The Private And Public Side Of Sexuality - 966 Words

Human sexuality, this topic sparks a plethora of opinions, viewpoints, and emotions. For my final research paper, I will be analyzing the differences between the private and public side of sexuality. These sides of human sexuality involve countless facets including pleasure, pornography, rape, premarital sex, polygamy, procreation, homosexual marriage, and love and friendship. There are a wide array of arguments of each aspect of sexuality concerning if they are private or public, a human right or immoral. I will discuss whether social and personal sexuality are one in the same or if there should be a valid distinction between them. Initially, we will start with the explanations for human sexual contact. There obviously could be countless causes for sex of the billions of people on Earth ranging from various desires, motives, and sentiments. The majority of these purposes though, can be narrowed into four central categories. These categories are having sexual contact for love/fondnes s, procreation, and pleasure. Observably, these reasons often overlap or intertwine. One therefore, can have sex for both love and pleasure or both for procreation and love. But they need not be combined either. It could be for one reason alone. One can have sex for love, to become more intimate with their mate and share all experiences together or getting closer to another human whom you like. As stated by in the text Ethics, â€Å"†¦.research reveals that psychologically, sexuality is extremelyShow MoreRelatedA Study Of Ethics And Morality Essay1474 Words   |  6 Pageshuman sexuality and marriage deeply covers the complex characteristics of human relationships and friendships, sexuality, love, intimacy, and a multitude of other moral engagements between humans. The main objective of this paper is to examine and clarify why, as humans, we should be concerned with the sexual morality of ourselves and others. While other major themes covered prior may not relate to all human s directly (such as abortion or the debate of taking a life), moral issues in sexuality areRead MoreAmbiguity In Samuel Taylor Coleridges Christabel1360 Words   |  6 Pages who do not align with society’s able-bodied and heterosexual mores. Thus, â€Å"Christabel† and its unnerving ambiguity necessitates not only an understanding of Willy Wilkinson’s notion of â€Å"stealth,† but an understanding of how the dual mapping of sexuality and disability on various individuals requires its thorough implementation. While â€Å"Christabel† contains numerous characters who fall outside the frame of compulsory heterosexuality and able-bodiedness, this analysis will focus on Geraldine, arguablyRead MoreArticle Review : When Sex Goes School1458 Words   |  6 Pagesbusy and complicated landscape of sexuality and gender, it is generally recognized that children need instruction in how to behave. Unfortunately, the way that adults wish young people to be int roduced to sexuality is governed by diverse worldviews and values, and the subject is seen as so important that this disparity leaves little room for neutrality, much less reasoned compromise. In many cases, the education of children in sexuality is regarded on all sides as a life-and-death issue, involvingRead MoreArticle Review : When Sex Goes School1457 Words   |  6 Pagesbusy and complicated landscape of sexuality and gender, it is generally recognized that children need instruction in how to behave. Unfortunately, the way that adults wish young people to be introduced to sexuality is governed by diverse worldviews and values, and the subject is seen as so important that this disparity leaves little room for neutrality, much less reasoned compromise. In many cases, the education of children in sexuality is regarded on all sides as a life-and-death issue, involvingRead MoreSelena Hernandez. Sociology 105B. Kristin Miller. March963 Words   |  4 Pages Selena Hernandez Sociology 105b Kristin Miller March 5, 2017 The Power of Sex Born this Way? Society, sexuality, and the search for the ‘gay’ gene by Simon Copland discusses the actions people are taking in order to find out how sexuality comes to be. For instance, many are looking at science to find â€Å"the† answers. Specifically, a study by Simon Levay who is looking for a possibility of a â€Å"gay gene† existing, explained, â€Å"small differences in the size of certain cells in the brain could influenceRead MoreAnalysis Of Michel Foucault s The History Of Sexuality Sheds Light On The Victorian Era 1258 Words   |  6 PagesMichel Foucault’s The History of Sexuality sheds light on the Victorian era and how the regulation of discourses on sex reveals that Victorian society is more perverse than contemporary society thinks of it. A similar approach can be applied to contemporary society and political discourse. During the 2016 presidential election, The Washington Post released a video of current President-elect Donald Trump bragging about what many consider to be sexually assaulting women. Recorded saying comments suchRead MoreThe Female Nude : Aphrodite Of Knidos And The Female Nude1169 Words   |  5 Pagesattractive characteristics. Among the first and most obvious visual display is related to the fact that the goddess is portrayed in the nude. The artist, Praxiteles, has sculpted the figure in a rather innovative way, displaying a naked goddess for the public to view. She has a rather realistically rendered body; the proportions and anatomy of the female form are catered to in such a way that display a visual realness. Aphrodite’s body is rendered in such a way that mimics