IS HOMOSEXUALITY A VALID SEXUAL IDENTITY Research Paper

IS HOMOSEXUALITY A VALID SEXUAL IDENTITY - Research Paper Example This paper will explore one of the main issues that reside in ethics, that is, whether homosexuality is immoral, and if it ought to be considered as a valid sexual identity. The author of this paper will argue that homosexuality should be accepted as a valid sexual identity because none of the arguments presented against homosexuality are valid. This paper will primarily deal with the nature and harm argument as presented by John Corvino. After of which, the author shall then present her analysis regarding the said issue at hand. For, upon proving that the arguments against homosexuality are by far, invalid, the author have as well shown both the importance of moral reasoning, and more importantly, that there exists no reasonable ground to deem homosexuality as something out rightly immoral. The Nature and Harm Argument At this day and age, homosexuality is inevitably growing in all parts of the globe. And along with this is the growing number of differing opinions about the said mat ter. This section shall address the associated harm and unnaturalness charge that the opponents of homosexuality advocate. For, it is for this reason that homosexuality is deemed as something immoral. In what follows is an analysis of the so-called nature and harm argument presented by John Corvino, in his defense of homosexuality. â€Å"Many who object to homosexuality argue that it is unnatural and therefore immoral† (Vaughn 231). ... The idea that animals could provide us with a sexual standard is simply amusing. And even if it were possible, it would not prove that homosexuality is immoral 3. The underlying thought here is that all innate desires are good ones and should therefore be acted upon. However, regardless of something being innate or not, it doesn’t follow that one should or should not act upon them. Likewise, determining the origin of the respective feeling or desire will not determine whether it is moral or immoral to act upon them 4. Since people can and do use their sexual organs to procreate, it does not follow that they should not use them for other purposes. And granted that homosexual intercourse utilizes sexual organs for other purposes aside from procreation, it does not follow that their act of fulfilling that purpose is immoral. 5. When some act is disgusting, it does not mean that it is wrong and thus, immoral. Therefore, the charge against homosexuality as something â€Å"unnatura l† is, according to Corvino, longer on rhetorical flourish than on philosophical cogency. Upon analyzing the flow of the argument from nature, it seems that the underlying thought of the entire argument rests upon a false assumption, i.e. that any act, which is not in accordance to nature is therefore immoral. And despite the fact that there could be no logical connection between the unnaturalness and immorality of any given act, Corvino’s line of defense does not give any justice to the status of homosexuality as that which does not contribute any immoral consequences. In other words, he merely argues against the contention of homosexuality as something unnatural, but does not provide another argument or alternative that shows philosophical cogency. It

Standalone, Client-server, P2P Systems and Applications

Standalone, Client-server, P2P Systems and Applications Content Definition of Standalone, client-server, peer to peer systems and applications Comparison between standalone, client-server, peer to peer systems and applications Web service and mobile application describe Comparison of web service and mobile application Application types, internet banking Describe application types, system benchmark Online freeware and application types List of application types and Multiplayer game Introduction The overall aim of the initiative is how computer system like hardware and software work and some of the sectors such as standalone, client-server, p2p, websites, gaming, Mobile apps and also cover internet banking. In addition, compare different systems and application, In this, case study diagrams play crucial role to understand case study Task 1 A Standalone A standalone computer system comment on any desktop computer or laptop without needs a connection to local area network (LAN) or wide area network (WAN) that can run small applications on its own. In addition, all the application programs normally installed on the hard disk and its do not require any extra software apart from operation system to run. Windows, IOS, android, OS x and Linux are some examples of standalone systems. After that, standalone applications mainly elderly type software not installed on each customer computer system. Essence computing manufacture only platform-independent applications. After that, its user choice to use any operating system on their computer. (emblad, 2009) Client-Server Client- server system are not similar to old type computer. The main work of Client-server system is supply good resources and services to one or more clients at the same time. In other words, a single server can provide data to a large group at one time. An example, automated teller machine (ATM) network. The server that controls all of the bank accounts. Then, customers generally