Atlantic Slave Trade

The Atlantic slave exchange, between the fifteenth and the nineteenth hundreds of years, was the biggest constrained movement throughout the entire existence of humankind. This movement was particular from others of the sort, as far as its resenting nature, record breaking death rates and the estrangement of ages from their foundations. This paper means to investigate the different elements that prompted the advancement of Atlantic slave exchange political, innovative, social and economic.It likewise examinations the benefit of the exchange from the perspective of the different partners trapped in this epic exchange arrange lords, slave dealers and problem, grower and standard customers. POLITICAL FACTORS The longing of the Europeans particularly Portuguese, Spanish, British and the Dutch for investigation, colonization and colonialism was a central point in extending the slave exchange organizes the Atlantic. As talked about by Timothy P.Grady in the book The Atlantic World 1450-2000, pioneers from Portugal, Spain and other European countries extended the geographic information southward along the bank of Africa and westbound over the Atlantic shores of the Americas. The desire for this investigation was activated by the fall of Constantinople in May 1943, the last remnant of the Roman Empire, to the Muslim Turks which shook the courage of the European nations and the Christian confidence. The extension of the Ottoman Empire around the Mediterranean district denied European shippers of the worthwhile exchange courses along the Silk Road toward the East. The danger of lost correspondence and exchange courses over the Mediterranean into China, India and different areas of eastern Asia and lost access to silk and different valuable products conveyed along this course, constrained Europeans to investigate substitute exchange courses to Asia by turning westbound for new chances. Disclosure of new courses west of Europe through the Atlantic, prompted European appearance off West shoreline of Africa in the late fifteenth century.By mid seventeenth century, the coast line of West Africa was penetrated by fifty strongholds and slave exchanging posts of contending European nations Portugal, Spain, Britain, Holland, Denmark, Sweden and Germany isolating the coastline into - ? Ivory Coast, Gold Coast and Slave Coast. The political set up in Africa additionally encouraged slave exc hange. Africa was separated into various little and huge states, chieftains and autonomous towns each with their own type of government, religion, customs and radiations. These regions regularly battled with one another and the prisoners of war were taken as slaves. Such clashes were defended wars which as indicated by Warren. C. Whitley was common battles Of country building directed in the ordinary course of issues. The hostages alluded to as joint-results of war or taken merchandise were then traded. With the coming of the Europeans, residential clashes became slave assaults. As Robin Law affirmed, the Kingdom of Doomed ruled the slave attacking and exchanging from 1 715 to 1850. Their lords held an imperial imposing business model on the exchange and directed slave helps through their armed forces. In this manner the political aspirations of the European and African government prompted the advancement of the slave exchange. Innovative FACTORS The advancements in innovation and its effect on route, transport building, and guns supported the development in Atlantic slave exchange. Route The craving for investigation prodded European researchers, pilots and mariners to grow their insight into geology and devise better approaches for diagramming and mapping their excursions. Expanded utilization of great importance glass and logs to gauge time and separation and the Portola graphs unmistakably reported navigation.In 1462, the Portuguese guides conceived strategies for making sense of scopes by estimating the stature of the Pole Star over the skyline. Later in 1484, space experts in the court of King Jiao II, utilizing the late morning sun to figure scopes, created a lot Of declination tables. Under the support of sovereign Henry of Portugal, other critical advancements were made in the investigation of winds, tides and sea flows; archives from past investigations were ordered and maps and outlines were persistently improved. Consequently a decent number of issues related with route were settled by late fifteenth century.As route over the extraordinary seas got sensible, the transportation of the slaves between the landmasses Europe, Africa and America turned out to be less confounded. Boat Building The progressions to the structure and functionalities of the European boats were another central point that added to the development of Atlantic slave exchange. Between the fourteenth and mid-nineteenth hundreds of years, cruising ships were the fundamental methods for transport of the slaves. These cruising ships continued changing after some time regarding plan, fittings, types of gear and materials utilized as sail. SE of here to four poles, tough body, square latten and sprit sails, and harsh rudder improved their cruising force, speed and facilitated control of the boats in wild climate conditions. Little ships, for example, the caravel, exceptionally horrendous boats presented in the fifteenth century ur ged the Portuguese to investigate areas around West African coast, for example, Senegal and Cape Verve and Canary islands to make sure about staples, gold and slaves. Different boats structured by Portuguese for movement in the Atlantic Ocean were the splits, four ace boats and the vessel, intensely outfitted multi deck cruising ships.The transports likewise ere in size and multi decks had the option to oblige bigger number of slaves. The mean tonnage of the slave ships from Liverpool in 1730 was 75 tons. This expanded to 130 tons in 1 790 and 226 tons in 1805. Weapons The matchless quality of Europe in the slave exchange was driven by its firearms, guns and limitations. They utilized an assortment of weapons to compromise the slaves and the adversary ships adrift, to keep up control both ashore and adrift. The dissemination of the new black powder innovation quickened the slave exchange. The African people group, compromised by furnished neighbors, depended on exchanging the patties for black powder, firearms and muskets.In the expressions of Warren. C. Whitley, the endless loop, an attack or be struck weapons contest known as the Gun-Slave-Cycle was made. The substitution of the ineffectual matchlock gun by the flintlock nil 6805, definitely expanded guns request in West Africa. As per J. E. Nikkei, the guns imported from England during the eighteenth century were somewhere in the range of 283,000 and 394,000 weapons for every annum. The interest for guns from West Africa was high to such an extent that assembling organizations, for example, Farmer and Gallon had to pressurize their laborers to expand production.The interest for guns was coordinated by gracefully of slaves. The advancements in limiting innovation supported the slave exchange terms of threatening the slaves and lessening get away. The limitations utilized in the exchange included, neck restrictions, iron collars connected by chains, tongue limitations and leg and wrist shackles to hamper development. The capacity to stow more slaves per cubic foot of the boat, capacity to explore better around the shore Of Africa, the decrease in escapees because of draconian limitations, and the association of fortifications around the coast to stop the hostages assisted with diminishing expenses and advance trade.SOCIAL FACTORS African Demand for products from Europe The presentation of a wide scope of utilization merchandise in West Africa, the ownership officio involved economic wellbeing and force, was another factor prompting the improvement of Atlantic slave exchange. The African interest for iron and copper bars, materials, salt, pottery, weapons and guns, rum, wine, gin and cowries shells and an assortment of both European and oriental products profoundly affected slave exchange. The requests for these merchandise were high to the point that the European providers couldn't adapt to the expanded demand.J. E. Nikkei remarked that guns and materials were in such appeal by the slave brokers that they were not set up to clear their slave freight, in the event that they were not happy with the amount of gracefully of these things of exchange. The dealers were happy to exchange their ethical quality to catch slaves trade for European products. Alan Rice unmistakably distinguishes this when he declares, The longing for extravagance products was incredible to such an extent that these African elites would entrust war prisoners and residential captives to an obscure destiny over the sea in return for them. Development in Slave exchanging organizations Growth social establishments to play out a progressively sorted out slave exchange was a key factor in Atlantic slave exchange. The expansion popular and costs of slaves empowered the advancement of different foundations to address the issues related with the exchange catch, oppression, flavoring, exchange, guidelines and tax assessment. The traders investigated better approaches for catching the slaves double dealing, capturing, snare assaults, advancing clashes among towns and the falsification of family replacement for the runaways.The abduct of Aloud Equation in asses in his words, One day when every one of our kin were one out to their fills in as common and just I and my sister were gone out, two men and lady got over our dividers and in a second held onto us both And escaped with us into the closest wood. The dry spell and starvation in Africa because of negligible rainfalls in the Savannah regions Angola and the prairies stretching out from Assignment to Cameron, constrained pillaging families to sell themselves. Individuals were too poor to even consider surviving and offered themselves as insurance for credits.Non reimbursement made them slaves. Improvement of authorization components additionally supported the slave exchange. Credit was offered to slave merchants to take care of expenses of obtaining shipping and lodging slaves until they were boarded on the boats. Different sorts of such instruments, portrayed by Warren. C. Whitley were the utilization of industrial facilities and posts as holding pens and distribution centers, African kayak houses and other exchange alliances, mystery social orders and settlements among European and Af

Plastic recycling

Plastic reusing Heaps of good data! Loads of research went into it nonePlastic RecyclingThere are numerous techniques for making materials that are named plastic. Various synthetic substances, most are oil based, are utilized for making plastic. A short history and a synopsis of a portion of the numerous techniques for delivering plastic pieces is given beneath. (plasticmatrix)Although plastics have been around for a considerable length of time, the handling of man-made assortments is a moderately present day wonder. The primary infusion shaping machine was licensed in the 1870's and along with profile expulsion, came into basic business use during the 1930's. Pressure forming had created about 10 years sooner. Blow forming, as we probably am aware it today, didn't create until the 1940's.Other handling strategies, for example, rotational trim, didn't come into utilization until the 1960's, and the preparing of reused plastics, similar to the innovation utilized in the creation of plastic wood, grew uniquely in the 1980's.English: Injection shaping addition expelled from die...Plastic crude materials are generally partitioned into 2 sorts: item evaluation and building grade. Product grade pitches are all the more broadly utilized and incorporate polyethylene, polypropylene, polystyrene and PVC (polyvinyl chloride).Engineering level gums are commonly increasingly hard to process yet have attributes which make them alluring for specific use. A portion of the more generally utilized designing evaluation thermoplastics are acetal, ABS (acrylonitrile butadiene styrene), nylon and polycarbonate. A portion of the contemplations for crude material determination incorporate effect quality, high and low temperature attributes, warpage, protection from bright light and the agreeableness of the material to printing or adhesives.Plastic pitches are additionally extensively delegated either thermoplastic or thermoset. Thermoplastic saps can be remelted subsequent to handling. Streak and dis missed parts can be reground and added to virgin sap for reprocessing. Thermoset plastics, regularly utilized in pressure embellishment and SMC forming, can't be remelted. When prepared, on the off chance that they are...

