Security Site Survey Essay Example for Free

Security Site Survey Essay The security survey at the DeVry Corporate Center was conducted on June 10, 2013, by Christian Moreno who was retained by the DeVry University for this purpose. Information set forth in this report was obtained from Gregory Smith, Executive Vice President Chief Financial Officer, and from David Davis, Facilities Manager, and from personal observations of Thomas Brown during the inspection of this facility. This report is intended as a detailed audit of all phases of the DeVry Corporate Center security operations and a review and evaluation of those areas and activities most vulnerable to the theft or safety risks. Neither the DeVry Corporate Center nor the writer of this report is in a position to evaluate the integrity of the employees of DeVry University and this report does not attempt to do so. Summary The DeVry Center is located on a four-acre plot of land in downtown New York City. It is a 30-story corporate tower high-rise, which includes 1,250 underground parking garage spaces and a rooftop garden. Construction of the building was completed in December of 2008, and 27 of the 30 floors are occupied by tenants. Currently, there are 1,800 tenants in the building, which has a maximum capacity of 2,000. THE CAMPUS DeVry occupies five floors in the 24-story building at 180 Madison Avenue. The campuss 48,750 square feet of space provide an outstanding, professionally attractive, high-tech learning environment for students. DeVry has 12 classrooms and seven state-of-the art laboratories. The classrooms have an average seating capacity of 20 students. The campus is equipped with a wireless network to accomodate laptop computers. There are three labs supporting the Electronics programs: averaging 21 seats. There is one Network Lab designed to support individual networks with a capacity of 18 positions. The remaining labs support the Computer Information Systems programs as well as those business and other programs requiring the use of personal computers. Science and Biomed classes are taught in the Physics Lab. The Physics Lab is equipped with networked PCs and scientific testing equipment. The library has over 18,000 paper and electronic titles, 60 paper periodicals, 9 databases and 25 computer workstations for student use. The Academic Support Center provides students with free tutoring, computer-assisted instruction, and workshops on various instructional topics. Physical Security The receptionist desk is staffed from 8 AM until 7 PM even though the company operates 24 hours a day. During other hours the security guard is stationed at the receptionist’s desk. Electronic identification cards are used by employees to gain access to the exterior doors as well as interior doors on a restricted basis. A six-hour emergency backup system is a component of the door control system to ensure security in the event of a power failure. Additionally, there is a lockbox for keys to be used in an emergency and it is located in the Facilities Manager’s office. A security guard patrols the exterior of the building and the parking lot during times when the receptionist is on duty. The security guard escorts the cleaning crew when working in the premises. Campus security personnel patrol the building on a regular basis (Monday through Friday from 7:00 a.m. to 11:00 p.m. and Saturdays from 7:30 a.m. to 7:00 p.m.) and are alert to any suspicious activity. Security personnel report any possible criminal activity to local law enforcement personnel, and any possible code of conduct violation to the Dean of Students. The Dean of Student Services also acts as the New York City Community Affairs Officer to aid in the monitoring of all crimes that occur on or around campus grounds. Campus safety and security is the shared responsibility of both students and staff. To enhance student and staff awareness of their responsibilities for their own safety the following will be provided throughout the year. * Pamphlets on personal safety are posted on bulletin boards and available in Student Services. * Campus security has a copy of the evacuation plan. * The Student Handbook includes emergency phone numbers for students, faculty and staff. * Displays of safety/security information are set up in the Lobby, Student Services Office and/or the Student Commons. * School publications are used as a forum for topics on the necessity of taking control of personal safety. * Procedures for informing appropriate personnel of any emergencies and emergency evacuation procedures are available in each department. Alarm System There is an alarm system installed but since the company operates around the clock there has never been the need to activate it. There are two emergency exits which are alarmed and clearly labeled. Closed Circuit Television [CCTV] There are sixteen closed circuit digital color cameras and the file is maintained for a period of thirty days. The monitors are located in the Facilities Manger’s office and at the receptionist’s desk. Another monitor is located in the vault area to allow employees there to view the lobby outside the shipping/receiving area. Visitors – Visitor Log Visitors are required to sign in a log at the receptionist’s desk and wear a visitor badge while on the premises. Recommendation The implementation of Universal Access Cards would allow an observer to track a person’s movement on site. In the matter of such cards, it is believe that some degree of track ability is acceptable. Naturally, certain sensitive non-facility areas must be treated with care. For example, payroll and human resources some other areas of administration must be accessible to students without requiring them to use their unique access card. Other tracking may possible with the introduction of networked swipe-card locks, even if the actual transmission of data from the lock to the data center is encrypted (as the company requires from its future contractor).