use ATMs as clients to interface to a server. When two banks servers connected with each other. Then, ATMs provide a user interface and the server gives services such as resettle money from account to account. Client- server application is that category of software that runs on client PCs and creates command to the remote server. This kind of application written in high-level visual programming (htt5) In this diagram, one server that connects to number of computers at one time       Peer to peer (p2p) Peer to peer networking is a technique of share individual resources(data) and it is effective for small-scale businesses or for home. In addition, theres no main server on the network thats why p2p network only shares files and printer as possible. For example, telephony traffic is also progress using p2p technology. Peer to peer applications comes in use when downloading files from numerous sources on the internet. Some examples, Bittorrent, Limewire, Gnutella, kazaa etc (information) In this picture, its shows connection of different PCs for data sharing   Ã‚   Task1 B Comparison of standalone, client-server, peer to peer systems and application Standalone Client-server Peer to peer In standalone system, most client-server application can be installed in standalone setup Standalone system offers no security They can also be portable applications -Standalone app works without the internet -A portable application does not require installation and can be brought to everywhere -There are separate dedicated servers client server system store files on the server client-server can become as big as you need them to be -It offers elaborate security measures -Become very expensive -Large number of workstations -Easy to manage It has no central server -P2p system no central storage or authentication -But not in p2p installed only in homes computers or very small businesses -They offer almost no security -Inexpensive to set up -Limited number of workstations -Hard to manage (http://www.techrepublic.com/article/understanding-the-differences-between-client-server-and-peer-to-peer-networks/ ) Task 2A Describe web service and mobile application 1) Web service Application service is a software that built and available over the internet and the main use of web services is XML messing system.In simple words. Web service is a self-contained, dynamic application, distributed that can be printed and discovered on the internet to generated outcomes and supply chains. For example, java apache Axis 2, microsoft.NET, Perl web and Python web. (htt) 2) Mobile applications Mobile application are manufactured for small handheld devices like tablets, mobile phones and smartphones. In addition, app store is the main hub of mobile apps in which all types of app are downloaded and some of them also preloaded in the devices. The android, IOS, Windows and blackberry are well- known smartphones platforms for supporting a mobile app. For examples, games, education, music, shopping, IM apps (priya, 2016) This show different types of mobile apps Comparison between web services and mobile apps Web service Web services are standard based, process for development and maintenance -It also reduce integration costs With the help of web services business to business, integration becomes easier Easy to installing and maintain Some issues are lack of access from brawer No links from emails and web pages -It does not hold position HTTP Mobile application -Mobile apps can be downloaded from an online store It always remains on the users smartphones, either for repeated or frequent use The maintenance cost is high High graphical performance Good Security system Fast apps performance Slow development speed and high development cost (https://www.apteligent.com/2015/09/app-insight-between-mobile-and-web/) Task 3 Application types, Internet Banking 1) Internet banking Internet banking are very popular and easy to use in the modern world and people with one touch takes the account detail through a smartphone without visit any branch of the bank. More than that, user can transfer and receive money, pay bills, initiate fixed deposits through banking app Types of testing in Internet banking applications 1) Usability testing- Its will very good things that banking application need to be tested for simple and good design so that ever user would be able to work with internet banking application 2) Functional testing Functional testing enclose to examine for all specifications and requirements 3) Performance testing- Mainly during festival time and when bank offer discounts on different product on that time performance failures can effects the reputation of the financial institution badly 4) Database testing- This will be done for data integrity, migration, validation and rules 5) UAT testing- banking application is use (htt2) In the case of internet banking, mobile application and web services are more usefull rather than p2p, standalone and client-server. Because now a days banking play a crucial role in business and its all happness with the help of internet. In addition, banking apps and websites are very important in client life Task 3 System Benchmark Is a type of test that checks the performance of hardware and software. This test also uses to compare two different products according to their