CP19 Talking with Avi Cavale from Shippable about Entrepreneurship Shipping Code Faster

CP19 Talking with Avi Cavale from Shippable about Entrepreneurship Shipping Code Faster INTRODUCTIONMartin: Hi folks out there! If you are interested in starting a company or you are a developer and really working on your next product, this podcast interview is for you. Today we have Avi with us. Hey Avi, who are you and what do you do?Avi: Hi Martin, this is Avi Cavale, I am a co-founder and CEO of Shippable we are a continuous delivery pipeline company for containers.Martin: Great! When did you start this company and what did you do before?Avi: Shippable, the genesis was around late 2012, physically incorporated and everything in 2013, early 2013, February. It’s been about 3 ½ years so far. Before that I worked at Microsoft and briefly at Amazon and I was there at Amazon for over 11+ years, worked on xBox, Office 365, Azure and Kinect, the xBox live products.Martin: How do you go from gaming to shipping code?Avi: I mean, as recently said that Software is eating the world and pretty much everything is software. And even though we were at gaming side of the company, that’s what the consumers saw, but behind it, it was all pure software technology. While I was doing that, I was managing about roughly 150+ organizations across 3 different countries (China, India and the US) and at the end of Kinect when I was going through my review process with my boss, I realized that over 50% of my entire organization spent their time on none feature work. I mean they were doing all sorts of plumbing, deployment, code auto-pilot, code all sorts of things. And that’s kind of as you look at it we worked on Kinect for 2 years, 150+ people, that’s almost 150 person-years being wasted on things that should have been actually big new platform. And that’s basically what our motivation was.We said: Hey, every single group inside Microsoft is doing this and imagine every single company in the world. What it should be is more available as a platform where developers are using it to build features as opposed to kind of building the plumbing work for deploying th e features that they have built. And that’s basically what Shippable was.Martin: Cool. Avi, what was the next step? So you left the company and then what happened?Avi: I left the company and I had never done a startup. Biggest thing was I left it in a very impulsive way because I was so excited that this is a problem that I could go solve.I think for about 3 weeks, I was kind of… I mean I left in late 2011 saying that I want to go do this company, and I meandered around for about 3 or 4 weeks. I realized that I just didn’t have the skills to do this at all especially founding a company.Martin: Why?Avi: And let alone do it alone. I mean that’s the biggest mistake I did was, I said: I am going to do this alone.And then I said: Okay fine, I am going to go… I kind of parked my idea a little bit and I said: Okay, let me go work on some modern technology. And I started working on a company which was working with Cloud Foundry, and I learnt all about how startups work, how actual ly this thing goes on, and that’s basically, I kind of trained myself on the job for about 10 months, always knowing that I will eventually get back to this idea that I was going to go do a company about.Martin: And how did Cloud Foundry prepare you for the entrepreneur route?Avi: I think the biggest thing that happened was, at Microsoft, being in kind of like somewhat of a leadership role, you don’t realize how easy it is to get meetings, and so you lose the hustle of your life, and things happen very easily because of the background and the brand that Microsoft has.When you start trying to do it on your own as a company, it’s impossible, I mean you have to really hustle to get these meetings and get these people to help you out. And what Cloud Foundry, this startup that was working with Cloud Foundry did was kind of make me get used to that kind of mode as opposed to sending an email to a company and say: Hey, I want to talk to you for half an hour, and I would get that meet ing set up because of just the fact that I was working at Microsoft.Martin: Good. So once you have acquired some kind of knowledge from Cloud Foundry, what did you work on then? And did you find a co-founder?Avi: Yes, I mean the other thing I did was I realized what my limitations were, and then I started finding folks who would counter balance the limitations that I had.One was I was purely a techie person; I needed somebody who has a little bit more of a business background. We are still a very technical company so they need to be still technical, but they need to have more business exposure than I did.The second thing was, even the temperament. I mean I kind of think in big vision, kind of goal setting views, whereas you also need to have someone who brings you back to the ground and gets some execution plan to get towards that big goal that you have. And so I think Manisha was kind of my obvious choice. I convinced her that she should quit Microsoft and do this. She quited Micro soft in late 2012 and we started Shippable in 2013 in February.Martin: Did you know Manisha before and why do you think she qualified for a co-founder role?Avi: She had worked with me at Microsoft back when I was with Office 365 and that is where I had interacted with her. She was part of a team that my team actually worked with.There were 2 things: one was that she was super smart and I knew that with all my interaction at Microsoft. The second things was she was very practical in how she thought about things and I was kind of the big vision that she was a very practical person and I thought that that’s the right mix that I needed. And of course she had an MBA degree from Berkeley which made it even more easier for me to say she has to be the person who is the co-founder.Martin: Great. So now you have assembled the 2 of you and starting out building on the product version I guess, so what was the next step then? So did you work on the product or did you try to acquire some kind o f beta customers or did you already talk to investors? How was it like?Avi: So I think we kind of did a few things. I mean one thing that she kind of said is: We’ve got to have some kind of a framework of how we are going to go about doing this. I mean I wasn’t too keen on having this big MBA like frameworks but I wanted something that offers structure.So what we did is, we started looking at accelerators and we filled out their application forms. And we didn’t want to apply to any accelerator, we just wanted to fill out the application form because some of these accelerator application forms really make you think about what your business is. And that’s what happened.So we started off with Y Combinator and we filled out their whole application form and then we also accidentally got in touch with a few folks from Techstars and this was due to some random events that happened. And then, I mean I would say we were lucky meeting the managing director of Techstars. And then we en ded up taking Techstars as an accelerator.And by that time, we had kind of built a prototype just to prove the technology can be done. And we knew that the customer problem existed, but we hadn’t done any formal customer development and those kinds of things. And at Techstars, when we went to the program, they had a lot more structure on how we go about doing it and it helped quite a bit in terms of how we did the rest of the company.Martin: Okay. How did you go about the customer development, once you have been into this Techstar program or afterwards?Avi: I mean it was hard for us to accept that customer development was very critical.Martin: Especially as a techie, right?Avi: Yes, I mean we thought we knew more. And actually in retrospect if I go and look back that was probably the best thing that we ever did at Techstars. Andy Stark who was the managing director of Techstars Seattle at that time, he almost had a stick for us to say: You have got to do customer development.The e asy thing for us was that finding developers in Seattle was not very difficult. And so what we used to do is we used to go out in downtown Seattle where Amazon was, there are all kinds of food trucks where people are standing in line for food during lunch, and we would just ask them saying: Hey, I’ll buy you a soda if you answer a few questions. They were all techie, so we could easily get 50-70 interviews a day done in relatively like an hour and a half over time, which was kind of unfair for the rest of the companies in Techstars because our customer base was a developer and we could find them so easily.Martin: What did you ask them?Avi: I think Andy’s guidance on customer development was you can never tell them what you are building, and you have to somehow ask them questions which don’t tell them what you are building. If they don’t answer the core fundamental value proposition that your product does as their main problem, then your product will not actually sell. I mea n that was kind of the philosophy.So all our questions were all about behavior; what do you guys do on a daily basis? What is the one thing that you would want to do less? So it’s more of open ended, trying to drag out what they really are doing and trying to see whether our value proposition actually stick in terms of what the pain point or what we are really trying to solve with our product.Martin: Okay cool.BUSINESS MODEL OF SHIPPABLEMartin: Avi, let’s talk a little bit more about your company Shippable. Can you briefly explain how the business models work? You briefly touched on this, so what are the customer segments? How are you making money, and what type of value proposition are you offering those people?Avi: I think the basic idea is that our product is a premium model, so it’s like so as like pretty much everything that’s done in these days. You have a basic value proposition which solves some problems for maybe an individual