the roundness and curvature ofRead MoreAnalysis Of Moonlight By Barry Jenkins1584 Words   |  7 Pages Barry Jenkins’ Moonlight depicts the coming-of-age of a young black boy as he struggles with and endures abuse for his sexuality, causing him to hide his internal conflicts. The life of the protagonist, Chiron, is split into his three main stages of life, with each part focusing on the physical and emotional abuse he endures due to his homosexual orientation. When the viewer first meets Chiron, he is running from bullies. As he ages, the bullying follows him, causing him to harden and avoid vulnerabilityRead MoreComprehensive Mental Health Services ( Cmhs ) Essay831 Words   |  4 PagesHealth Services (CMHS) is an organization in Kansas City, Missouri dedicated to serving those with mental illnesses, ranging from both low- to high-functioning. This group has a for-profit and non-profit side. The for-profit side utilizes doctors, nurses, and a pharmacy to aide in the non-profit side. Case workers, therapists, addiction recovery, and group homes are all funded via the organization. With diverse staff involvement, CMHS has a multitude of positions ranging from full-time salary doctorsRead MoreThe Most Uneven Great Poet By Tenney Nathanson1102 Words   |  5 Pagesis one of Amer ica’s greatest poets. Born in 1819 in Long Island, Whitman lived during an era when sexuality, especially homosexuality, a term not coined until years later, was a taboo subject not to be discussed in public. Many of his poems centered on his private and public life as well as sexualizing men, women, and objects. Whitman’s poems shaped history by bringing the discussion of sexuality as a natural part of life to mainstream America and paving the way for future authors to do the same

Management Practice CA1 Handup Free Essays

Management Practice CA1 Handup first week after Easter Typed, 3-5 pages please CA: Case study: Brownloaf MacTaggart: control and power in a management consultancy Background Brownloaf MacTaggart (BM) is the engineering consulting division of Watkins International, a large international firm of chartered accountants and management consultants. Watkins was established as a chartered accountancy practice in 1893. Following decades of moderate growth it entered the management consultancy market in 1955 primarily as a ‘spin-off’ from audit and taxation work. We will write a custom essay sample on Management Practice CA1 Handup or any similar topic only for you Order Now In the following years this diversification proved to be profitable. What had started as a very small sideline activity has developed into a multidivisional management consultancy business employing in the UK alone some 700 people. Worldwide Watkins employs around 70 000 people through a network of firms and associate firms. The international firm has at least one office in most countries, and in the early 1990s has established new offices, particularly in Eastern Europe. Watkins has endeavoured to grow primarily by acquisition and internal growth, but acquisition has been by far the most successful strategy, particularly in the 1980s when a software development company and BM were acquired. The firm now has five consultancy divisions in the UK covering information technology and software engineering; public sector management; financial services and treasury; leisure and retailing; and general engineering. Brownloaf MacTaggart and Co. had started business in 1962 as a two-man partnership. Alex MacTaggart had been a successful production engineer, who had assiduously built up a long list of good contacts while working for blue-chip engineering companies. Duncan Brownloaf had been a successful engineering company salesman selling diverse products such as hydraulic pit props and mining pump equipment. The two men combined their undoubted strengths by taking small premises in Walsall, in the West Midlands. The business flourished and in 1977, now employing 20 people, two additional employees were admitted into partnership: Heinrich Grubber, a German national, and William Smallpiece, a native of Shropshire. Having admitted the two new partners, both founder partners were beginning to think of retirement. Duncan Brownloaf’s health was failing and perhaps it was time for a change. In 1980 the company moved into bigger offices in the heart of Birmingham. One month after the move both Alex MacTaggart and Duncan Brownloaf were gone. It was suggested, although never proven, that both men suffered a ‘palace coup’ led by Heinrich Grubber. The BM name was continued, after all the goodwill generated was considerable, and Heinrich Grubber and William Smallpiece set about planning for the future. For some time both partners worried about future strategy. Should they stay as a small stand-alone company or actively seek merger or acquisition? In 1988 the future direction was effectively settled. Watkins International had been looking to acquire an existing engineering consulting company. Merger negotiations were started with BM. These negotiations proved to be unusually protracted. Besides issues of partner capital, there were a number of issues surrounding managerial autonomy. Surprisingly, merger was nearly aborted by the insistence of the BM partners that young Eric Reliant be admitted into partnership. The partnership qualities of Eric were not immediately obvious to the senior partners of Watkins. A redemptive new age traveller, he tended to be seen as a disorganised blue sky thinker (or ‘head in the clouds’ visionary). Underneath, however, he was an artful schemer who had carefully flattered and fawned around