Stuart Hall Essay -- British Culture

Outline: In this essay I will try to present the ways in which Stuart Hall influenced the development of Cultural Studies in Britain and illuminate the importance of his contribution to the understanding of British culture in general. As â€Å"one of the leading cultural theorists†, an epithet given to him by The Observer in 2007, he expanded the field of study to include gender, race and identity. He is also important for introducing new approaches to the study based on the works of French theorists. Introduction Stuart Hall was born in Kingston, Jamaica on February 3, 1932. After receiving a Rhodes scholarship in the 1950 he came to Britain in order to study at Merton College at the University of Oxford. He was a member of the Windrush generation, when a great number of African-Caribbeans migrated to the UK and other parts of Europe in the search of a better future. It is interesting to note that he was part of the Campaign for Nuclear Disarmament (CND) in 1957. The publication of his book â€Å"The Popular Arts† (Hall and Whannel 1967; first published in Britain in 1964) ten years later led to the invitation by Richard Hoggart, another important figure in the founding of British Cultural Studies, to join the Birmingham Centre for Contemporary Cultural Studies. In 1968 he replaced Hoggart as the director of the institution and held the position until 1979. The BCCCS might be considered the cradle of cultural studies in Britain and some might even say that is the pivotal institution in the history of cultural studies in general. After leaving his position at the Centre, Hall became a professor at the Open University. He retired in 1997. Throughout his career, Hall stressed the practical impact that cultural studies can have on... ...’s work has been crucial for both the process of formation and the expansion and development of British Cultural Studies, as well as cultural studies as an international discipline. Due to the fact that Hall was born in Jamaica but practiced his career in Britain, he is able to present views both from inside and outside the British society. As much as he participated in contributing to the studies dealing with ethnicity, he also contributed to the study of national identity. The impact of his work expands the circle of cultural studies; during the 1980s he was a fierce critic of Thatcherism and influenced the Labour Party in Britain. The dedication he put in his work, together with the innovation and diversity of his studies have earned him the epithet â€Å"The Father of Cultural Studies†, a title most certainly deserved for redefining British cultural studies.