or a small team like 3 or 4 people, and then the moment they grow beyond that, then you need to start buying in order to actually get them to start becoming a paying customer. I mean that’s basically the get up model that is basically pretty much a lot of these online services model. That’s how our basic fundamental, what we call as demand generation.And then with that what happens is, you don’t have to do traditional enterprise sales. So you get a lot of people getting ground up, and then eventually they will get to some size at that point they become a sales qualified lead to us, and we kind of sell them a more of an enterprise kind of product on top of it. That is basically the evolution.So you come in as freemium; you become a paying SaaS customer and eventually, you will end up buying it for your department or maybe for your organization within your enterprise. I mean that’s kind of how the business model works.Martin: What makes Shippable unique in the market place? Because I mean you need to think, I guess your co-founder as well because she is having an MBA, what are the competitive advantages over your competitors?Avi: I think the most important thing is it is about efficiency, right. It’s like if you really look at it in today’s world, every single company has to out innovate the competition. And that’s basically the only way you can actually survive. Otherwise your features are going to get copied very quickly and you lose out on the differentiation. So that’s a platform that every single company that’s out there needs, I mean, if you kind of look at any mobile app kind of a company or anything, they have to constantly keep adding features that makes them more valuable and have more unique features than their competition.So we are a very interesting product. I mean our product actually helps other customers to do this. So what we do is, we use the same platform to build Shippable. So what we are doing is, we are helping engineering organizations to become more efficient . In other words, we call it ship code faster kind of qualifying it a little bit more, its ship quality code faster and repeatedly, and that basically is continuous innovation. That’s what our product does. Hence, and the best thing for us is we are the number 1 customer for this product because we are trying to out run everybody.So if you go and look at the last 3 months, we have added over 25 different features that none of our competition has even added even less than 5. That’s basically what makes our product more complete and we are constantly innovating using our own platform to kind of help other customers innovate faster on their whatever product that they are working on.So that is basically the uniqueness, so it is a continuously evolving platform that helps developers become more efficient to build software.Martin: Okay, cool.ENTREPRENEURIAL ADVICE FROM AVI CAVALEMartin: Over this 4 â€" 5 years, what have been the major learnings and mistakes that you have seen or done yourself which you can share with our people interested in starting their own company?Avi: I think some of the mistakes are like very specific to our business, I mean our customer base, our developers. So a lot of mistakes that we did around that was not listening to developers closely enough and so they were asking for something and we were trying to build something else. So that was one mistake that we did, 12-18 months ago. And in the last 6 months we have been super focused on our developers and our customers, that has really changed how we actually are perceived by our customers. I mean that’s one thing that we never want to do; is alienate your customer base.Even though you might think this is the right way to do it, you have to always have your pulse on your customer base, that is one thing that we did about 12 months ago, the wrong thing we did. Since then, we have post corrected and we have become a completely customer centric company at this point of time.Martin: Was th ere a key even where you said to yourself: Oh wow, we are really missing a point here, we need to change?Avi: I think what happened was 2 things. One was that we ended up opening up our customer support queue completely to the public. It was a decision because internally I had to change the culture of the company, and what ended up happening is the moment we opened up, kind of airing your dirty laundry out first, I think that’s the first thing that we did. And that was a very risky thing to do because it pretty much told our competition what the problems we had were. And so the moment that happened a whole bunch of customers started actually commenting, cross commenting on it because now everything was open and that internally changed our entire teams mind set. So that was a turning point that basically said: I mean I know everybody has dirty laundry, but we want to keep them as clean as possible as quickly as possible. So suddenly everything became customer centric as opposed to hey we will address it when we get some time, that attitude changed, I mean that’s basically what happened from inside the company.Martin: And did you use a tool for this?Avi: I mean we used Github and we are a developer platform. So it was very easy, we just opened up. It was private, we made it public, that’s basically what we did.Martin: What other things did go well or did not go well which you can share?Avi: There were  a few other things. I think hiring is very important. And sometimes I think you need to hire for attitude as opposed to aptitude, and most startups end up making these mistakes where they hire for aptitude as opposed to attitude. And when you are this small, like when you are like 5 person, 7 person, 10 person company, if 1 or 2 people don’t fit, it really causes a lot of problems within the company. I mean that’s another mistake that we did where we got carried away by people’s aptitude as opposed to their attitude and whether the culture and the fit is going to be right.So I truly believe that in the initial product of your company, you should be super focused on building the cohesive team, even if it is not the best super star team that you have. You probably want to have a team that works as a team, as opposed to an individual excellence. That was a couple other mistakes that we made. Since then we have post corrected that and that’s the hard part; it’s letting go of some of the earlier employees that we had hired because they were just not the right fit. I mean it’s kind of like my board once told me that if you don’t start being a CEO then we’ll start finding a CEO. So I mean I was kind of the message to say this is part of being a CEO, you have to make these hard decisions. That was a wakeup call for us which kind of re-jiggled the company into the right direction.Martin: Great. Also a good example of how the board can also help advise the founders, which is great.Avi: I mean this is the other thing for a first time entrepreneur, like this is the first company I ever created, and even for Manisha, we both were completely novel at this. You need to understand, and I think for whoever is trying to do this, they need to understand that there will be highs and there will be lows, and there is no company out there that hasn’t gone through that floors. And you have to be completely okay with that.That’s something that people always remember the great home runs that you had, but they don’t understand that there is a whole bunch of failures also internally happening. So that’s normal part and parcel, and that’s where the board can help you because they have seen hundred of companies go through this. And so you have to use your board quite a bit, as opposed to just trying to do these things in isolation.Martin: You said very nicely that you need to hire in the beginning for attitude and less for skills and aptitude and so forth. I mean the CV and drop test for testing people for skills ar e very well defined. how would you test for attitude?Avi: I think what you do is, I do the special thing called case based interviews. I mean I don’t ask people how to do things, I ask them why they do what they do. I mean it’s very easy, if I ask you to sort these numbers in the fastest way, everybody will tell you how to do it. Very few people can answer why one technique is faster than the other technique.And so it’s kind of like my personal favorite of what I am saying is I don’t really care is people tell me what to use when we need it. What I really need is people to tell me when not to use a particular technology.So when you do case based interviews, you start seeing that whole whatever the candidate does pros and cons, whether they are kind of looking at it more holistically or are they kind of getting carried away by one single piece of information. So that gives you more of a well rounded approach of what the candidate is doing, as opposed to just asking them a few technical questions and seeing how deep do they know the syntax, or how deep do they know sorting algorithms. I mean, that can be all found on Google, you don’t really need to know all those stuff. What you can’t find on Google is when do you use Non-JS as opposed to use goal or vice versa. I mean that is a much harder question to answer than just saying: Hey, we should use goal.So I think that’s the kind of questions you want to ask more as opposed to just asking very tactical problem based questions.Martin: Avi, if you look back from today to like 5 years ago, what would you have liked to know before you started the company, which would have helped you to become even better?Avi: That’s a hard question. So what would I like to know, what information I have to have 5 years ago? I think what I would have done a lot more was. It’s basically a very hard question to ask because everything happened for a reason, and it’s all about how do you react to the things that happened as opposed to trying to control things not to let it happen. So I don’t think I have anything that would have changed my