performance. When comparing benchmark, the value of the product come higher in the result thats means faster the component, software and overall computer. This picture clear all things (htt3) Example of computer benchmark programs 1) Pass mark Mainly it is a software company thats making software for benchmark testing on a computer system 2) Cyrstal mark crystal mark is collection of freeware benchmark software In system benchmark In my opinion, the system benchmark is already installed in our computer windows so, there is not the role of mobile apps and web services but, p2p, standalone and client-server come in use because benchmark compares the performance of two different. In case, client-server and p2p may be used Online Freeware Online freeware means not an original copy of the software, application or program that freely download from the internet and then installed on Pc and used it. Such, a program is free of cost to users. There is the total difference between free software and freeware, as the user allows to modify the source code for integrated with other software. Common examples, Mozilla firebox, goggle chrome and PDF file and skype, also Freeware anti-virus software like AVG free anti- virus and Microsoft security Essentials. Mainly freeware comes in all category software Freeware software available for no cost money, mostly software comes with some restriction on the distribution and most copies maker and in which user can chance the program source code, some software are open source and left ones remains closed source (htt4) Online freeware totally comes in web services application because when client downloaded the software from website whenever it is copy write software. In that case, web services and mobile application come in use Multiplayer Games There is no end for multiplayer games, but, I cannot describe in the definition. Multiplayer game mainly plays on the internet and more than one player can play and most multiplayer games connected players through the multiplayer server. EA is one of largest video games manufactural company and EA deals with all category games like sports, action, puzzle, racing and some software In diagram, different number of players play the game by connected with the internet, so picture explain all about multiplayer games(https://www.rosiesworld.co.nz/games/?gclid=CLnduP3ItNICFYaVvAodV7IMXg) In my opinion, multiplayer games cannot run without both the applications, because client downloaded the game from the web site and then client-server makes the connection between different player. After that, players start playing game through the internet References (n.d.). guis/remotecliserver.html. (n.d.). https://www.tutorialspoint.com/webservices/what_are_web_services.htm. (n.d.). http://www.softwaretestingclass.com/internet-banking-application-sample-test-cases-and-best-practices/. (n.d.). http://www.softwaretestingclass.com/internet-banking-application-sample-test-cases-and-best-practices/. (n.d.). http://www.computerhope.com/jargon/b/benchmar.htm. (n.d.). https://www.reference.com/technology/examples-freeware-73ea36c07127304. (n.d.). https://techterms.com/definition/client-server_model. emblad, s. (2009). https://www.thebalance.com/types-of-stand-alone-software-1293731. information, g. (n.d.). https://daf.csulb.edu/offices/its/publication/p2p.html#q1. priya. (2016). https://www.lifewire.com/what-is-a-mobile-application-2373354?utm_term=mobile+applications+definitionutm_content=p1-main-2-titleutm_medium=sem. SUMMARY In case study reach, I discus different topics p2p, standalone, client-server and compare them. After that, give some examples and references. In addition, web services and mobiles apps and it uses, examples. In the second part, system benchmark, internet banking and games and give an introduction on application types and in last references. 1) Task1A Description of Standalone ,Client-server ,peer to peer Systems and applications Standalone A standalone device easily functions with other hardware. This means it is unable to combine with another device. For example, DVR that is integrated into a digital cable box is not a standalone While a TIVO box that can record television programs is a Standalone device Moreover, standalone can also know as Software programs that it runs only on operating system not require any types of software. This means that most software programs are a standalone program. Mainly, software like expansion packs for video games and Plug-ins are not standalone programs Since they will not runs unless a certain program is already installed Clientserver client-server systems are not similar to old type computer. The main work of client-server system provides resources and services to one and more clients. In other words, a single server can provide information to a number of clients at one time. An example, automated teller machine (ATM) network. The server that manages all of the accounts for bank and customers typically use ATMs as clients to interface to a server. This server may connect with another bank server (such as when withdrawing money at a bank at which the user does not have an account). The ATMs provide a user interface and the servers provide services Such as transferring money between accounts and cheeking on account

grahams gas law :: essays research papers

