Dell Computers (a): Field Service for Corporate Clients [Hbs 9-603-067]

Case: Dell Computers (A): Field Service for Corporate Clients [HBS 9-603-067] 1. What are the key challenges DELL should be concerned with as it enters the large scale server market? Support service in server market is more critical than in personal computer market, especially when the server is a large scale one, since a problem in server even for a short time could cause serious problem in the customer’s business. Having realized the importance, competitors such as Hewlett-Packard and IBM reduced their response time to enhance the quality of their support service.Dell also is extraordinarily committed to high-quality service, they proposed the response time as short as four hours. In order to accomplish their guaranteed lead time in highly volatile situation, Dell has two big challenges. (1) They should train number of technicians for a high cost. Support service for servers cannot be mainly depended on call center or service website as Dell did for personal computers. (2) T hey have to keep their inventory higher than desired in their operating philosophy where they believed there is an inverse correlation between the amount of inventory and the quality of information. . Should DELL outsource the four hour service level support or should DELL provide the service with in-house resources? Why or Why not? Dell should provide the service with in-house resource if they are to â€Å"win† in the server market because it has been successful in personal computer market with the strategy of â€Å"Dell direct model†. The computer manufacturer’s strength in personal computer market was to deliver high quality products and services tailored to meet customers’ needs.Potential corporate customers will consider purchasing Dell’s server expecting the same thing for servers. Just like Kapoor was wondering, the customers will not buy their servers, if the quality of Dell’s products and services were worse than its competitorsâ₠¬â„¢. If Dell outsources the support service, the quality of service and products will decrease for two reasons. First, they cannot keep entire control over the support service if they cannot train their own technicians.As the case says they value the experience in customer interaction resulting in high quality of their service. They cannot expect the same thing from another company who would do the service on behalf of Dell. Second, Dell has been able to improve the quality of its products by directly interacting with its clients and using the feedback from support service. If Dell loses the source of information or compromise the quality of information, the company will have difficulty to maintain its reputation in product quality.The information from the in-house support service will also help to keep its server parts inventory lean, given they can better estimate the needs of those parts with more accurate information. Of course the company could reduce training cost by outsourc ing support service. However, the price elasticity in server market is lower than in personal computer market since the potential problem that can be caused by bad support service and product is critically serious. Reliability is more important than the cost or the price they could reduce by outsourcing and compromising the quality of their service and product. . If DELL outsources the service support, then should it use IBM as a vendor to provide the service support? Why or Why not? Dell should not use IBM as a provider of the support service even if it decides to outsource the service. IBM may seem to be an attractive service provider because they are the one who can do the job the best. The company has more than 135,000 specialists in support service as well as long and extensive industry experience. However, IBM is a competitor in server market, the strongest one considering their market share.Even though IBM is willing to provide service to Dell, we cannot be sure that it will provide the same quality of service to Dell’s customers as to their customers. Furthermore, if IBM could interact with Dell’s customer frequently, there always is a chance for them to take the customers from Dell. The service provider could obtain critical information regarding Dell’s product, which could also be a cause for competitive loss for Dell. Again, Dell should not lose its opportunity to directly interact with their customer especially to their worst enemy in order to win in the market.