game, I like the journey I went through and it made me who I am today, so I don’t think I would change too much.Martin: How did you change over those 5 years?Avi: I have a lot of respect for people who have built companies. I mean if you would have asked me 5 years ago what is the role of a CEO, I would have probably not been able to answer. I think just having empathy towards the different roles and the different skill sets that people bring to the table is something that I mean I was too much of an engineer, I only valued engineering skills and I kind of discriminated on the rest of the skills others had.So I think, being a CEO for the last 3 years, trying to create a company from scratch, I have a lot of empathy for pretty much every single skill set and job role that’s out there and people who actually do that really well. I mean, you need every single aspect of it, like from people who can do content writing to people who can actually code, to actually market. I mean you need to have a well rounded team, and I have developed a lot of empathy towards the rest of the skills that people have.Martin: Great. Avi, thank you so much for sharing your insights.Avi: You are very welcome, I hope it was useful and it will be useful for some folks who want to listen to this.THANKS FOR LISTENING! Welcome to the 19th episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi folks out there! If you are interested in starting a company or you are a developer and really working on your next product, this podcast interview is for you. Today we have Avi with us. Hey Avi, who are you and what do you do?Avi: Hi Martin, this is Avi Cavale, I am a co-founder and CEO of Shippable we are a continuous delivery pipeline company for containers.Martin: Great! When did you start this company and what did you do before?Avi: Shippable, the genesis was around late 2012, physically incorporated and everything in 2013, early 2013, February. It’s been about 3 ½ years so far. Before that I worked at Microsoft and briefly at Amazon and I was there at Amazon for over 11+ years, worked on xBox, Office 365, Azure and Kinect, the xBox live products.Martin: How do you go from gaming to shipping code?Avi: I mean, as recently said that Software is eating the world and pretty much everything is software. And even though we were at gaming side of the company, that’s what the consumers saw, but behind it, it was all pure software technology. While I was doing that, I was managing about roughly 150+ organizations across 3 different countries (China, India and the US) and at the end of Kinect when I was going through my review process with my boss, I realized that over 50% of my entire organization spent their time on none feature work. I mean they were doing all sorts of plumbing, deployment, code auto-pilot, code all sorts of things. And that’s kind of as you look at it we worked on Kinect for 2 years, 150+ people, that’s almost 150 person-years being wasted on things that should have been actually big new platform. And that’s basically what our motivation was.We said: Hey, every single group inside Microsoft is doing this and imagine every single company in the world. What it should be is more available as a platform where developers are using it to build features as opposed to kind of building the plumbing work for deploying th e features that they have built. And that’s basically what Shippable was.Martin: Cool. Avi, what was the next step? So you left the company and then what happened?Avi: I left the company and I had never done a startup. Biggest thing was I left it in a very impulsive way because I was so excited that this is a problem that I could go solve.I think for about 3 weeks, I was kind of… I mean I left in late 2011 saying that I want to go do this company, and I meandered around for about 3 or 4 weeks. I realized that I just didn’t have the skills to do this at all especially founding a company.Martin: Why?Avi: And let alone do it alone. I mean that’s the biggest mistake I did was, I said: I am going to do this alone.And then I said: Okay fine, I am going to go… I kind of parked my idea a little bit and I said: Okay, let me go work on some modern technology. And I started working on a company which was working with Cloud Foundry, and I learnt all about how startups work, how actual ly this thing goes on, and that’s basically, I kind of trained myself on the job for about 10 months, always knowing that I will eventually get back to this idea that I was going to go do a company about.Martin: And how did Cloud Foundry prepare you for the entrepreneur route?Avi: I think the biggest thing that happened was, at Microsoft, being in kind of like somewhat of a leadership role, you don’t realize how easy it is to get meetings, and so you lose the hustle of your life, and things happen very easily because of the background and the brand that Microsoft has.When you start trying to do it on your own as a company, it’s impossible, I mean you have to really hustle to get these meetings and get these people to help you out. And what Cloud Foundry, this startup that was working with Cloud Foundry did was kind of make me get used to that kind of mode as opposed to sending an email to a company and say: Hey, I want to talk to you for half an hour, and I would get that meet ing set up because of just the fact that I was working at Microsoft.Martin: Good. So once you have acquired some kind of knowledge from Cloud Foundry, what did you work on then? And did you find a co-founder?Avi: Yes, I mean the other thing I did was I realized what my limitations were, and then I started finding folks who would counter balance the limitations that I had.One was I was purely a techie person; I needed somebody who has a little bit more of a business background. We are still a very technical company so they need to be still technical, but they need to have more business exposure than I did.The second thing was, even the temperament. I mean I kind of think in big vision, kind of goal setting views, whereas you also need to have someone who brings you back to the ground and gets some execution plan to get towards that big goal that you have. And so I think Manisha was kind of my obvious choice. I convinced her that she should quit Microsoft and do this. She quited Micro soft in late 2012 and we started Shippable in 2013 in February.Martin: Did you know Manisha before and why do you think she qualified for a co-founder role?Avi: She had worked with me at Microsoft back when I was with Office 365 and that is where I had interacted with her. She was part of a team that my team actually worked with.There were 2 things: one was that she was super smart and I knew that with all my interaction at Microsoft. The second things was she was very practical in how she thought about things and I was kind of the big vision that she was a very practical person and I thought that that’s the right mix that I needed. And of course she had an MBA degree from Berkeley which made it even more easier for me to say she has to be the person who is the co-founder.Martin: Great. So now you have assembled the 2 of you and starting out building on the product version I guess, so what was the next step then? So did you work on the product or did you try to acquire some kind o f beta customers or did you already talk to investors? How was it like?Avi: So I think we kind of did a few things. I mean one thing that she kind of said is: We’ve got to have some kind of a framework of how we are going to go about doing this. I mean I wasn’t too keen on having this big MBA like frameworks but I wanted something that offers structure.So what we did is, we started looking at accelerators and we filled out their application forms. And we didn’t want to apply to any accelerator, we just wanted to fill out the application form because some of these accelerator application forms really make you think about what your business is. And that’s what happened.So we started off with Y Combinator and we filled out their whole application form and then we also accidentally got in touch with a few folks from Techstars and this was due to some random events that happened. And then, I mean I would say we were lucky meeting the managing director of Techstars. And then we en ded up taking Techstars as an accelerator.And by that time, we had kind of built a prototype just to prove the technology can be done. And we knew that the customer problem existed, but we hadn’t done any formal customer development and those kinds of things. And at Techstars, when we went to the program, they had a lot more structure on how we go about doing it and it helped quite a bit in terms of how we did the rest of the company.Martin: Okay. How did you go about the customer development, once you have been into this Techstar program or afterwards?Avi: I mean it was hard for us to accept that customer development was very critical.Martin: Especially as a techie, right?Avi: Yes, I mean we thought we knew more. And actually in retrospect if I go and look back that was probably the best thing that we ever did at Techstars. Andy Stark who was the managing director of Techstars Seattle at that time, he almost had a stick for us to say: You have got to do customer development.The e asy thing for us was that finding developers in Seattle was not very difficult. And so what we used to do is we used to go out in downtown Seattle where Amazon was, there are all kinds of food trucks where people are standing in line for food during lunch, and we would just ask them saying: Hey, I’ll buy you a soda if you answer a few questions. They were all techie, so we could easily get 50-70 interviews a day done in relatively like an hour and a half over time, which was kind of unfair for the rest of the companies in Techstars because our customer base was a developer and we could find them so easily.Martin: What did you ask them?Avi: I think Andy’s guidance on customer development was you can never tell them what you are building, and