GAS LAWS KINETIC ENERGY/ GRAHAM’S LAW LAB Purpose: To observe how masses of atoms and molecules affect their rate of diffusion, and explain our observations in terms of mass, velocity, kinetic energy and temperature. Warm-up Question: 1. What is the definition of temperature? Temperature is a measure of the average Kinetic Energy of the particles composing a material. 2. What is the definition of diffusion? Diffusion is a spontaneous spreading of particles until they are uniformly distributed in their container. 3. If we increase the temperature of sample of gas, then what about the gas molecules will have to change? The gas molecules would begin to increase in speed since the temperature would increase. 4. The element iodine (I2) diffuses more slowly than ethanol (CH3CH2CH2OH). Why is this? Iodine is heavier in atomic mass then ethanol, slowing down its process to diffuse. Iodine weighs 253.6u while ethanol weighs 60.03u, giving ethanol a faster diffusions rate. Procedure A: 1. Obtain a glass tube and wash it with water. Dry the outside of the tube with a paper towel. Next, squirt some acetone into the tube. A small amount is all that is needed. Then dry the inside of the tube by passing air through the tube (use a fan, the window, blow through it, etc.) 2. Use chalk to label one end of your lab station, "HC1," and the other end, "NH3." 3. Lay the glass tube on the table and place the thermometer on the table next to the tube. 4. !!!CATION!!! THE NH3 AND THE HCI ARE IN VERY CONCENTRATED FORMS. DO NOT ALLOW EITHER CHEMICAL TO COME INTO CONTACT WITH YOUR SKIN. IF THE NH3 OR HCl SPILLS, GET A DAMP PAPER TOWEL AND CLEAN IT UP IMMEDIATELY!!! 5. Obtain 1 small bottle of HCI and 1 small bottle of NH3. Place each bottle in their respective ends of the lab table. Obtain forceps, label them, "HC1" or â€Å"NH3"with tape, and place them at their respective end of the lab table. 6. Record the temperature of the air around the tube in the data table. 7. Separate the cotton ball into pieces small enough to stuff into the ends of the glass tube. Do not put them into the tube yet. 8. While holding the cotton ball with the forceps, place 4 drops of HCl or NH3 (whichever corresponds to the label on the forceps). 9. Repeat step 8 with the other chemical. You should now have two small cotton balls, one with 7 drops of HCI, one with 7 drops of NH3. Keep them at their respective ends of the lab station.

Midterm part 1

Prior to the sixteenth century, racism – in the modern sense of that term – was practically unknown. Oppression and slavery had existed, of course, but before the beginning of the African slave-trade, these had never been based on skin color. Racism, like all forms of oppression, is ultimately rooted in a capitalistic economic system that relies on heavy-handed control and oppressive authority in order to maintain itself and concentrate the greatest amount of wealth into as few hands as possible. When there â€Å"legal† controls and sheer force begin to fail, it becomes necessary for the â€Å"ruling class† to create a mythology.   In early Virginia, this mythology took the form of what was essentially a â€Å"divide and conquer† strategy. Those Englishmen who came to the Chesapeake region of their own volition in the early 17th century fell into one of two categories; landless gentry, generally the younger sons of aristocrats – and landless peasants who came as indentured servants in hopes of receiving land of their own land once the term of their service contract had expired.   The Portuguese had started the African slave trade over a century earlier. The English had made attempts to enslave the local native Indians, but as the Indians were masters at surviving in their home environment, it was nearly impossible to keep them as slaves. Africans, uprooted and separated from their culture and isolated in a foreign environment seemed an ideal solution (Zinn, 25-27). While Eric Fone argues that white Englishmen in Jamestown and the Chesapeake area had varying degrees of â€Å"liberty,† the fact is that true liberty depended on the ownership of land. In Fone’s â€Å"spectrum,† the freest people were those who of course owned their own land. Indentures were somewhere in the middle of this scale, enjoying a â€Å"partial† freedom. This may have been true, depending on your definition. An indenture agreed to become a virtual â€Å"slave† for a term of seven years – which is what indentured servitude entailed – a peasant could get passage to North America and a land grant of fifty acres once their period of servitude was completed. However in practice, this rarely happened; indentured servitude was so harsh that many died before the terms of their contract was over (Fone). Others ran off to join local Indians (the reverse, significantly, was never true), or gave up their claim to land in exchange for a shorter term. Despite underlying racism on the part of some English gentry (mostly stemming from cultural associations with the color black), the nature of slavery at that time was different from it was later to become. African slaves during the early history of the colony had many legal rights similar to those of indentured servants. The line between indentured servitude and slaver could often become blurred. There was no real reason to separate black and white