Engineer

Concentrated Knowledgeâ„ ¢ for the Busy Executive Vol. 24, No. 8 (2 parts) Part 1, August 2002 †¢ Order # 24-19 FILE: LEADERSHIP  ® Realizing the Power of Emotional Intelligence PRIMAL LEADERSHIP THE SUMMARY IN BRIEF Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions. Humankind’s original leaders earned their place because their leadership was emotionally compelling. In the modern organization this primordial emotional task remains.Leaders must drive the collective emotions in a positive direction and clear the smog created by toxic emotions whether it is on the shop floor or in the boardroom. When leaders drive emotions positively they bring out everyone’s best. When they drive emotions negatively they spawn dissonance, undermining the emotional foundations t hat let people shine. The key to making primal leadership work to everyone’s advantage lies in the leadership competencies of emotional intelligence; how leaders handle themselves and their relationships. Leaders who exercise primal leadership drive the emotions of those they lead in the right direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The Vital Emotional Component of Leadership Page 2 Why Good Leaders Must Read Emotions Pages 2, 3 The Four Dimensions Of Emotional Intelligence Pages 3, 4 The Leadership Repertoire Pages 4, 5 What You’ll Learn In This Summary In this summary, you will learn the secrets of primal leadership by: ? Understanding what primal leadership is and why, when practiced correctly, it creates resonance in your organization. ? Understanding the neuroanatomy that underlies primal leadership and what emotional intelligence competencies you need to succeed. Understanding the six leadership styles you can use — from visi onary to coaching to pacesetting — to inspire others, and when to use each one. ? Understanding who you are and what you need to change to become a primal leader, and then develop a plan to make those changes. ? Learning how to build emotionally intelligent organizations. Published by Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA  ©2002 Soundview Executive Book Summaries †¢ All rights reserved. Reproduction in whole or part is prohibited. Developing Emotionally Intelligent Leaders Pages 5, 6 The Motivation to ChangePages 6, 7 Building Emotionally Intelligent Organizations Pages 7, 8 Reality and the Ideal Vision Page 8 Creating Sustainable Change Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee — THE COMPLETE SUMMARY The Vital Emotional Component of Leadership Gifted leadership occurs where heart and head — feeling and thought — meet. These are the two things that allow a leade r to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone won’t make a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating resonance.As a result, the manner in which leaders act — not just what they do, but how they do it — is a fundamental key to effective leadership. The reason lies in the design of the human brain. Laughter and the Open Loop A study at Yale University showed that among working groups, cheerfulness and warmth spread most easily. Laughter, in particular, demonstrates the power of the open loop in operation. Unlike other emotional signals which can be feigned, laughter is largely involuntary. In a neurological sense, laughing represents the shortest distance between two people because it instantly interlocks limbic systems.This immediate, involuntary reaction might be called a limbic lock. Laughter in the workplace signals trust, comfort, a nd a shared sense of the world. a management team that did not get along, the poorer the company’s market return.  ¦ The Open Loop The brain is an open loop. We rely on connections with other people for our emotional stability. Scientists describe the open-loop system as â€Å"interpersonal limbic regulation,† whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms and even immune function inside the body of another.Other people can change our very physiology and our emotions. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her flavor to the mix. Negative emotions — especially chronic anger, anxiety or a sense of futility — powerfully disrupt work, hijacking attentions from the tasks at hand. On the other hand, when people feel good, they work at their best. Feeling good lubricates mental efficiency, making people better at understanding information and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, make more sales, in part because they are able to withstand rejection better than their more pessimistic peers. A study on 62 CEOs and their top management shows just how important mood is. The CEOs and their management team members were assessed on how upbeat — energetic, enthusiastic and determined — they were. They were also asked how much conflict the top team experienced. The study found that the more positive the overall moods of people in the top management team, the more cooperative they worked together and the better the company’s business results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of being continually off-key. Ranging fr om abusive tyrants to manipulative sociopaths, dissonant leaders are out of touch and create wretched workplaces (continued on page 3) The authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee, who is a member of the faculty of the University of Pennsylvania Graduate School of Education, consults to business leaders worldwide. Copyright © 2002 by Daniel Goleman. Summarized by permission of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, 175 Fifth Avenue, New York, NY 10010 (for audio rights). 306 pages. $26. 95. 0-57851-486-X.Published by Soundview Executive Book Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a divis ion of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions: $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices. Postmaster: Send address changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright  © 2002 by Soundview Executive Book Summaries.Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) Multiple-subscription discounts and Corporate Site Licenses are also available. . 