you have to somehow ask them questions which don’t tell them what you are building. If they don’t answer the core fundamental value proposition that your product does as their main problem, then your product will not actually sell. I mea n that was kind of the philosophy.So all our questions were all about behavior; what do you guys do on a daily basis? What is the one thing that you would want to do less? So it’s more of open ended, trying to drag out what they really are doing and trying to see whether our value proposition actually stick in terms of what the pain point or what we are really trying to solve with our product.Martin: Okay cool.BUSINESS MODEL OF SHIPPABLEMartin: Avi, let’s talk a little bit more about your company Shippable. Can you briefly explain how the business models work? You briefly touched on this, so what are the customer segments? How are you making money, and what type of value proposition are you offering those people?Avi: I think the basic idea is that our product is a premium model, so it’s like so as like pretty much everything that’s done in these days. You have a basic value proposition which solves some problems for maybe an individual or a small team like 3 or 4 people, and then the moment they grow beyond that, then you need to start buying in order to actually get them to start becoming a paying customer. I mean that’s basically the get up model that is basically pretty much a lot of these online services model. That’s how our basic fundamental, what we call as demand generation.And then with that what happens is, you don’t have to do traditional enterprise sales. So you get a lot of people getting ground up, and then eventually they will get to some size at that point they become a sales qualified lead to us, and we kind of sell them a more of an enterprise kind of product on top of it. That is basically the evolution.So you come in as freemium; you become a paying SaaS customer and eventually, you will end up buying it for your department or maybe for your organization within your enterprise. I mean that’s kind of how the business model works.Martin: What makes Shippable unique in the market place? Because I mean you need to think, I guess your co-founder as well because she is having an MBA, what are the competitive advantages over your competitors?Avi: I think the most important thing is it is about efficiency, right. It’s like if you really look at it in today’s world, every single company has to out innovate the competition. And that’s basically the only way you can actually survive. Otherwise your features are going to get copied very quickly and you lose out on the differentiation. So that’s a platform that every single company that’s out there needs, I mean, if you kind of look at any mobile app kind of a company or anything, they have to constantly keep adding features that makes them more valuable and have more unique features than their competition.So we are a very interesting product. I mean our product actually helps other customers to do this. So what we do is, we use the same platform to build Shippable. So what we are doing is, we are helping engineering organizations to become more efficient . In other words, we call it ship code faster kind of qualifying it a little bit more, its ship quality code faster and repeatedly, and that basically is continuous innovation. That’s what our product does. Hence, and the best thing for us is we are the number 1 customer for this product because we are trying to out run everybody.So if you go and look at the last 3 months, we have added over 25 different features that none of our competition has even added even less than 5. That’s basically what makes our product more complete and we are constantly innovating using our own platform to kind of help other customers innovate faster on their whatever product that they are working on.So that is basically the uniqueness, so it is a continuously evolving platform that helps developers become more efficient to build software.Martin: Okay, cool.ENTREPRENEURIAL ADVICE FROM AVI CAVALEMartin: Over this 4 â€" 5 years, what have been the major learnings and mistakes that you have seen or done yourself which you can share with our people interested in starting their own company?Avi: I think some of the mistakes are like very specific to our business, I mean our customer base, our developers. So a lot of mistakes that we did around that was not listening to developers closely enough and so they were asking for something and we were trying to build something else. So that was one mistake that we did, 12-18 months ago. And in the last 6 months we have been super focused on our developers and our customers, that has really changed how we actually are perceived by our customers. I mean that’s one thing that we never want to do; is alienate your customer base.Even though you might think this is the right way to do it, you have to always have your pulse on your customer base, that is one thing that we did about 12 months ago, the wrong thing we did. Since then, we have post corrected and we have become a completely customer centric company at this point of time.Martin: Was th ere a key even where you said to yourself: Oh wow, we are really missing a point here, we need to change?Avi: I think what happened was 2 things. One was that we ended up opening up our customer support queue completely to the public. It was a decision because internally I had to change the culture of the company, and what ended up happening is the moment we opened up, kind of airing your dirty laundry out first, I think that’s the first thing that we did. And that was a very risky thing to do because it pretty much told our competition what the problems we had were. And so the moment that happened a whole bunch of customers started actually commenting, cross commenting on it because now everything was open and that internally changed our entire teams mind set. So that was a turning point that basically said: I mean I know everybody has dirty laundry, but we want to keep them as clean as possible as quickly as possible. So suddenly everything became customer centric as opposed to hey we will address it when we get some time, that attitude changed, I mean that’s basically what happened from inside the company.Martin: And did you use a tool for this?Avi: I mean we used Github and we are a developer platform. So it was very easy, we just opened up. It was private, we made it public, that’s basically what we did.Martin: What other things did go well or did not go well which you can share?Avi: There were  a few other things. I think hiring is very important. And sometimes I think you need to hire for attitude as opposed to aptitude, and most startups end up making these mistakes where they hire for aptitude as opposed to attitude. And when you are this small, like when you are like 5 person, 7 person, 10 person company, if 1 or 2 people don’t fit, it really causes a lot of problems within the company. I mean that’s another mistake that we did where we got carried away by people’s aptitude as opposed to their attitude and whether the culture and the fit is going to be right.So I truly believe that in the initial product of your company, you should be super focused on building the cohesive team, even if it is not the best super star team that you have. You probably want to have a team that works as a team, as opposed to an individual excellence. That was a couple other mistakes that we made. Since then we have post corrected that and that’s the hard part; it’s letting go of some of the earlier employees that we had hired because they were just not the right fit. I mean it’s kind of like my board once told me that if you don’t start being a CEO then we’ll start finding a CEO. So I mean I was kind of the message to say this is part of being a CEO, you have to make these hard decisions. That was a wakeup call for us which kind of re-jiggled the company into the right direction.Martin: Great. Also a good example of how the board can also help advise the founders, which is great.Avi: I mean this is the other thing for a first time entrepreneur, like this is the first company I ever created, and even for Manisha, we both were completely novel at this. You need to understand, and I think for whoever is trying to do this, they need to understand that there will be highs and there will be lows, and there is no company out there that hasn’t gone through that floors. And you have to be completely okay with that.That’s something that people always remember the great home runs that you had, but they don’t understand that there is a whole bunch of failures also internally happening. So that’s normal part and parcel, and that’s where the board can help you because they have seen hundred of companies go through this. And so you have to use your board quite a bit, as opposed to just trying to do these things in isolation.Martin: You said very nicely that you need to hire in the beginning for attitude and less for skills and aptitude and so forth. I mean the CV and drop test for testing people for skills ar e very well defined. how would you test for attitude?Avi: I think what you do is, I do the special thing called case based interviews. I mean I don’t ask people how to do things, I ask them why they do what they do. I mean it’s very easy, if I ask you to sort these numbers in the fastest way, everybody will tell you how to do it. Very few people can answer why one technique is faster than the other technique.And so it’s kind of like my personal favorite of what I am saying is I don’t really care is people tell me what to use when we need it. What I really need is people to tell me when not to use a particular technology.So when you do case based interviews, you start seeing that whole whatever the candidate does pros and cons, whether they are kind of looking at it more holistically or are they kind of getting carried away by one single piece of information. So that gives you more of a well rounded