during the first seventy years or so, nor deny blacks the status that was extended to any other worker. In fact, Africans slaves and English indentures did the same work, often side-by-side. There is documented evidence of fraternization, socializing and even sexual relations across racial lines (Zinn, 31-32) By the time the Virginia colony was viable and indentured servants lived long enough to complete their terms, arable land had become unavailable, due to the increasing number of landless gentry who had managed to acquire large estates – often illegally. This led to serious tensions between the growing numbers of indentures who were unable to claim the land to which the law (in theory) entitled them, and the large estate owners who controlled the best acreage. Eventually, there was an uprising by the landless working class against the landed gentry. After â€Å"Bacon’s Rebellion,† the ruling class, began to understand the precariousness of their position.   One problem was the possibility of further uprisings among disenfranchised Englishmen. The other was that of a slave uprising. The worst case scenario was that in which white indentures and black slaves should join forces.   Since these two groups faced many of the same problems, this was a real possibility. The answer was to pursue a strategy of â€Å"divide and conquer.†   Beginning in the 1660’s, a number of increasingly oppressive â€Å"slave codes† were legislated.   Eventually, this turned Africans into something less than human from a legal standpoint. Masters could literally beat a slave to death without legal repercussions; a slave could be dismembered as a form of punishment; manumission was made far more difficult. Most significantly, a 1670 law specified that African servants were slaves for life, and children born to slave women were automatically slaves as well. Next, the gentry began extending privileges to the landless working class, giving them a greater stake in Virginia society. The vote was extended to more white Protestant males than before, and the House of Burgesses – which represented the lower classes – was granted more power. Further action was taken to make western lands available to settlement. The result was that these token privileges reinforced an idea among poor and working class whites that they were somehow â€Å"better† than the Africans. The irony lies in the fact that if Africans had never been imported to Virginia, indentured white servitude would certainly have become institutionalized. The Virginia colony – and perhaps all of America – may very well have become the feudal society wished for by today’s trans-national corporate capitalists and their neo-conservative lap dogs in the current U.S. Administration and Congress. Works Cited Foner, Eric. Give Me Liberty! An American History.   New York: W.W. Norton,   2006. Zinn, Howard. A People’s History of The United States (3rd ed.) New York: Harper Collins, 2003.

Mintzbergs Model on Organisational Structures

Mintzbergs Model on Organisational Structures The Five Parts This note summarises the key features of Henri Mintzbergs theory on the structuring of organisations, which he presented in his book The Structuring of Organisations and Structure in 5's: Designing Effective Organizations in the early 1980s. According to Mintzberg organisations are formed of five main parts: Operating core Those who perform the basic work related directly to the production of products and services Strategic apexCharged with ensuring that the organisation serve its mission in an effective way, and also that it serve the needs of those people who control or otherwise have power over the organisation Middle-line managers Form a chain joining the strategic apex to the operating core by the use of delegated formal authority Technostructure The analysts who serve the organisation by affecting the work of others. They may design it, plan it, change it, or train the people who do it, but they do not do it themselve s Support staffComposed of specialised units that exist to provide support to the organisation outside the operating work flow Pressures Each of these five parts has a tendency to pull the organisation in a particular direction favourable to them * Strategic Apexes – centralisation * Support Staff – collaboration * Technostructures – standardisation * Operating Core – professionalisation * Middle Line – balkanisation Five Generic Structures There are five generic organisation structures which can be described in terms of the five-part theory: * Simple structure, Machine bureaucracy, * Professional bureaucracy, * Divisionalised form, * Adhocracy. Simple Structure The simple structure, typically, has * little or no technostructure, few support staffers, * a loose division of labour, minimal differentiation among its units, and a small managerial hierarchy. * The behaviour of simple structure is not formalised and planning, training, and liaison devic es are minimally used in such structures. Coordination in the simple structure is controlled largely by direct supervision.Especially, power over all important decisions tends to be centralized in the hands of the chief executive officer. Thus, the strategic apex emerges as the key part of the structure. Indeed, the structure often consists of little more than a one-person