2 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) Leadership and the Brain’s Design New findings in brain research show that the neural systems responsible for the intellect and for the emotions are separate, but have intimately interwoven connections.This brain circuitry provides the neural basis of primal leadership. Although our business culture places great value in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain — our emotional center — commandeers the rest of our brain. There is a good reason for this. Emotions are crucial for survival, being the brain’s way of alerting us to something urgent and offering an immediate plan for action — fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The trigger point is the amygdala, a limbic brain structure that scans what’s happening to us moment by moment, always on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. Tod ay we face complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked — swept away by anxiety or anger better suited for handling bodily threats than office politics.Fortunately, emotional impulses pass through other parts of the brain, from the amygdala through the prefrontal area. There an emotional impulse can be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological superhighway. The emotional intelligence competencies hinge on the smooth operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ? — although they have no idea how destructive they are, or simply don’t care.Meanwhile, the collective distress they trigger becomes the group’s preoccupation, deflecting attention away from their mission. Emotionally Intelligent Resonance Resonant leaders, on the other hand , are attuned to their people’s feelings and move them in a positive emotional direction. Resonance comes naturally to emotionally intelligent leaders. Their passion and enthusiastic energy resounds throughout the group. When there are serious concerns, emotionally intelligent (EI) leaders use empathy to attune to the emotional registry of the people they lead.For example, if something has happened that everyone feels angry about (such as the closing of a division) or sad about (such as a co-worker’s serious illness) the EI leader not only empathizes with those emotions, but also expresses them for the group. The leader leaves people feeling understood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They share ideas, learn from one another, make decisions collaboratively, and get things done. Perhaps most important, connecting with others at an emotional level makes work more meaningful.  ¦ The Four Dimensions Of Emotional Intel ligenceThere are four domains to emotional intelligence: selfawareness, self-management, social awareness and relationships management. Within the four domains are 18 competencies. These competencies are the vehicles of primal leadership. Even the most outstanding leader will not have all competencies. Effective leaders, though, exhibit at least one competency from each of the domains. The four domains and their competencies are listed below: Self-awareness ? Emotional self-awareness: Reading one’s own emotions and recognizing their impact and using â€Å"gut sense† to guide decisions. Accurate self-assessment: Knowing one’s strengths and limits. ? Self-confidence: A sound sense of one’s self-worth and capabilities. Transparency: Displaying honesty, integrity and trustworthiness. ? Adaptability: Flexibility in adapting to changing situations or overcoming obstacles. ? Achievement: The drive to improve performance to meet inner standards of excellence. ? I nitiative: Readiness to act and seize opportunities. ? Optimism: Seeing the upside in events. Social Awareness ? Self-management ? Emotional self-control: Keeping disruptive emotions and impulses under control.Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns. ? Organizational awareness: Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries  ® 3 Primal Leadership — SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? Service: Recognizing and meeting follower, client or customer needs. Relationship Management ? Inspirational leadership: Guiding and motivating with a compelling vision. ? Influence: Wielding a range of tactics for persuasion. Developing others: Bolstering others’ abilities through feedback and guidance. ? Change catalyst: Initiating, managing and leading in new directions. ? Building bonds: Cultivating and maintaining relationship webs. ? Teamwork and collaboration: Cooperation and team-building.  ¦ The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct approaches to leadership. Four of the styles — visionary, coaching, affiliative and democratic — create the kind of resonance that boosts performance. The other two — pacesetting and commanding — should be applied with caution. nd fostering friendly interactions. When leaders are being affiliative, they focus on the emotional needs of workers, using empathy. Many leaders who use the affiliative approach combine it with the visionary approach. Visionary leaders state a mission, set standards, and let people know whether their work is furthering group goals. Ally that with the caring approach of the affiliative leader and you have a potent combination. 4. Democratic. A democratic leader builds on a triad of EI abilities: teamw ork and collaboration, conflict management and influence. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBM’s Louis Gerstner, an outsider to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, restricted to settings where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t (continued on page 5) The Six Styles of Leadership 1. Visionary. The visionary leader articulates where a group is going, but not how it gets there — setting people free to innovate, experiment and take calculated risks. Inspirational leadership is the emotional intelligence competence that most strongly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leader’s vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and understand their perspectives helps leader articulate a truly inspirational vision. 2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. Effective coaching exemplifies the EI competency of developing others, which lets a leader act as a counselor.It works hand in hand with two other competenc ies: emotional awareness and empathy. 