approach of what the candidate is doing, as opposed to just asking them a few technical questions and seeing how deep do they know the syntax, or how deep do they know sorting algorithms. I mean, that can be all found on Google, you don’t really need to know all those stuff. What you can’t find on Google is when do you use Non-JS as opposed to use goal or vice versa. I mean that is a much harder question to answer than just saying: Hey, we should use goal.So I think that’s the kind of questions you want to ask more as opposed to just asking very tactical problem based questions.Martin: Avi, if you look back from today to like 5 years ago, what would you have liked to know before you started the company, which would have helped you to become even better?Avi: That’s a hard question. So what would I like to know, what information I have to have 5 years ago? I think what I would have done a lot more was. It’s basically a very hard question to ask because everything happened for a reason, and it’s all about how do you react to the things that happened as opposed to trying to control things not to let it happen. So I don’t think I have anything that would have changed my game, I like the journey I went through and it made me who I am today, so I don’t think I would change too much.Martin: How did you change over those 5 years?Avi: I have a lot of respect for people who have built companies. I mean if you would have asked me 5 years ago what is the role of a CEO, I would have probably not been able to answer. I think just having empathy towards the different roles and the different skill sets that people bring to the table is something that I mean I was too much of an engineer, I only valued engineering skills and I kind of discriminated on the rest of the skills others had.So I think, being a CEO for the last 3 years, trying to create a company from scratch, I have a lot of empathy for pretty much every single skill set and job role that’s out there and people who actually do that really well. I mean, you need every single aspect of it, like from people who can do content writing to people who can actually code, to actually market. I mean you need to have a well rounded team, and I have developed a lot of empathy towards the rest of the skills that people have.Martin: Great. Avi, thank you so much for sharing your insights.Avi: You are very welcome, I hope it was useful and it will be useful for some folks who want to listen to this.THANKS FOR LISTENING!Thanks so much for joining our 19th podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Avi for joining me this week. Until  next t ime!

civil war amputation essay - 1266 Words

Madison Thacker Webb US History 22 May 2014 Amputation during the Civil War When people picture the Civil War amputations, they often picture piles of limps stacked around a battlefield and a surgeon as a butcher. However, this picture is not true to the real nature of battlefield medicine. Amputation was the most common surgery throughout the Civil War. The Civil War leads to advancement in amputation and quality of life for those who had amputation. Artificial limbs also came into the picture helping former soldiers lead a better quality life. New technologies lead to amputations being needed. New developments also lead to the possibility of survival for soldiers. New weapons developed during this time such as the minie ball†¦show more content†¦Even though there was not any sanitation the chance of survival for stretched then pervious wars. Doctors had medical kits, which included different tool for cutting such as knives, scalpels, bone saws, chain saw, suture and bandages. Thermometers were rarely used. Doctors did have some painkillers, but they were not always given to all soldiers. The most effective were morphine and opium. What happened after the surgery? Soldiers were transported to a hospital by ambulance. Soldiers were normally in horrible pain making the trip almost unbearable to deal with. The greatest risks for soldiers were now infection. Many soldiers who survived their infection and an amputation wanted artificial limb. Although artificial limps have been made since the 1500s, the Civil War cause d a great demand for artificial limps. In some cases, veterans could stand again with proper artificial limbs and other times with a cane also. This caused the industry of artificial limps to advance greatly. Artificial limbs were very important, because the demand for agriculture had skyrocketed, since leaving for war. Artificial limbs arms did not offer much purpose, however it made a missing limp less noticeable in public. Artificial limbs were high in demand and it was offered in some states like North Carolina. Expect for artificial arms because, they were seen as less needed then any other limbs. However, artificial limbs were considered to be greatly uncomfortable makingShow MoreRelatedMedicine During The Civil War1548 Words   |  7 PagesDuring the Civil War, medicine was an important aspect for every soldier due to the fact that many soldiers had to fight and ended up with injuries also there were many types of illnesses. In this essay, I will focus on the advance of med icine during the Civil War. Also how the soldiers and civilians were treated as well as how sanitize their location was, are questions I will try to answer. 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Martin Luther And The Christian Church - 992 Words

Martin Luther was an Augustinian monk who believed the grace of God alone would justify fall humans. Luther one day translated the Bible into German unknowingly beginning the start of a radical religious revolution. Luther wanted to reform the Christian church of abuses. He wanted to return the church to its roots of Christianity and take away moderation. Luther believed in the reading of scriptures and finding the truth from within them. Robert Kolb believed, â€Å"Luther was filled with the dynamism that sprang from his spiritual conviction.† (267) He believed Luther inspired others to have a personal relationship with God and to inspire hope. Luther is depicted by many as a friend and a foe. People took his materials and thoughts and made them into ideas that could be used for their own purposes. Martin Luther has shaped the institutions and life of Christendom. He influenced his followers as a churchman and a teacher. Lutheran churches came to think of Luther as a propheti c hero and authority of faith. Some believed he was a servant of God, a prophet and the eschatological angel. Followers of Luther set about to change the institutions and ideas that were helping to keep the world together. Three conceptions of Luther’s emerged and grew even beyond his years. First, Martin Luther was seen as a prophet and becoming the primary authority in the church. Luther made challenges that brought to light the doubts of the old religious system. Martin Luther and his adherents believedShow MoreRelatedMartin Luther And The Reformation Of The Medieval Christian Church993 Words   |  4 PagesMartin Luther, a boy who with the help of his father grew up to play a major role in the Reformation of the Medieval Christian Church. Luther’s family was not considered very wealthy. 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A lightening bolt struck near him and terrifiedRead MoreThe Life and Work of Martin Luther Essay1531 Words   |  7 Pagesnames in Church history, Martin Luther rattled the cages of the legalistic, heretical Roman Catholic authorities, and enabled the masses to encounter God in a more direct way from that point on. The New Westminster Dictionary of Spirituality describes him as, â€Å"â€Å"An Augustinian Eremite friar and theology professor at Wittenberg, who emerged as the principal guide and spokesman of the Protestant Reformation , giving his name to the strongest wing of that movement†¦ predominantly regarded as church leaderRead MoreMartin Luther And The Protestant Reformation1541 Words   |  7 PagesSochor Professor Eric Breault Religion 374 21 April 2017 Martin Luther and the Protestant Reformation Martin Luther was a German professor of Theology during the 13th and 14th century who was a key figure of the Protestant Reformation. In this paper, I will discuss the impact of Martin Luther’s actions from a standpoint of the Catholic Church and its reaction to Martin Luther’s work. To discuss this, I will use some of the works of Martin Luther himself along with sources from authors Paul A. BishopRead MoreMartin Luthers Life and Teachings Essay1610 Words   |  7 Pages Martin Luther was a Christian theologian and an Augustinian monk. He was born on November 10, 1483 to Hans and Margaretha Luder in Eisleben, Germany. The day after his birth he was baptised on the day of the St. Martin of Tours. Martin’s father wanted more for his youngest son so he did everything he could to get his son involved in the civil service and bring honor to their family. His father sent him to various schools in Mansfeld, Magdeburg, and Eisenach. In 1501, at the age of seventeen, M artin

Escapism in the Sun Also Rises Free Essays