the BM partners. What he lacked in technical engineering skills he more than made up for in low-life cunning. With agreement reached on the admission to partnership of Eric Reliant, the way to merger was clear. Following the merger life appeared to continue much as before. BM continued to occupy the same premises, and to all intents and purposes operated as the same company. The BM name was retained for the sound commercial reasons of client goodwill and recognition, but now operated as the Brownloaf MacTaggart Division of Watkins International. For eighteen months it was business as usual. The head office of Watkins was two miles away – in many respects out of sight and out of mind. Surprisingly Watkins did not rein in its new division. Procedures stayed more or less the same although the house style of reports to clients now had to conform to strict and elaborate Watkins requirements. The name of the overall firm had changed but the three partners continued to behave as if BM was an independent company. Heinrich Grubber was particularly proud of now being a partner in an international firm with all the apparent prestige and jet travel this implied. The situation Watkins International began to introduce firm-wide standardised practices early in 1990. First the time sheet recording system linked to client billing was changed from a manual system to a computerised system; later, standardised routines and forms were introduced for a number of administrative procedures, including holiday requests, staff appraisal, expenses and assignment control. All curricula vitae were placed into a computerised database linked to a proposal (or bidding for work) administration system. Updating of each curriculum vitae takes place after each consultancy assignment by the project manager completing the relevant form and sending it to the marketing department. Surprisingly, despite the relative sophistication of this system, matching the personnel with the requisite experience to project requirements is rather hit and miss, and depends more on an informal reward and punishment system (consultants who conform to the company culture are rewarded with interesting and prestigious assignments, which may help career advancement, while consultants who do not conform, for whatever reason, can be impeded by a succession of mediocre or difficult projects). BM employees began to recall nostalgically the ‘old days’ of BM before merger. Little did they know that more was yet to come. In May 1991 Watkins secured three floors of a prestigious office block located adjacent to their head office in Birmingham. This office block consists of ten floors, four of which are occupied by a commercial bank and architectural practice. All Watkins’ management consultancy divisions were located, in August and September 1991, on to one floor of the new office. Some 700 people (including all management consultancy support staff such as accounts, personnel and office management) are housed in a huge open plan office (although partners have individual, if small, offices). Individual consultants are assigned to a desk; each desk accommodates at least two consultants. If both consultants are working in the office, working space becomes a simple matter of early desk possession. All consultants are required to log on to a computerised staff locations system, which records contact telephone numbers and physical location for every hour of the working day. The same system acts as a message recording point when consultants are working outside the office. The change from a relatively small office away from the main management consultancy to the big company environment came as quite a shock to several BM staff. For many staff there was a realisation, perhaps for the first time, that they were working in a large, rather impersonal, increasingly automated and tightly regulated environment. Above all they were expected to sink or swim in a fiercely competitive environment. There was also a realisation among staff, and indeed the BM partners, that although they may be well known in the engineering industry, within the Watkins empire they were minute in terms of size of turnover, number of projects, number of employees and profitability. In 1992, in order to improve its competitive advantage in a stagnant management consultancy market (by being seen to conform to the highest service quality delivery standards) Watkins introduced a new quality management system, in an effort to secure BS 5750 Part 1 certification (the British Standards quality award). This new system required a complete rethink of the way consultancy assignments are managed, and introduced an essentially mechanistic approach to quality management based on an accountant’s view of correct filing, record keeping and random assignment audits. Elaborate quality procedures became progressively refined during 1992 and became encapsulated in a beautifully printed Watkins Quality Manual. This manual was revised five times in as many months, and not surprisingly, many consultants became confused as the quality system appeared to be used by partners as part of a reward and punishment system; it is all too easy to miss completion of a form or a section of a form, neglect to obtain a partner’s signature on a form or miss a quality plan review. The threat of periodic quality audits hangs over every consultant and, instead of using the quality management system as a means of improving services to clients, many consultants have become increasingly antagonistic towards it. The whole quality management system has become a bureaucratic nightmare instead of the aid