strategic apex and an organic operating core Most organizations pass through the simple structure in their formative years. The environments of the simple structures are usually simple and dynamic.A simple environment can be comprehended by a single individual, and so enables decision making to be controlled by that individual. A dynamic environment means organic structure: Because its future state cannot be predicted, the organization cannot effect coordination by standardization Machine Bureaucracy The design of a machine bureaucracy tends to be as follows: * highly specialised, routine operating tasks; * very f ormalised procedures in the operating core; a proliferation of rules, regulations, ; formalised communication; * large-sized units at the operating level; * reliance on the functional basis for grouping tasks; * relatively centralised power for decision making; * an elaborate administrative structure with sharp distinctions between line and staff. Because the machine bureaucracy depends primarily on the standardization of its operating work processes for coordination, the technostructure emerges as the key part of the structure Machine bureaucratic work is found, in environments that are simple and stable.Machine bureaucracy is not common in complex and dynamic environments because the work of complex environments can not be rationalized into simple tasks and the processes of dynamic environments can not be predicted, made repetitive, and standardized The machine bureaucracies are typically found in the mature organizations, large enough to have the volume of operating work needed f or repetition and standardization, and old enough to have been able to settle on the standards they wish to use The managers at the strategic apex of these organizations are mainly concerned with the fine-tuning of their bureaucratic machines.Machine bureaucracy type structures are â€Å"performance organizations† not â€Å"problem solving† ones. Professional Bureaucracy The professional bureaucracy relies for coordination on: * the standardization of skills and its associated parameters such as design, training and indoctrination. * In professional bureaucracy type structures duly trained and indoctrinated specialists -professionals- are hired for the operating core, and then considerable control over their work is given to them. Most of the necessary coordination between the operating professionals is handled by the standardization of skills and knowledge – especially by what they have learned to expect from their colleagues. Whereas the machine bureaucracy ge nerates its own standards the standards of the professional bureaucracy originate largely outside its own structure (especially in the self-governing association its operators join with their colleagues from other professional bureaucracies). The professional bureaucracy emphasizes authority of a professional nature or in other words â€Å"the power of expertise†.The strategies of the professional bureaucracy are mainly developed by the individual professionals within the organization as well as of the professional associations on the outside. Divisionalised Form Divisionalised form type organizations are composed of semi-autonomous units – the divisions. The divisionalised form is probably a structural derivative of a Machine Bureaucracy – an operational solution to co-ordinate and controls a large conglomerate delivering: 1. Horizontally diversified products or services 2. In a straight-forward, stable environment 3. Where large economies of scale need not app ly.If large economies of scale were possible the costs and benefits of divisionalisation would need careful examination. The modern, large holding company or conglomerate typically has this form Like the Professional Bureaucracy, the Divisional Form is not so much an integrated organization as a set of quasi-autonomous entities coupled together by a central administrative structure. But whereas those â€Å"loosely coupled† entities   in the Professional Bureaucracy are individuals—professionals in the operating core—in the Divisionalised Form they are units in the middle line.These units are generally called divisions, and the central administration, the headquarters The Divisionalised Form differs from the other four structural configurations in one important respect. It is not a complete structure from the strategic apex to the operating core, but rather a structure superimposed on others. That is, each division has its own structure. Most important, the Div isionalised Form relies on the market basis for grouping units at the top of the middle line. Divisions are created according to markets served and they are then given control over the operating functions required to serve these markets.Adhocracy Adhocracy includes a highly organic structure, with: * little formalization of behaviour; * job specialization based on formal training; * a tendency to group the specialists in functional units for housekeeping purposes but to deploy them in small, market-based project teams to do their work; * a reliance on liaison devices to encourage mutual adjustment, the key coordinating mechanism, within and between these teams The innovative organization cannot rely on any form of standardization for coordination.Consequently, the adhocracy might be considered