The characters whose story Hemingway tells in The Sun Also Rises are referred to as â€Å"the lost generation. † These characters, all greatly affected by the tragedies of war, were disillusioned with their own country and attempted to find solace in Paris. In the hustle bustle and excitement of the city, they still seem to long for some sort of escape and this is where Hemingway brings in pastoral language and other forms of escapism. We will write a custom essay sample on Escapism in the Sun Also Rises or any similar topic only for you Order Now The novel begins with a long epigraph from Ecclesiastes (read). This epigraph is intended to show the reader that nature is a constant, while people are not. This basically means that our lives and hardships are seemingly insignificant and that no matter how bad an experience a person has one day, another day will always come. The sun will always rise and set, the wind will always blow, and the rivers will always flow into the ocean. This idea is essential in order to understand the importance of pastoral language. The Oxford English Dictionary defines the word pastoral as poetry, music, pictures, etc: portraying rural life or characters, esp. n an idealized or romantic manner. (Read definitionnext) While Paris was meant to be an escape from the wartime and the reminders of their lives in America before the war, it is still difficult for them to cope because the city is still very similar to their old lives and is full of corruption. (read) Hemingway creates pastoral interludes in which the men escape from the social, sexual, and monetary competi tion of the city to a more idyllic setting. For example, Bill and Jake go on a trip to the countryside and are able to enjoy the freedom from the busy schedules of city life as well as a new openness with one another when Bill expresses his deep feelings of friendship for Jake that would’ve been considered inappropriate to express by social standards. Jake desperately wants to escape from his problems, however he carries a constant reminder of what he went through because of his injury. Lady Ashley and his desire for what can never happen between them is another constant reminder of what he has gone through which never allows him to escape his war. So, while the pastoral setting was a good break for him, it doesn’t allow him to completely regain his masculinity. Instead, he uses a forced masculine attitude as a form of escapism. In comparison to the count, Jake is a small and seemingly weak man. The count dates Brett, buys her things such as dinner flowers and champagne. Brett treats Jake lovingly but it is almost in a tantalizing way because she knows nothing will happen etween them. In order to keep up his many image, Jake begins to spend money frivolously as the count does, even though he is by no means wealthy. (Read) Jake isn’t the only one that the pastoral setting doesn’t help when it comes to escaping the memories of the war. After the war, women had a new place in the world because during the war they had to work while the men were away . Brett is unable to use the country as a place of solace because women were still supposed to be traditional and that type of confinement wouldn’t allow her to forget the things she saw as a nurse. Instead, she turns to a somewhat wild lifestyle consisting of alcohol and men as her own form of escapism. The characters seem to be constantly looking for a way to escape their problems rather than fixing them or simply accepting that there are some things that can’t be changed. They cling to ideas of what could have been, even up to the very last lines of the book. Through their constant efforts to escape, they never seem to grasp Hemingway’s idea that the world is bigger than one person’s suffering. How to cite Escapism in the Sun Also Rises, Papers

Job Satisfaction Influence

Introduction Many organisations often strive to make sure their employees are satisfied with their jobs (Gregory, 2014). They do so because they know that job satisfaction influences organisational productivity (Shajahan, 2007). Relative to this assertion, Rast and Tourani (2012) say,Advertising We will write a custom proposal sample on Job Satisfaction Influence specifically for you for only $16.05 $11/page Learn More â€Å"Satisfied employees would produce superior performance in a short time, which leads to increase profits. When employees are satisfied with their work, they would be more creative and innovative and offer advances that allow companies to evolve positively over time with changes in market conditions† (p. 91). According to Ghuman (2014), the failure to acknowledge the importance of job satisfaction has a negative impact on employee performance because research studies have shown that dissatisfied employees are often less committe d to their work and are less likely to steer an organisation to achieve its goals. Supporting this assertion, Gaspar, Bierman, Kolari, Hise and Smith (2005) found out that job satisfaction shares an indirect correlation with employee absenteeism, workplace accidents, and employee stress. Based on the negative effects that job dissatisfaction could have on organisational productivity, researchers have strived to investigate different factors that would influence job satisfaction. Their findings appear in the literature review below Literature Review Job satisfaction is a relatively common research topic in studies that investigate employee relations (Gaspar et al., 2005). Most of them have identified unique theories that apply to the issue. The disposition and the hygiene theories are common theoretical underpinnings of this research issue. However, Maslow’s hierarchy of needs theory is another framework that has gained traction in this field of study. A discussion of these th eories appears below Disposition Theory The disposition theory postulates that job satisfaction levels closely tie with employee personality (Ghuman, 2014). According to Rast and Tourani (2012), different personality types predispose employee groups to different levels of satisfaction. The satisfaction standards are often constant for a long time. Longitudinal studies in the US have affirmed this fact by showing that personality types could cause stable and constant job satisfaction levels of up to five years, regardless of changes in careers (Rast Tourani, 2012). Motivator-Hygiene Theory The Motivator-Hygiene Theory uses different premises to investigate factors that affect job satisfaction. Unlike other organisational behaviour theories, it argues that job satisfaction and job dissatisfaction are not two ends of the same continuum (Ghuman, 2014). This assertion stems from studies, which have shown that the two concepts may be unrelated and sometimes separate (Shajahan, 2007).Adve rtising Looking for proposal on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Based on this understanding, the motivator-hygiene theory suggests that motivating factors, such as financial benefits, employee recognition programs and increased pay have a strong impact on job satisfaction (compared to employee personality and other inherent organisational factors) (Ghuman, 2014). Similarly, the motivator-hygiene theory argues that hygiene factors, working conditions, job security and similar environmental factors have a strong impact on job satisfaction levels within an organisation (Rast Tourani, 2012). Within this analogy, proponents of the concept say that an organisation that has poor hygiene factors is bound to suffer from low employee satisfaction levels (Shajahan, 2007). However, the opposite is false because the researchers affirm that the presence of motivating factors does not necessarily imply employee satisfaction. Ins tead, it implies the lack of dissatisfaction and (or) the presence of neutrality towards employee satisfaction (Shajahan, 2007). This assertion accounts for the complexity of employee satisfaction factors and indices. For example, it may explain why employees may be satisfied and dissatisfied at the same time. The motivation-hygiene theory supports the earlier assertion, which demonstrates that job dissatisfaction and job satisfaction are not two opposites of the same continuum, based on the premise that hygiene and motivational factors are different (independent). This theory is a product of the first attempts by researchers to distinguish between job satisfaction and dissatisfaction (Ghuman, 2014). Maslow’s Hierarchy of Needs Proponents of the Maslow’s hierarchy of needs theory name it after its founder, Abraham Maslow (Shajahan, 2007). It is among the first theories to explain the main contributors to job satisfaction. To do so, it identified five levels of human sa tisfaction – physiological needs, the need to feel safe, the need to belong, esteem factors, and self-actualisation factors (Shajahan, 2007). The theory postulates that most organisations should satisfy these needs in a hierarchical format, underlined by the following pyramid. Figure 1: Maslow’s Hierarchy of Needs (Source: King, 2009). Advertising We will write a custom proposal sample on Job Satisfaction Influence specifically for you for only $16.05 $11/page Learn More According to the diagram above, hierarchy of needs theory postulates that simple needs (low-level needs), such as physiological needs, need to be satisfied first before satisfying needs that are more complex (King, 2009). Generally, Abraham Maslow developed his hierarchy of needs theory to explain the human motivation for working (Rast Tourani, 2012). Nonetheless, its tenets have been widely applied in the human resource field to explain job satisfaction. In the work sett ing, financial rewards and health care benefits are some motivations that would help an employee to satisfy their most basic needs (physiological needs). Safety needs in the workplace could manifest through job security and a safe working environment (especially for manual labourers). After satisfying these needs, the proponents of the Maslow theory agree that most employees would feel a sense of belonging to the workplace (Rast Tourani, 2012). Such a manifestation could emerge through nurturing employee relationships (with colleagues or supervisors) and a renewed sense of team ownership. The last stage of self-actualisation manifests when employees strive to maximise their potential by growing and learning (King, 2009). For example, an employee may want to be a department head, or part of the management team, as a self-actualisation goal. Albeit all the levels in the hierarchy of needs may seem distinct, they contribute towards self-actualisation (King, 2009). Furthermore, they em phasise the need for organisations to meet basic needs first before moving to higher-level needs (Shajahan, 2007). Summary This literature review shows that many researchers have explored factors that affect employee job satisfaction. The hierarchy of needs theory, motivator