to successful service quality and client satisfaction it should be. Recruitment policy within Watkins is generally rudimentary but calculated. There is no shortage of well-qualified applicants. In normal economic conditions the Watkins management consultancy thrives on a constant inflow and outflow of bright young staff, although in the past three years recession has generally slowed down this movement such that Watkins has made around five per cent of its management consultants redundant since the end of 1992. The typical management consultant is aged around 30, with a few years’ professional accounting or industrial experience. He (for the typical consultant tends to be male, although exceptionally gifted women are being recruited in greater numbers) generally has a first degree from a well-known university plus an MBA from one of the top three British business schools. Occasionally an accounting qualification has also been obtained. He or she is also highly motivated with an almost obsessional ambition to climb the career ladder. Because of this obsession with success, the typical consultant is prepared to work all hours of the day and night, and working at weekends in the office is thought to be particularly important, provided, of course, a partner is made aware of this fact. Entrants to the BM Division are somewhat different to the typical Watkins consultant. A typical BM consultant is aged around 29 to 33; has a first degree in engineering, usually from one of three universities, plus membership of a professional engineering institution, such as the Institution of Mechanical Engineers. Possession of a higher degree is rare. As a consequence, the average BM consultant and partner are less well qualified than other Watkins consultants and partners. A climate of almost anti-intellectualism has therefore flourished in the BM Division, particularly since the merger with the Watkins empire, along the crude lines of ‘we’re only the oily engineers – ignorant but proud of it’. As with the Watkins company as a whole there is never a shortage of young hopefuls eager to join the ranks of BM and as such, the BM partners have over the years developed a callous and cavalier attitude to personnel management. Such attitude by the partnership would have been unthinkable during the time of Alex MacTaggart and Duncan Brownloaf. The Watkins management consultancy personnel function is small and subordinate to the wishes of the partners. Motivation of staff is rarely considered and their well-being is secondary to the business of improving profitability. Heinrich Grubber, in particular, takes a cool and calculating approach to staff management. He tends to select bright new consultants and then invariably burn them out with sustained hard work until the next young person comes along to take their place. It takes around eighteen months to two years of relentless hard work in the BM Division for the true nature of the situation to dawn on the more perceptive consultant – basically promotion to the next grade is rarer than a Norwegian parrot and, while one or two consultants have recently been promoted from consultant to senior consultant, only one person in the past fifteen years has been promoted from senior consultant to managing consultant. The allocation of consultancy assignments within the BM Division is based primarily on either ‘the warm body’ principle (who is available) or as part of a none too subtle punishment and reward system. Generally there is a perceived hierarchy of jobs, ranging from an international assignment in some exotic location, working for Heinrich Grubber and the well-respected associate Nigel Redcoat (rated as a top job) to the managing of a small engineering business under receivership, working for Eric Reliant and the loathed and feared associate, Rupert Wormwood, famous for his unprincipled ways and ill-disguised alcoholic binges (most certainly a low-rated job). A succession of either top-rated jobs for prestigious clients or small insignificant jobs managed by poor job managers can make or break a Watkins career in around four months. Advancement in the steadily deteriorating atmosphere of the BM Division is always likely to be a rather haphazard process. Surprisingly, technical engineering skills per se are not the key to career success in this organisation. Advancement, if it comes at all, may occur by a combination of conformity to, compliance with, and dependence on the sub-culture of the BM Division, within the wider culture of the Watkins company. Conformity, compliance and dependency can be demonstrated in a number of ways – being seen to work all hours in the office; flattery of the partners resulting in appalling sycophancy; exercising personal responsibility by undertaking small marketing and selling exercises designed to bring in new assignments; completing already time-pressured projects before schedule and under budget (which generally can only be achieved by under-recording time expended on a project), and the honing of good old-fashioned Machiavellian techniques of back stabbing. It is against the background of difficult trading conditions in an environment that is uncertain, together with the absorption of a relatively small firm into an international management company with all its standardised procedures, and where mistrust, intimidation and fear are common emotions, that this case is developed. Activity brief 1 Identify the different ways in which managerial control and power are being exercised in both Watkins International as a whole and the BM Division in particular. Having identified the different aspects of managerial control, examine how appropriate these are in managing the different types of employees in Watkins International. 