Walgreens structure

Walgreen has faced over the past two years are changing their brand and the process needed to make that change. We can see that Walgreen has made some good decisions over the years . This is evident by the fact that there are still many Walgreen stores across the country and they are continuing to build new ones every year. If we take a look into how they made such crucial decisions we will find them using good decision making techniques such as predetermination's evidence, and good old fashioned Intuition.The first element we can find within Walgreen decision making process Is rainstorm. We can see that before changing the brand from old to new the mangers In the higher ranks of the corporation all got together and started throwing out Ideas. They did some research and based upon fact they made educated guesses on what may work and what probably would not work. The managers of Walgreen TLD a fantastic Job with their research and brainstorming. Walgreen wanted to stand out among thei r competition so In order to do that they had to know what the competitor was doing.It seemed the competitor was not much different from Walgreen. This is where we see the brainstorming really become effective. The managers began to come up with ideas on how to make the stores an experience instead of just a cash and carry drugstore. They really used the tools of good decision making to begin the process of changing the brand for good. Second we can look at the gathering of evidence. Walgreen knew if they were to be different then they had to study their competition. The head honchos did their homework well.They gathered information from research and surveys and listened to the customer needs. They not only listened they decided to take a chance and build their new brand on the customer experience. Now we have seen a company go from a rational model of decision making and step into the new age. They admitted that old manager models were out dated and they were ready to step into a f resh new approach. It is interesting that we see them heading into a very modern direction but using old fashioned decision making techniques to arrive there.Walgreen management team took their job seriously by making sure they followed through with pouring over statistics and studying successful companies with different brands than their own to see what was giving them the success. They decided that it Just had to be the customer service levels and the approach. Surprisingly enough we can also see the big bosses at Walgreen using their Intuition to make the final decision on whether to change the brand or not. They are customers at other places and they take their family and friends out to eat and do different things.When out and about they kept track of what businesses were full and why. If they went out to eat and there was a two hour wait they would pay close attention to why. This process gave them the Intuition, or experience to know what or how a person wants to be treated wh en they are spending their money with a company. They brought their Intuition to the drawing room and along with good brainstorming and gathering of evidence, the management staff of Walgreen was able to make a good business decision.We sometimes see ethics compromised when decisions are made and Walgreen is not a when they admittedly failed to control the sales of controlled substances in a few of its pharmacies. The effects of this could have ruined the company but lucky for them they were able to pay a hefty fine and shut the door on what could have been an ethical disaster for them. It seems the Federal government agreed to dismiss the ease when the fines were paid.

A History of Racial Profiling in the United States

Increasing Crimes and Suicides Among Younth - 4564 Words

------------------------------------------------- Top of Form Bottom of Form Introduction to suicide Introduction Suicide is: * A specifically human problem - only humans can will their death and kill themselves. * Ubiquitous - no period of history without records of suicide, no societies where suicide does not occur. * Only a small number of people deliberately end their lives but an area of intense sociological interest - about 7000 works. * Studied for some time, for example, Mazaryk in 1881. The classic study is Durkheim (1897) Le suicide. But there is a difference of opinion as to the value of Durkheims work. Selvin argues, sixty years after it first appeared in print... suicide is still a model of social research.†¦show more content†¦* Many of Durkheims examples assume/take for granted purposive theories of suicide - for example, the purpose of the officer who commits suicide because he has been a coward. * Durkheim refers to healthy and diseased societies - clearly a value judgement. * Durkheims reference to suicidal forces or suicidogenic currents contradicts the scientific and factual approach of positivisms since these forces are unseen and unmeasurable. * Because these suicidal forces cannot be seen or measured the theory cannot be falsified - no evidence can disprove it. External These are criticisms from outside the positivist perspective. They make fundamental criticisms of the whole positivist approach to the study of suicide, its use of official statistics and its claim to scientific status. This alternative approach is based on the interpretive perspective. Interpretivists place central importance on the role of meaning in human action. It is how a person interprets a situation that gives it a particular meaning and therefore calls forth a particular action. Humans do not simply have an automatic response to external stimuli, they think, and thus behaviour reflects a persons interpretation of the significance of external stimuli. Hence people will respond differently to experiences such as unemployment and divorce, they will not automatically go out and kill themselves. Interpretivist