hygiene theory and the dispositional theory are key frameworks highlighted in this paper. They offer a general understanding of the research issue. However, they lack a contextual understanding of factors that affect job satisfaction. For example, they do not specifically explain factors that affect job satisfaction in specific industries (different industries have unique external and internal factors affecting employee productivity). In this regard, there is a literature gap because the same factors that affect job satisfaction in the manufacturing industry are not likely to be the same factors that rank highly in influencing job satisfaction in a service-oriented industry, such as the airline industry.Advertis ing Looking for proposal on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Indeed, while researchers rarely contest the importance of job satisfaction to organisational performance and employee welfare, factors that influence job satisfaction vary (Rast Tourani, 2012). Based on this fact, this paper proposes a research study to evaluate the factors that influence job satisfaction in Emirates Airline. Formulation of Research Question The proposed study would build on existing research by providing a contextual understanding of job satisfaction. It would use general organisational factors (established by other researchers) that affect job satisfaction and extrapolate them to the context of the study to find out how they measure up to the dynamics of the service sector (airline industry). These organisational factors include working conditions, financial rewards and opportunities for advancement. They outline the premise for the formulation of research variables (independent variables). The dependent variable remains job satisfaction. Research Aim To find o ut factors that affect job satisfaction at Emirates Airline Research Questions To what extent do working conditions affect job satisfaction in Emirates Airline? To what extent does financial reward affect job satisfaction in Emirates Airline? To what extent do opportunities for career advancement affect job satisfaction in Emirates Airline? Hypotheses Working conditions have a significant impact on job satisfaction in Emirates Airline Financial Rewards have a profound effect on job satisfaction in Emirates Airline. The opportunities for career advancement have a non-significant impact on job satisfaction in Emirates airline. Methodology This section of the research proposal outlines details concerning the methods that I will use in the proposed study. It contains details about the subjects, measurements, data collection techniques, data analysis techniques and the research design. The following subsections of this paper explain these issues Research Design The proposed study wo uld be a mixed-method investigation of the factors affecting job satisfaction at Emirates airline. This research design is appropriate for the proposed study because it merges both qualitative and quantitative assessments of a research phenomenon (Hesse-Biber, 2010). The research issue has both attributes. For example, job satisfaction is subject to human behaviour, which is a product of qualitative assessments of perceptions and feelings. The proposed study would also include aspects of the quantitative research design in the data collection and data analysis processes because of the use of measurable attributes for investigation. Data Collection Subjects The sample population would comprise of 150 employees of Emirates Airline. This sample population is significant, relative to the population of employees who work for the airline. They would come from all departments of the airline and consist of both lower level and high-level workers. Measures The questionnaires would include a 7-point Likert scale for measuring the employees’ sentiments towards job satisfaction. The 7-point Likert scale would be appropriate to use in the proposed study because it gathers more accurate data compared to the 5-point Likert scale (Hesse-Biber, 2010). Furthermore, having 7-points of assessment would be enough to investigate the research phenomenon, without including too many response options that could confuse the respondents. Data Collection Method The proposed study would gather data using questionnaires. The researcher will administer them as a survey. Since Emirates Airline is large, the study would use a cross-section survey to make inferences about the entire employee population in the airline. Researchers recommend its use in large companies with large populations (Hesse-Biber, 2010). This support comes from the fact that it provides a snapshot of the entire population. Data Analysis The data analysis process of the proposed study would use descriptive statistic s to describe the basic features of the data collected. As opposed to inferential statistics, the use of descriptive statistics would help the researcher to provide summaries about the sampled data and measures. This analytical method would also simplify the large volumes of data collected from the employees. The study would also use the standard of deviation tool for the descriptive analysis. It would measure dispersion of the variables obtained. Stated differently, the statistical technique would help to identify the spread of values around the central tendency. The justification for using the standard of deviation is its prowess in providing accurate and detailed estimates of dispersion (Gaurav, 2011). This need emerges from the fact that outliers could exaggerate ranges. The standard of deviation technique would identify the relationship of each measurable value to the mean. Statistical Analysis The proposed study would use the multiple regression technique to investigate the re lationship between the independent variables and the dependent variable. The justification for using this statistical analysis tool is its ability to measure several independent variables and one variable at the same time (Gaurav, 2011). The proposed study has only one dependent variable – job satisfaction. The independent variables are working conditions, financial rewards and opportunities for career advancement. The multiple regression analysis would help to identify which of these independent variables have a strong influence on job satisfaction. Its capability in this regard comes from its proficiency in identifying the best predictors of job satisfaction, despite the multiplicity of independent variables. Discussion According to Gregory (2014), a dissatisfied employee, or a worker who is not interested in his /her job, could appear to be hardworking during the first years, or months, of working. However, eventually, such employees would be bored with their work because of a lack of motivation. Thereafter, they could resign and look for â€Å"greener pastures,† or where they believe they would enjoy job security or financial security. Organisations that often encounter such cases suffer from high employee turnover. Despite the academic contribution that the proposed paper would make in understanding factors that affect job satisfaction, the findings of the study would provide a contextual understanding of factors that affect job satisfaction in the airline industry. Job satisfaction is an important operational factor in service-oriented industries, such as the airline sector, because customer satisfaction and customer loyalty depend on employee input. Dissatisfied employees are not likely to treat customers well and in this regard, they are bound to cause customer dissatisfaction (Gregory, 2014). By understanding the main factors that affect job satisfaction in the industry, airlines could take proactive actions to improve the welfare of the ir employees and benefit from customer loyalty, improved sales numbers and such like factors. The findings of this study would also be useful to other airlines because Emirates has among the best performance records in the global aviation industry. Employee productivity is essential to its success and job satisfaction sits at the centre of the entire analogy (Shajahan, 2007). Therefore, by understanding the factors that influence employee satisfaction in the Middle East carrier, other airlines would be a step closer to reaching higher levels of success that Emirates Airline enjoys. The findings of this study would also help to expand the body of knowledge surrounding job satisfaction in the airline sector. Stated differently, it would ease the understanding of specific employee-satisfaction factors that relate to the industry. By using the findings of this paper, airline managers may identify possible areas to improve their organisational performance, increase customer satisfaction and improve profitability. Based on these contributions, employers (airlines) should focus on how they would satisfy their employees. The findings of this paper would provide them with a framework and direction to do so. References Gaspar, J., Bierman, L., Kolari, J., Hise, R., Smith, L. (2005). Introduction to Business. London, UK: Cengage Learning. Gaurav, K. (2011). Multiple Regression Analysis: Key to Social Science Research. London, UK: Grin Verlag. Ghuman, A. (2014). Management: Concepts, Practice Cases. London, UK: Tata Mcgraw-Hill Education. Gregory, K. (2014). The Importance of Employee Satisfaction. Retrieved from https://www.neumann.edu/ Hesse-Biber, S. (2010). Mixed Methods Research: Merging Theory with Practice. New York, NY: Guilford Press. King, P. (2009). Climbing Maslow’s Pyramid. New York, NY: Troubador Publishing Ltd. Rast, S., Tourani, A. (2012). Evaluation of Employees’ Job Satisfaction and Role of Gender Difference: An Empirical Study at Airlin e Industry in Iran. International Journal of Business and Social Science, 3(7), 91-100. Shajahan, S. (2007). Organisation Behaviour. New York, NY: New Age International. This proposal on Job Satisfaction Influence was written and submitted by user Griffin Hurst to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.