3. Affiliative. The affiliative style of leadership represents the collaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social agency, there were clearly problems. Her predecessor had mired the agency in rules that the talented staff the agency had attracted because of its mission found draining. Despite increased needs for the agency’s services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the future and tapped into the compassion and dedication they felt. She voiced their shared values whenever she could. She guided them in looking at whether how they did things furthered the mission, and together they eliminated rules that made no sense. Meanwhile, she modeled the principles of the new organization she wanted to create: one that wa s transparent and honest; one that focused on rigor and results. Then Leroy and her team tackled the changes. The agency’s emotional climate changed to reflect her passion and commitment; she set the tone as a visionary leader.Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY The Leadership Repertoire (continued from page 4) The Case of Too Much Pacesetting The superb technical skills of Sam, an R&D biochemist at a large pharmaceutical company, made him an early star. When he was appointed to head a team to develop a new product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by working late and offering himself as a model of how to do first-class scientific work under tremendous deadline pressure.His team completed the task in record time. But when Sam was selected to head R&D, he began to slip. Not trusting the capabilities of his subordinates, he refused to delega te power, becoming instead a micro-manager obsessed with details. He took over for others he perceived as slacking, rather than trust that they could improve with guidance. To everyone’s relief, including his own, he returned to his old job. trust them to get their job done. The emotional intelligence foundation of a pacesetter is the drive to achieve through improved performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team building of the affiliate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesn’t bother to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek tight control and monitoring. Of all the leadership styles, the commanding approach is the least effective. Consid er what the style does to an organization’s climate.Given that emotional contagion spreads most readily from the top down, an intimidating, cold leader contaminates everyone’s mood. Such a leader erodes people’s spirits and the pride and satisfaction they take in their work. The commanding style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a hostile take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on three emotional intelligence competencies: influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track.  ¦ Developing Emotionally Intelligent Leaders The key to learning that lasts lies in the brain. Remember that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended practice and feedback. The limbic system is a slow learner, especially when trying to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership learning requires plenty of practice and repetition. That’s because neural connections used over and over (continued on page 6) Boyatzis’s Theory of Self-Directed Learning Practicing the new behavior, building new neural pathways through to mastery 1. My ideal self: Who do I want to be? 2. My real self: Who am I? 5. Developing trusting relationships that help, support and encourage each step in the process 4. Experimenting with new behavior, thoughts and feelingsMy strengths: Where my ideal and real self overlap My gaps: Where my ideal and real self differ 3. My learning agenda: Building on my strengths while reducing gaps Soundview Executive Book Summaries  ® 5 Primal Leadership — SUMMARY How One Leader Changed When Nick, a star salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the bottom quartile. He hired leadership consultants, who determined what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was encouraged to focus on his salespeople’s performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman — empathy, self-management and inspiration — transferred well. He seized the opportunity to work one-on-one and stifled his impulse to jump in when he got impatient with someone’s work. Eighteen months later, the agency had moved from the bottom to the top and Nick became one o f the youngest managers to win a national award for growth. The Motivation to Change The first discovery — the ideal self — is where change begins.Connecting with one’s passion, energy, and excitement about life is the key to uncovering your ideal self. Doing so requires a reach deep inside. You, Fifteen Years from Now Think about where you would be sitting and reading this summary if it were fifteen years from now and you were living your ideal life. What kinds of people are around you? What does your environment look and feel like? What would you be doing during a typical day? Don’t worry about the feasibility. Just let the image develop and place yourself in the picture. Write down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding prin ciples are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience before you die. Doing so will open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership development must be self-directed. You must want to develop or strengthen an aspect of who you are or who you want to be. This requires first getting a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves five discoveries, each representing a discontinuity. The goal is to use each discovery as a tool for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the following stages: ? The first discovery: My ideal self — Who do I want to be? ? The second discover y: My real self — Who am I?What are my strengths and gaps? ? The third discovery: My learning agenda — How can I build on my strengths while reducing my gaps? ? The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery: Developing supportive and trusting relationships that make change possible.  ¦ Look at Your Real Self Once you see your ideal self, you need to look at your real self — the second discovery. Then, and only then, can you understand your strengths. Taking stock of your real self starts with an inventory of your talents and passions — the person you actually are.This can be painful if the slow, invisible creep of compromise and complacency has caused your ideal self to slip away. How do you get to the truth of your real self? You must break through the information quarantine around you. Actively seek out negative feedback. You can do this using a 360-degree ev aluation — collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your strengths and gaps. Do this by creating a personal balance sheet, listing both.Don’t focus solely on the gaps. Metamorphosis: Sustaining Leadership Change It’s now time to develop a practical plan to learn leadership skills, which is the third discovery. Focus on improvements you are passionate about, building on your strengths while filling the gaps. Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that: (continued on page 7) 6 Soundview Executive Book Summaries  ® Primal Leadership — SUMMARY Are You a Boiling Frog? If you drop a frog into boiling water, it will instinctively jump out.But if you place the frog in a pot of cold water and gradually increa se the temperature, the frog won’t notice the water’s getting hotter. It will sit there until the water boils. The fate of that poached frog isn’t so unlike some leaders who settle into a routine or let small conveniences solidify into large habits — and allow inertia to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical mass of resonant leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. Groups only begin to change when they understand how they work, especially if there is discordance. They must understand what the underlying group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strength s. ? Goals must be your own, not someone else’s. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is superior to that of the brightest individual in the group — unless the group lacks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You can’t (and only when) assume that the force of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive people’s behavior. Don’t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must address the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting Stage The fourth discovery requires you to reconfigure your brain as you practice new behaviors to the point of mastery.You can only do this by bringing bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. Envision yourself repeating the behavior you want to master ov er and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections necessary for genuine change to occur. Supportive and Trusting Relationships Finally, begin applying the fifth discovery — the power of supportive relationships. For anyone who has gone through leadership development that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological safety.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and avoid risk-taking change. Where can you find these relationships? One approach is to find a mentor. Another is to hire an executive coach.  ¦ Maximizing the Group’s Emotional Intelligence A group’s emotional intelligence requires the same cap abilities that an emotionally intelligent individual does — self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood from spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries  ® 7 Primal Leadership — SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way location and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the member’s anger is allowed to fester, it will infect the whole team. But if instead, the leader acknowledges the sacrifice the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collecti ve self-awareness. This is the true work of the team leader. Initiate the process by looking at what’s really going on in the group. Uncover the team’s less-productive norms and work with the team to change them.  ¦ Shoney’s Transformation The Shoney’s restaurant chain had a close-knit group of executives at the top — people who knew each other well, shared history and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boy’s network of white male senior executives with an underlying culture that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who alleged discrimination. A cadre of new leaders have changed the company’s culture and broadened opportunities so much that ten years later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred beca use the lawsuit was a wake-up call regarding the reality of the company’s dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question the emotional reality and cultural norms underlying the organization’s daily activities and behavior. To create resonance and results, the leader has to pay attention to people’s emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance and dissonance. The overall ratio determines the organization’s emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotiona lly intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. That’s because new leadership means a new mindset and new behaviors, and in order for these to stick, the organization’s culture, systems and processes all need to change.Let’s say that as a leader, you get it. You’ve set the stage by assessing the culture, examining the reality and the ideal. You’ve created resonance around the idea of change, and you’ve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their daily work as a learning laboratory. That process must also be self-directed and include the following elements: ?A tie-in to the organization’s culture. ? Seminars emphasizing individual change. ? Learning abou t emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching.  ¦ Dynamic Inquiry A process called dynamic inquiry can help you discover an organization’s emotional reality — what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand what’s getting in its reality. the way.The process uses focused conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum. People feel inspired and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision — one that is in sync with individual hopes and dreams .  ¦ 8 Soundview Executive Book Summaries  ®

