cambridge were predominantly supported by the crown and the state. At the Bologna University the students ran everything—a fact that often put teachers under great pressure and disadvantage. In Paris, teachers ran the school; thus Paris became the premiere spot for teachers from all over Europe. University studies took six years for a Bachelor's degree and up to twelve additional years for a master's degree and doctorate. Courses were offered according to books, not by subject or theme. Students entered the University at fourteen to fifteen years of age. Classes usually started at 5:00 or 6:00 AM.
Treaty of Versailles
There were many peace treaties signed at the end of the World War I. One of them was the treaty of Versailles. It was with this treaty that the war between Germany and the Allied Power ended. For the other powers involved in the war on the side of Germany, different treaties were signed. The war actually ended on 11th November 1918 after the signing of the armistice. The negotiations took as long as 6 months. It was Paris Peace Conference, which did the negotiations. This brings us to the question, who signed the treaty of Versailles. It was the Foreign Minister of Germany Herr. Hermann Muller. The Colonial Minister Herr. Johannes Bell who traveled with the Foreign Minister to Versailles to sign the treaty. The other treaty of Versailles signatories were the British Empire, France, Italy, Japan and the United States of America.
The main terms of the Versailles Treaty were:

(1) the surrender of all German colonies as League of Nations mandates;

(2) the return of Alsace-Lorraine to France;

(3) cession of Eupen-Malmedy to Belgium, Memel to Lithuania, the Hultschin district to Czechoslovakia,

(4) Poznania, parts of East Prussia and Upper Silesia to Poland;

(5) Danzig to become a free city;

(6) plebiscites to be held in northern Schleswig to settle the Danish-German frontier;

(7) occupation and special status for the Saar under French control; (8) demilitarization and a fifteen-year occupation of the Rhineland;

(9) German reparations of £6,600 million;

(10) a ban on the union of Germany and Austria;

(11) an acceptance of Germany's guilt in causing the war;

(11) provision for the trial of the former Kaiser and other war leaders;

(12) limitation of Germany's army to 100,000 men with no conscription, no tanks, no heavy artillery, no poison-gas supplies, no aircraft and no airships;

(13) the limitation of the German Navy to vessels under 100,000 tons, with no submarines;






NOTES FOR TOPIC 8











NOTES FOR TOPIC 9








NOTES FOR TOPIC 10







HUMANITIES 101 SEGMENT 1


HUMANITIES 101 FOR BETTER QUALITY PICTURE MAIL MAIL ME @ tanvirfalcon@gmail.com

COURSE OUTLINE



SUGGESTION FOR HUM 101




 LECTURE 1


IMPORTANT FOR THIS CHAPTER

  1. CULTURE AND CIVILIZATION
  2. PROCESS OF THE HUMAN EVOLUTION ( HOMINIDS TO HOMO-SAPIENS)
  3.   CHARACTERISTIC OF PALEOLITHIC AGE
CHAPTER 2


IMPORTANT FOR THIS CHAPTER ( REGISTER OR FOLLOWER WILL GET THE NOTE)
  1. CHARACTERISTIC OF NEOLITHIC AGE
  2. DIFFERENCE BETWEEN PALEOLITHIC AND NEOLITHIC AGE
  3. NEOLITHIC FAMILY
CHAPTER 3


 IMPORTANT FOR THIS CHAPTER ( REGISTER OR FOLLOWER WILL GET THE NOTE VIA EMAIL)
  1. SUMERIAN SCRIPT
  2. ZIGGURAT
  3. DIFFERENCE BETWEEN SUMERIAN AND BABYLONIAN LAW
  4. CODE OF HAMURABI
CHAPTER 4

IMPORTANT FOR THIS CHAPTER
  1. PYRAMIDS
  2. MUMIFICATION
















CHAPTER 5

IMPORTANT FOR THIS CHAPTER ( REGISTER OR FOLLOWER WILL GET THE NOTE)

  1. INDUS VALLEY CIVILIZATION
  2. ARYAN RELIGION 
  3. ARYAN CASTE SYSTE




CHAPTER 6
IMPORTANT FOR THIS CHAPTER ( REGISTER OR FOLLOWER WILL GET THE NOTE)


  1. CONFUCIANISM
  2. TAOISM
  3. GREAT WALL 
CHAPTER 7 

IMPORTANT FOR THIS CHAPTER ( REGISTER OR FOLLOWER WILL GET THE NOTE)

  1. PERSIAN CIVILZATION
  2. ZOROASTRIANISM


CHAPTER 8 

IMPORTANT FOR THIS CHAPTER

  1. CITY STATES 
  2. SOCRATES 
  3. ARISTITILE










CHAPTER 9
IMPORTANT FOR THIS CHAPTER

  1. ROMAN SOCITEY
  2. ECONOMY
  3. LAW











CHAPTER 10

IMPORTANT FOR THIS CHAPTER
  1. MANOR 
  2. CHIVALRY
  3. CHRISTIANITY 
  4. MEDIEVAL UNIVERSITY