3 Explore the nature of the apparent dichotomy and tensions created in allowing highly qualified creative and essentially autonomous consultants room to reach creative solutions to client problems (often under considerable time pressures within an uncertain environment) and the employing organisation’s need for order, stability and reliability. Considering the Watkins International approach to quality assurance, which appears to be primarily bureaucratic and perhaps at variance with the image management consultants would wish to present to clients, is this likely to affect the way consultants consider and make recommendations for the implementation of total quality management systems in client organisations? How to cite Management Practice CA1 Handup, Essay examples

Book Store free essay sample

The Christian bookstore is a company that is dedicated to helping those in need. Their store fronts sell many items such as Christian reading materials, music, movies, jewelry, and even home decor. What few people know is that the Christian bookstore donates 100% of all its proceeds to charitable organizations in hopes of making a difference in the world. As a customer, wouldn’t it be nice to know where your money went and who it helped? We are introducing a new app that allows customers to track their purchase amount around the world similar to the way you track a UPS package. Customers will be able to see where their money went, what it bought, and who it helped allowing them to feel a more personal connection to the cause. System Definition CBDonates app is a tracking app designed to help customers see the difference they are making by shopping at the Christian bookstore. We will write a custom essay sample on Book Store or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page After making a purchase, either in the store or online, customers will receive a tracking number on the bottom of their receipt. Customers can then access the free app by either downloading it from the app store or visiting www. CBDonates. com. Once the app is launched, they will be asked to enter their ten digit tracking number. This number will access information to where the funds from that day were sent. After the store makes a donation, each charitable organization will report to CBDonates and inform the customer of what their money is being used for. This information could include books, food, clothing, medical care, schooling, etc. depending on the type of charity. The idea is that eventually, the customers will be able to see what person, family, or town received help from their purchase. This gives the customer a sense of personal accomplishment and will distinguish the Christian bookstore from any of their competitors. According to Mark Stetler’s article, the average cost to create a small app is between $3,000 and $8,000. This amount is cost feasible since last year alone, Christian bookstore used their proceeds to touch almost one million lives. The costs include the developer’s rate, the technology costs, running costs, personnel, and maintenance costs associated with the app. These fees would be covered in small, monthly deductions from the store’s proceeds until completely paid for. This allows for donations to still be made to the charitable organizations during the development of this app. The Christian bookstore would like to have this app fully functional by Christmas time next year. The tentative development schedule is as follows; three months to brainstorm and research the app requirements, six months to put together a â€Å"rough draft† trial run, three months to fix and finalize the app before putting it on the market for download. During the three month editing phase, marketers will begin pushing the app’s capabilities to store customers. One year to get the app up and running is schedule feasible considering the size and complexity of this app is minimal. Technology required to create this app is fairly basic. A website will need to be created in order for people without mobile access to use the app. GPS capabilities will need to be accessed to show customers exactly where in the world their funds are being used. Systems, such as cloud-computing, will be utilized for data storage pertaining to tracking numbers and customer purchases. A communication technology would have to be developed similar to Facebook but on a much smaller scale. It be very simple and could only be seen by the customer and the companies. This would allow frequent updates from the Christian bookstore informing which charity received their funds, from the charity informing the customer what their funds were used for, and who received what the charity purchased. Since all these types of technologies exist, this project is technologically feasible. Component Design The Christian bookstore has decided to integrate a new technology system to increase and enhance its technological capabilities in order to store and track consumer donations. In a cost effective effort, Christian bookstore will integrate into its technology infrastructure Apprenda and cloud-computing service to provide data storage, software, and application services. Cloud computing will allow for programs and software to be downloaded from one central location without having to store physical hardware onsite. Cloud computing involves connecting large number of computers through real time communication network such as the Internet. The cloud computing service can run programs and applications from