Felony Inmates Reintegration Back Into Society Essay

Felony Inmates Reintegration Back Into Society - Essay Example There are various felony crimes that could be committed and that have been committed. According to Criminal Law Attorney, felony crimes constitute offenses which are more serious and heavier than misdemeanor crimes like public intoxication and petty theft (2012). The penalty for felony crimes includes fines, incarceration and other punitive punishments. A person convicted of felony crime in a court of law is referred to as a felon (Hattery & Smith, 2010). The rights of convicted felons would often be revoked, for example, the right to vote, the right to bear arms and the right to offer service in the military. Felony crimes could be categorized according to the degree which shows the severity of crime. Of all the felony crimes in this categorization, the most serious are first degree crimes. The definitions of these degrees vary depending on the state or federal laws applicable and also depending on the presiding jurisdiction. While some felony offenders would be tried through the system of state criminal justice, others would be tried through the federal court system. These would be governed by state laws and federal laws respectively. This means that despite the similarity in some types of felony crimes, the outcome could be different depending on where they were tried. Similarly, these crimes could be categorized into two; ones that are violent by intent or act and those ones that are not. Non-violent felony crimes are usually considered as white collar crimes. They would mostly be committed in businesses or professional set-ups with the aim of gaining financially at the expense of another person’s loss. ... These convictions make up about 4% of federal convictions as compared to over 16% in state convictions (Hattery & Smith, 2010). Arson refers to an offense that involves maliciously damaging a building, vessel, inhabited structure or any property through fire or explosive (Travis & Visher, 2005). There are other felony offenses that are neither violent in nature nor intent and include burglary, fraud, forgery and larceny. O’Brien (2010) observed that about 67% of convictions for property felony crimes lead to incarceration. Other non-violent crimes include drug trafficking and possession and about 90% of those convicted of crimes related to drugs face incarceration (Hattery & Smith, 2010). The penalties for felony have been classified into tiers depending on each state’s arrangement. They are often categorized in alphabetical and numerical classes like Class 1, Class A and first degree felony, with crimes in a class bearing similar punishment. Other categories could incl ude Class 2, Class B and second degree classes and Class 3, Class C and third class felonies. Murder felony charges and capital punishment would be in their own category. Federal felony classifications have crimes divided from Class A to Class E charges, which determine the fine to be charged depending on the severity of crime and the offender’s prior criminal records. Generally, felonies convicted on State level are less harsh than Federal punishments (Allard, 2002). How well do inmates regain or create family bonds after incarceration? The terms of incarceration for felony cases vary greatly but usually above one year and could even go to one having a life sentence. According to Scirmer, Nellis and Mauer, M. (2009), 1.7 million American children had their

Governments and the arts week 9 Assignment Example | Topics and Well Written Essays - 250 words

Governments and the arts week 9 - Assignment Example The programs were a good avenue for the citizens to be employed through displaying of their artistic skills. The average wage was roughly $75 per work. The Work projects Administration was a noble idea during the Great Depression. A number of writers were contracted by the government to record and document the historical moment. As a matter of fact, the Library Congress has got more than 2,900 articles from the Federal Writers’ Project and WPA. Through this project, 3,789 artists were hired thus reducing unemployment (Adler, 2009), something rare during a depression. The good thing with artists is, they actualize the real event as they happen. Through such projects, it was possible in improving the country’s language because it was the best avenue of sharing the vernacular speech. For instance the narrator of Invisible man used a series of philosophical questions thus providing a range option. The U.S. Government displays the artifacts in museums to make sure the culture is still evident to the current public. For instance, the use of graffiti on cars could not have been familiar in the present world if it was not displayed through art. President Franklin Roosevelt was a political and social star who came up with social programs that were of great benefit to the country’s citizens. While understanding the outrageous effect of racial discrimination at such times, the use of such programs helped in bringing equality since art expressed what each group wanted. In addition, it was a source of employment, which helped reduce the effect of the Great Depression. Adler Jerry. (2009, June). 1934: The Art of New Deal. Smithsonian magazine. Retrieved on 2nd Dec 2014 from:

Advanced critical writing Essay Example | Topics and Well Written Essays - 1000 words