Portable Manual Cell Phone Charger - 9744 Words

PORTABLE MANUAL CELL PHONE CHARGER ________________________ A Research Paper Presented to the Faculty of the Department of Languages and Literature University of San Carlos Cebu City, Philippines _________________________ In Partial Fulfillment of the Requirements for the Subject English 23 Technical Writing __________________________ by Members Ardiente, Carl Nicko S. Castro, Kevin S. Leonardo, Maria Luisa T. Losaria, Patrick Lance N. Mascarià ±as, Cathleen Marie O. Olmilla, Algie Jefferson E. Perales, Jose Anthony M. Roble, Alyanna May L. Toring, Argeo B. March 12, 2014 UNIVERSITY OF SAN CARLOS COLLEGE OF ARTS AND SCIENCES This Undergraduate Thesis entitled â€Å"PORTABLE MANUAL CELL PHONE CHARGER† prepared†¦show more content†¦------ ii Acknowledgment --------------------------------------------------------------------------- iii Abstract -------------------------------------------------------------------------------------- iv Table of Contents --------------------------------------------------------------------------- v List of Tables -------------------------------------------------------------------------------- vii CHAPTER I INTRODUCTION ----------------------------------------------------------------- 1 Rationale of the Study ---------------------------------------------------- 1 Theoretical Background -------------------------------------------------- 2 THE PROBLEM ------------------------------------------------------------------- 10 Statement of the Problem ------------------------------------------------ 10 Significance of the Study ------------------------------------------------ 10 RESEARCH METHODOLOGY ------------------------------------------------ 12 Research Environment --------------------------------------------------- 12 Research Participants ----------------------------------------------------- 13 Research Instruments ------------------------------------------------------ 13 Research Procedures ------------------------------------------------------ 13 DEFINITION OF TERMS -------------------------------------------------------- 15 II PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA --------------------------------------------------Show MoreRelatedHow Technological Advancements Have Influenced Forensic Investigators3289 Words   |  14 Pageswhen handling different electronic gadgets. 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Implementation Of Innovative Processes of AC Gilbert †Free Samples

