Topic Paper # 2 Essay Example | Topics and Well Written Essays - 2000 words

Topic Paper # 2 - Essay Example Illusion arises from a feeling of 'something is right' when it isn't, the most common one being the Mirage of the desert. The brain's orientation, which depends on visual system and vestibular system (middle ear), is given a wrong input of the existing situation by these organs. This results in instinctual corrective action, which, if not based on facts but feelings, can lead to extremely dangerous situation in the air. Some sensory receptors throughout the body like pressure, stress, vibrations, position sense, temperature and discomfort also provide inputs to the brain prompting instinctual corrective action from the pilot. If this happens closer to the ground with inadequate understanding of the situation on the part of the pilot and inadequate time to switch over to aircraft instruments, the result could be a disaster affecting hundreds of lives direcly and thousands indirectly (Brock, 1998). Some important sensory illusions affecting the man in the air are discussed in succeedin g paragraphs. Spatial disorientation can be of two kinds: False perception, where pilot does not realise the gravity of the situation and Conflicting perception in which the pilot feels a conflict between his feelings and the information provided by aircraft instruments. Former is the more critical one to understand and important to take precautions against. This is inaccurate feeling or per... The visual system is by far most critical, and helps in determining speed and direction of flight with reference to some stationary input, like cloud or ground. These provide critical information to orient oneself on ground and also in the air. Even birds cannot fly without visual references, like, say in clouds or fog. Only bats have a developed auditory echo-location system (like Radar) so as to fly without problems at night (Antunano). Hence, it is normal for us humans to have difficulty in poor visibility conditions like in clouds o fog. Some important visual illusions affecting flight are being discussed below: Relative Motion Illusion. This happens when, for example, when the adjoining train moves, it gives us a false feeling of movement of our own train. Similar illusion in aircraft, for example in formation flying, can cause dangerous response from the pilot leading to mid-air collision. This is not an unfamiliar experience in military flying. Autokinetic Illusion. On a dark featureless night, when the pilot stares towards a stationary light like a star or other aircraft light, it appears to be moving after some time giving a false impression of it to be on a collision course with own aircraft. This again might prompt an unwarranted response from the pilot transfixed on to some harmless feature (Antunano and Mohler, 1992). To avoid this situation, pilots are trained to carry out random scanning and avoid visual fixation (Brock, 1998). Illusion due to Runway Width, Slope etc. Illusions due to sloping runways or different width/length than standard lead to a pilot assuming wrongly about his visual glide path, flare height and attempting to correct it closer to ground may lead him to entering a

Assessment of an enterprise-level business system Essay

Assessment of an enterprise-level business system - Essay Example At the end this write up would set forth the criteria for establishing the acceptability or otherwise of the business process mapping tools and suggest any improved tools. In fact all this considerations can be answered in the concept of business process reengineering. It was in the early 1990s that many US corporations, and subsequently companies all over the world, began to adopt the concept of business process reengineering (BPR) to obtain long lost competitiveness that they had lost during the previous decade. The primary feature of BPR is the sole focus on business processes, rather than functional organizational structures. Davenport (1993) defines a (business) process as "a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus's emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer's point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers." 1 Hammer & Champy's (1993) definition can be considered as a subset of Davenport's. They define a process as "a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer." Whereas Johansson et. al. (1993) defines a process as, "a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream." This definitions lead us to chief feature of a business process viz. Definability, Order, Customer, Value adding, Embeddedness and Cross functionality. In order to gain an understanding of the various processes involved in the organization which completes its business system information pertaining to above features of the business processes needs to be collected. There can be essentially two approaches to collection of such data-one , the primary data collection and, two, the secondary data collection. With in these approaches primary data could be collected through face to face interviews with key personnel responsible for such processes and a broader based questionnaire approach can be used for the operative employees. Secondary data sources can be rich and can range from industry publications to in-house examination of manuals, sales and marketing registers, financial accounts, accounting vouchers to Board minutes to minutes of the various committees of the Board and other executive committees. 2 The process of business process mapping can follow two approaches. Davenport and Short (1990) have identified two basic methods for process identification, which they termed "targeted" and "comprehensive" methods. Targeted methods take their starting point in the identification of a relatively small number of processes being critical to the business, which are