Advanced critical writing - Essay Example This is especially the case where employees are set for promotion and career growth. The noble cause of training and developing the human resources is however not without flaws. Training carries potential financial risks and brain drain, especially when trained employees quit immediately after receiving the training. In light of this, training should be accompanied by best practices in employee management such as motivation and proper staffing in order to achieve the best outcomes. This paper argues that employee training is vital to organizations and individual staffs. Employee training and development improves the performance by eliminating most of the weaknesses in the staffs in the workplace. A training initiative enables the organization to sharpen those skills needed by each staff to limit errors and carry out tasks satisfactorily and within a reasonable duration of time (Jayakumar, David, & Sulthan, 2014). Such programs bring all the staffs covered by it to a higher pedestal where the skill-sets and knowledge are relatively uniform. This limits any weaknesses within the human resources which may otherwise prompt heavy reliance on a few staffs to complete certain tasks. Providing the vital training and development creates generally knowledgeable workforces who can stand in for one another and thus improve functioning teams that can work independently without continuous assistance and supervision (Sung, & Choi, 2014). In addition, Latif, Jan and Shaheen (2013) suggested that training limits employee burnout and high turnover rates which otherw ise would be ubiquitous in a workplace environment where the company relies of a few skilled employees to perform non-technical jobs. A structured employee training and development initiative ensures that the staffs have reliable experience and contextual knowledge to handle virtually any corporate challenge which they may come across. Jayakumar, David and

Borderline Personality Disorders Research Paper

Borderline Personality Disorders - Research Paper Example Often patients who are difficult are labeled with the disorder without fully exploring all other possible explanations for behavior (Wirth, 2001). While it is considered one of the most often diagnosed conditions in the clinical setting with 10% of the population suffering from the disorder, one of the problems in asserting a defined prevalence of the disorder is that often it is associated with addictive behaviors or misdiagnosed (Swift 2010). There are three primary theories that guide the treatment of borderline personality disorder. Clinicians look to biological, cognitive-behavioral, and psychodynamic causes in order to approach an effective course of treatment (Gunderson and Links, 2008). In the assessment of behavior disorders, finding a cause can be an illusive prospect. One of the predominant issues with the disorder is the overwhelming feminization of the condition, the diagnosis being one of the first areas of concern when treating a female patient. The relationship that w omen have with their social environment is a primary concern in the diagnosis of borderline personality disorder. ... The disorder can define the future of those who suffer from its effects with a series of unstable and unsuccessful relationships. Self-destructive behaviors will also be common creating an inability to find success and move forward into a stable and secure life. The criteria for diagnosis will appear in early adulthood marked by a variety of effects within variations of context. The primary diagnostic criteria include emotional instability, inappropriate or intense anger, self-destructive acts, impulsivity, unstable relationships, identity disturbance, and chronic feelings of emptiness or boredom (Wirth-Cauchon, 2001). These basic criteria is further defined by a list of contexts from which a refined diagnosis can be assessed (see Appendix 1). The condition has the highest prevalence amongst women, one of the primary causes appearing to be sexual abuse in childhood with a variety of effects then manifesting as a result later in adulthood. As well, other forms of abuse such as neglect , emotional abuse, or physical abuse have appeared as precursors to the development of the disorder. In a study that compared other patients to BPD patients, 71% had suffered traumas of physical abuse while 68% had suffered sexual abuse, while 62% had witnessed serious domestic violence (Wirth-Cauchon, 2001, p. 66). The most common comorbidity associated with BPD is that of substance abuse. However, according to Lee, Bagge, Schumacher, and Coffey (2010), the effects of BPD are no higher or lower in substance abusers as they are in non-substance abusing patients. Therefore, the substance abuse seems to be a part of the of the self-destructive behavior rather than a

Eco-Centric Valuation of Nature Essay Example | Topics and Well Written Essays - 750 words

Eco-Centric Valuation of Nature - Essay Example The source document of the definition of sustainable development is the Brundtland Report, which is a resource released by the United Nations World Commission on Environment and Development. Also known as â€Å"Our Common Future†, this report was published in 1987 in order to provide environmental agencies and national governments with information on how to achieve an environmental condition that continuously supports itself (Mebratu, 1998). This report poses a number of potential conflicts, based on the principles that are governs. Firstly, the term sustainable development is largely anthropocentric, which thus focuses on the needs of the population and less on the ecosystem or natural condition. It may be possible that the requirements of the ecosystem may not be fully addressed, including that of the carrying capacity of a habitat in supporting a defined population size. Sustainable development is also focused on maximizing the potential of production of a particular produc t and thus despite the efforts of avoiding any serious perturbations to the ecosystem (Bestor, 2001). It is thus still possible that the optimal conditions for growth and maturation of an ecosystem could be hindered and ultimately not achieved by the principles supported by this concept (Farrell and Hart, 1998). Sustainable living pertains to a lifestyle that campaigns for the activities that would maintain the natural resources and the environment (Norton, 2005). One of the most visible activities associated with sustainable living is the reduction of fossil fuels and other air pollutants to the environment.