Question: Discuss about the Implementation Of Innovative Processes of AC Gilbert. Answer: Implementation plan for the new process The case study is based on John Jones, who is the Production Manager at A.C. Gilbert. he has formulated an idea related to the improvement of the efficiency within the process of manufacturing in A.C. Gilbert. The idea was developed by him based on the innovative ideas program and it has been successful in the trial on a single line of the plant of processing. The program was evaluated and was declared as successful and the process in now to be implemented in the entire organization. The main goal related to the implementation of the program is mainly increasing the productivity, improving the sustainability, reducing waste and reducing the errors in the line of production by around 20% (Elzahar et al. 2015). Another goal is to reduce the turnover of the staff to improve the levels of efficiencies and skills related to the employees of the plant and thereby reduction of the costs that are incurred by the organization for performing activities related to recruitment. Transition Activities, objectives and the timeframes Activities - The employees are divided into two groups, the process workers and the production staff. These two groups will be further divided into five teams, and each of the teams will take the responsibility of a single production line. The employees will be allocated for 12 hour shifts so that the requirement for staff is met. The staff will be involved in the setting of goals and the objectives for the production lines in which they are working. Objectives To include the employees in the decision making process of the organization. To reduce the turnover of the employees and increasing their productivity. Timeframe The timeframe selected for this program is two months. The new program will be implemented and tested within this eight weeks timeframe (Gimenez-Espin, Jimnez-Jimnez and Martnez-Costa 2013). Activities related to the promotion The implementation of the new process will be promoted to the employees by motivating them for the new changes in their work process and the profitability related to the implementation. The process implementation will be sustainable in nature if the employees are trained properly before the process is implemented in the production line. Activities to reduce negative impact The negative impact of the process will be reduced with the training provided by the supervisors who will be present in during the training implementation. The production lines will be stopped for a duration of 48 hours to facilitate re-tooling for the training purposes. Communication: Activities, objectives and the timeframes The staff will be communicated regarding the training process by the supervisor who is assigned to each team. The objective of the communication process will be to educate the staff regarding the processes of the new production lines so that they can adapt to the changes that have occurred due to implementation of the new processes. Activities related to the promotion The changes in the processes will be promoted by the supervisors so that the employees take part in the process willingly and thereby use their expertise to adapt to the new line of production (Kibira et al. 2017). Activities to reduce negative impact The supervisors will take that the changes in the process are properly communicated to the employees and the changes can be implemented successfully. Two contingency plans related to the implementation The implementation plan is associated with risks related to the problems that can take place during the changes in the production line. The two contingency plans that can be implemented in case of emergency are as follows: The major risk associated with the implementation of the plan is the failure of the new production line and delayed production. This will affect the productivity and revenues of the company. The company needs to arrange an alternative unit for production where the production can be continued if there is a failure. The other major risk associated to the implementation process of the changes is the injury of an employee that can occur while training. This situation can be handled by arranging for emergency services like ambulance and doctors on site (ONeill, Sohal and Teng 2016). Analysis of the implementation and failures The implementation of the changes in the production has depicted a failure as is evident from the data that is available. The production of the factory has gone down by 6% and the delays have increased in the line of production by around 10%. However, the error rates have gone down by around 2%. Some the staff have resigned due to the changes in the program. After around 16 weeks of implementation the productivity has remained the same, the delay in the lines of production have improved. The level of staff has been steady (Zeng, Phan and Matsui 2015). Amendment of the action plans and contingency plans: Transition Activities - The training was found to be inadequate after the analysis of the failure was done. The training supervisor should be replaced and adequate training should be provided to the employees. Objectives The objectives of the implementation process are to increase the productivity of the factory and thereby decreasing the error rates. The performance of the employees will be measured based on the increase in the productivity levels, rate of decrease of the waste and checking the staff turnover (Sabella, Kashou and Omran 2014). Timeframe - The timeframe required for the next training will be set at three months. Activities related to the promotion The changes in the previous process will be promoted in such a way so that the employees are able to understand their role in the sustainability of the organization. The shifts of 12 hours can be reduced to 8 hours each and three shifts can be given each day. This will reduce the tiredness of the employees. Activities to reduce negative impact The negative impact caused by the plans includes the injuries and the reluctance of the employees to accept the new changes (Sahno et al. 2015). Communication The changes that are being made to the implementation process will be communicated to the employees by the new training supervisor. The plans need to be communicated in such a way so that the employees can understand their role in the whole process and thereby execute the plan. Changes in the contingency plans The contingency plans can be changed so that the new changes can be addressed. The extra production that is maintained should also be in shifts. The emergency situations can be handled by appointing doctors in a shift basis (Varasquin, Vieira and Balbinotti 2015). Schedule for evaluation and improvement The employees will be evaluated by the supervisor based on their performance and efficiency. The timeframe required for evaluation will be set at three months on a regular basis. The employees will learn about sustainable processes and their role in the process. The supervisors need to keep track of the performance of the employees. References Elzahar, H., Hussainey, K., Mazzi, F. and Tsalavoutas, I., 2015. Economic consequences of key performance indicators' disclosure quality.International Review of Financial Analysis,39, pp.96-112. Gimenez-Espin, J.A., Jimnez-Jimnez, D. and Martnez-Costa, M., 2013. Organizational culture for total quality management.Total QualityManagement Business Excellence,24(5-6), pp.678-692. Kibira, D., Brundage, M.P., Feng, S. and Morris, K.C., 2018. Procedure for selecting key performance indicators for sustainable manufacturing.Journal of Manufacturing Science and Engineering,140(1), p.011005. ONeill, P., Sohal, A. and Teng, C.W., 2016. Qualitymanagement approaches and their impact on firms? financial performanceAn Australian study.International Journal of Production Economics,171, pp.381-393. Sabella, A., Kashou, R. and Omran, O., 2014. Qualitymanagement practices and their relationship to organizational performance.International Journal of Operations Production Management,34(12), pp.1487-1505. Sahno, J., Shevtshenko, E., Karaulova, T. and Tahera, K., 2015. Framework for continuous improvement of production processes.Engineering Economics,26(2), pp.169-180. Varasquin, A., Vieira, L.V. and Balbinotti, G., 2015. Use of Work Routines of Observation Tool to Promote Continuous Improvement in a Production Line.Procedia Manufacturing,3, pp.5800-5805. Zeng, J., Phan, C.A. and Matsui, Y., 2015. The impact of hard and soft quality management on quality and innovation performance: An empirical study.International journal of production economics,162, pp.216-226.