remote locations. Instead of loading software on each computer, one application can be downloaded from cloud service and users login to the web-based services where all software and applications are stored. Currently onsite computers handle the workload of running application, this causes decrease in functionality of computers and increases load time of data retrieved from local databases. With the addition of cloud computing information is gathered quickly with the use of numerous connected computers. With the cloud computing any program can be run off the cloud computing service such as sales, inventories, and data storage with any program ran an application will have its own dedicated server to handle the load. Instead of dealing with software licenses for a nominal fee these applications can be made available right from the cloud computing service. Employees will have the advantage of working with a sophisticated system to allow efficient project development, sales reporting, customer tracking and more. The elimination of have physical hardware decreases the need for onsite IS support. For many businesses the benefit of cloud computing is the lack of time to purchase, install and maintain IT infrastructure. Another benefit is cost savings. Christian bookstore will be able to use reduce capital and increase computer capabilities. This will allow for a reduction in IT support. Another benefit will be cloud computing service will handle the system maintenance further reducing maintenance standards. Using cloud computing service Christian bookstore will be able to access numerous resources and increase or decrease services as business needs change. Christian bookstore will use a pay as you go model in order to add or remove services. Cloud computing uses a shared infrastructure that enables physical services, and network applications. Regardless of the business model cloud computing allows the infrastructure for numerous users. The dynamic provision associated with cloud computing allow for automatic provisions on demand for an increase or decrease of expansion service and capabilities. The capabilities allowed by cloud computing are evolving allowing functionality for the end users. Implementation The Christian bookstore has, and will utilize, the new software we have invested in for many beneficial reasons. Reasons include keeping track of your dollars spent at the bookstore and creating a relationship between the customer and families across the world. With this application we have designed, it is important to have a smooth transition from our developers, to the users of the application. We understand the importance of the implementation of this software so that we can successfully achieve our goals that we have in place with this application. Implementation for this application starts with the development team who designs this application, and then later is handed to the users of this tool. We look to make this handoff as if it were invisible. We will use a marketing approach to achieve this strategy. We understand that the implementation will need two teams, the development team and the users. Each one has to move in the same direction as the other. During the prototype stage, users will work hand and hand with the developers to get daily feedback and help with the overall design of the application. The marketing perspective of implementation is one that involves the users in the new technology design phase. In return, this will boost or increase the satisfaction of the users. Allowing the users to test out the application will eliminate the gap between the user and the developer. The person who will be in charge of this can be from the developing organization, an intermediary, or an individual from the user organization. This person will be responsible for making this handoff invisible, a seamless transition to build a strong relationship between the two. This implementation step encourages immediate insight on the development from day one. This will increase the level of understanding and cooperation throughout the organization. â€Å"Perhaps the easiest way to accomplish this task is to think of implementation as an internal marketing, not selling, job. This distinction is important because selling starts with a finished product; marketing, with research on user needs and preferences. Marketing executives worry about how to position their product in relation to all competitive products and are concerned with distribution channels and the infrastructure needed to support product use. † (Leonard-Barton, 2013). Maintenance When we look at maintaining a program, we have to be able to adapt to what maintenance we will be conducting. The purpose of having, or establishing, a software product after delivery, is to correct faults and improve performance or other attributes. What we need to understand, is when conducting maintenance, we have to understand the purpose behind the maintenance. It is not just to fix defects but more to utilize an effort to use for non-corrective actions but more it is the problems that users might be having functionality issues (Pigosky 1997). When we look at the Christian book store we have to be able to understand that the ability to constantly adapt its ability to be able to reach out to all people. Not only does the store have to be able to manage to reach out all of its customers they also have to be able to adapt to different versions and platforms. With the constant changing of what is going on with technology the store has to be constantly on its game and conduct routine maintenance even when not in use. When dealing with its software maintenance it should be scheduled and planned. It is a process that needs to be implemented and, in most cases, will need to be budgeted into its account. When conducting a maintenance process, there are six things to consider. 