as the most suitable structure for innovative organizations which hire and give power to experts – professionals whose knowledge and skills have been highly developed in training progra ms. Managers (such as functional managers, integrating managers, project managers etc. ) abound in the adhocracy type structures. Project managers are particularly numerous, since the project teams must be small to encourage mutual adjustment among their members, and each team needs a designated leader, a â€Å"manager. Managers are also functioning members of project teams, with special responsibility to effect coordination between them. To the extent that direct supervision and formal authority diminish in importance, the distinction between line and staff disappears. Structure/strategy fit Pan American airlines A mismatch between strategy and structure can lead to serious organisational difficulties. This was the case with Pan Am Airlines. An error in strategy In the late 1970s, the international airline Pan Am, decided to adopt a new strategy in order to capture some of the American domestic market.The company felt that if its foreign-bound American travellers could do business with Pan Am for the entirety of their trip, the airline could become and industry giant. In 1978, therefore, Pan Am purchased National Airlines, which had one of America’s best domestic route systems. The acquisition proved to be a poor strategic move. Just as the purchase was made, the entire domestic airline industry in the US was deregulated. With deregulation, Pan Am could have constructed its own domestic route system with the resources it had.Instead, it acquired a very expensive domestic route system and domestic carrier that quickly became unprofitable under Pan Am management because of a serious structural error. Structural error Pan Am decided to roll National and Pan Am into one airline, still trading as Pan Am. This is most closely associated with developing a functional organisational design. National’s regular customers were thereby disenfranchised and customer loyalty to the National ‘brand’ was lost. A name such as Pan Am National Airlines would have been more useful to the organisation.Philip Morris, for example, used a much more appropriate and savvy approach when it bought Kraft and General Foods: it kept both names, Kraft General Foods. It did not drop the names and call itself Philip Morris Foods, which had no pre-existing market association. Combining the two airlines, rather than keeping them separate under a divisional structure, resulted in the loss of the lower-cost workers of National. Under the new, uniform structure, the former National employees were paid higher wages. While this may have appealed to the employees, it was an error on the part of Pan Am management.This error was especially evident after deregulation, which brought about low-cost airlines that could profitably offer travellers cheap fares. With its higher cost, Pan Am was being beaten by its old and new competitors. A sounder management structure would have been to match Pan Am to its new strategy by the divisional structure, leaving the two airlines as separate divisions of the same organisation. The effects of strategy and structure errors Because of the strategic and structural errors Pan Am was losing money. In order to survive, the airline began selling its assets. In 1980, it sold its Pan Am building in New York.In 1981, it sold its company hotel chain. During the same decade, it sold many of its DC-10 aircraft to American Airlines. When airline transport boomed again, Pan Am was left with no capacity to take advantage of the increase in air traffic. The struggling airline even sold its prized Pacific routes, a move that many experts say was one of Pan Am’s management’s greatest mistakes. The airline’s survival became doubtful. Pan Am began looking for a partner in hopes of prospering again. Management and labour problems In the midst of strategic and structural problems, management and labour came into conflict. In 1981, C.Edward Acker, who had built tiny Air Florida into a nationally kno wn carrier, became chairman of Pan Am. He got off to a good start with the union, with some employees even wearing buttons proclaiming themselves as ‘Acker Backers’. But the relationship did not last long. In 1985, the Transport Workers Union struck Pan Am, costing it any possible profits that year. By the late 1980s, Pan Am’s unions were calling for Acker’s replacement. In 1988, Acker and four other corporate officers lost their jobs. William Genoese, director of the Teamsters’ airline division, explained that the company’s problem was that management didn’t realise that he airline was 20 years behind the times. Management was not in the marketplace merchandising or being more competitive. The problem continued under the next Chairman. Eventually, time ran out for the carrier. The airline filed for chapter 11 bankruptcy on January 8, 1990 and went out of business on December 4, 1991. Required: Summarise the key strategic issues and th e link to structure. 3. By way of conclusion, identify and explain the changing approaches to organisational design and structure. Your answer must include an analysis of the reasons for these changes. Use examples either real or hypothetical to clarify your answer.