1st thing to consider is the implementation of the maintenance plan. This has to occur during the development stage and issues that should be presented are the errors that was experienced in the beginning stages. The 2nd step which is primarily the main responsibility of maintenance group. What the maintenance group at this time is to verify its validity of the software and its integrity. Once the software is investigated and checked, it will then go through a series of other testing to verify if there are flaws in its system. The 3rd process would be the actual implementation of the modification. What that means is that there has to be the execution of the modification, this will occur after all plans have been approved and processed forward. The 4th step is once the store has implemented a proposed modification then it becomes a little more unique. After the modification is completed then it will need to be resent to the individual(s) that requested the modification. This can involve more testing before the final stamp of approval is implemented. At this point though there will be very minor changes entered. What can happen at this stage of the maintenance process is the project/modification can either continue to move forward, or it will be scratched completely and start over. The 5th step in the maintenance process is the ability to be able to move the software from one platform to the next. Just because a certain site can work on let us say just on a Microsoft platform it needs also to be able to be used on a Mac or even Linux system in order to maximize the full potential of consumers. Its platform because it offers a mobile feature also needs to be accessible by its mobile platform as well. The final step in the maintenance platform is its ability to retire its software. It’s a step that no one really sees. It is more of a process that if all goes well then no action is needed. Should there be a change needed it would have been identified in the early stages. The end state of the maintenance it is a dual relationship between the company/individual requesting the maintenance and the software maintainer being able to monitor the software provided. Recovery The information on the Christian book store is stored in multiple servers. By being able to encrypt its information utilizing the industry standard of secured socket layer (SSL). It prides itself on being able to provide absolute assurances when it comes to security and protecting its customer’s information. What we need to understand is how the information should be lost or should it be destroyed what are the options that the store provides in order to recover it. After having a conversation with one of its hardware maintainers, David explained to me some of the features that it utilizes for recovery. When the system is rebooted it recovers its information not only a server both with physical hard drives but an internet hard drive similar to that of a cloud base program. The main reason it utilizes both of these (and others similar) is because it offers its IT managers the opportunities to maintain, track, and monitor transactions. It allows for the ability to save tons of information in a secured format. It also allows the maintainers the opportunity to be able to provide its customers a larger platform that they didn’t have before. Now with their current internal cloud that they currently have it allows its maintainers the ability to both control internal procedures where employees are all able to track (depending on permissions), transactions of all sorts. It offers the management the ability to recover something as simple passwords and even misused card transactions. While this may seem as a security versus recovery the way it is explained it makes sense. Should transactions be compromised and even if someone in the company did it can be retraced and tracked back to the original user that made the transaction or authorized it. Since the system is backed up on a consistent basis. Occasionally three times a day. With this system put in place it offers the flexibility for not only this company but others to be able to provide a secure platform with the ability to provide a product to its customer base for a variety of information available. Understanding how to conquer these issues, and to be able to use them as a guide to creating your message, and how best to deliver that message, will be the difference between success and failure of the bookstores. In order for any company who relies on technology to reach their customers and track donations to be successful there should be a resurgence plan in place. They must make sure that the facility maintenance systems are being closely monitored to avoid any inconsistency. With technology changes, one complication that could occur is the required changes might not be compatible with the current system being used. Christian bookstores goal is to set themselves apart from their competitors. Although the small app isn’t fully functional, the companies still donates a portion of their proceeds to families in need. Once the app is up and running consumers will be able to how their purchase from the bookstores makes it possible for families around the world to maintain from day to day. By donating 100% of their proceeds, Christian Bookstores are connecting people and possibilities around the world.