Comparison of the novel by Robert Penn Warren and the film Adaptation Essay - 2

Comparison of the novel by Robert Penn Warren and the film Adaptation - Essay Example However, the substance of the prose will highlight how successful was the screenplay in projecting the character’s emotion and their conflicts. One of the turning points in the entire story was how the relationship between Judge Irwin and Jack Burden was affected by the on-going power struggle of Willie Stark. Jack’s character is torn between the man, who had always been a father figure to him throughout his life and the man, who was everything he had wanted to be. In the book, Jack confronts Judge Irwin about the only scandal in his otherwise sterling career and personal life. The Judge admits to his sin as Jack openly blackmails him. The judge seems resolute and does not give in to his blackmail and later on Jack discovers through his mother that not only did Judge Irwin commit suicide, but he was also his biological father. (Warren, 2002) The book clearly elaborates upon the irony of their conflict, as the Judge bequeathed him the same dirty money that Jack was blackmailing him over. The conflict between Judge Irwin and Jack is depicted in a completely different light in the 1949 adaptation; as Judge Irwin’s character was replaced by Judge Stanton and the dramatic discovery of Jack’s paternity was completely omitted. The 2006 version did include this part and besides the dramatic finding, the movie shows a compelling exchange between the two characters; Judge Irwin hints at a dark secret but doesn’t reveal it that prepares the audience for what is to come and emboldens the element of suspense in the novel. (Zaillian, 2006) The movie depiction of this scenario somehow makes more sense than the book’s description. It wasn’t any flaw on part of the author but the actors and their respective involvement in their roles successfully projected the intensity of the emotion and the conflict they were embroiled in. The climax of the story is reached with Stark’s

Ethics and Law Coursework Example | Topics and Well Written Essays - 500 words

Ethics and Law - Coursework Example According to Williams, law includes the codes of conducts that are developed and made obligatory by the authority for every member of the society or a particular group, state or community (p 51). The state sets punishments that are meted on individuals who contravene the codes of conduct. Laws are supposed to be adhered to regardless of their ethical connotation. A law abiding citizen enjoys his/her freedom regardless of whether the laws are suppressive. In other words, development of state laws is independent of the ethics. Ethics on the other hand is concerned with human behavior. It is about how people conduct themselves in the presence or absence of others. Tingle and Cribb view ethics as the moral values against which humans evaluate behavior (p 66). Generally, humans evaluate ethical behavior on the basis of doing to others what they would like to be done to them. This means that if a person hurts another, that is unethical because he/she would not like the same to occur to him /her. In contrast, the law seeks to protect the rights of individuals and the general public based on a common understanding of what is good for them. For example, a government sets laws to protect the rights and freedoms of its citizens, which may not be granted in another state. An officer in the public service is a servant of the state and hence the government. He/she is required to demonstrate professional ethics while undertaking his/her duties. On the other hand, he is obligated to the statutory duties that surpass his/her moral background. He/she is supposed to perform his/her duties according to the laws that govern the particular field. For example in some states, a parent who is convicted of dealing or using illegal drugs is denied parenting rights. The child or children are adopted as the parent serves the prison sentence. The judge who takes away parenting rights is guided by the

Arendt-Theory of Totalitarianism Essay Example for Free

Arendt-Theory of Totalitarianism Essay Hannah Arendt is widely regarded as one of the most important, unique and influential thinkers of political philosophy in the Twentieth century. Arendt was greatly influenced by her mentor and one time lover, Martin Heidegger, whose phenomenological method would help to greatly shape and frame Arendt’s own thinking. Like Heidegger, Arendt was sceptical of the metaphysical tradition which tended towards abstract conceptual reasoning; ultimately at odds with the reality of human lived experience. Consequently, Arendt was highly dubious of being referred to as a philosopher, as she felt philosophy was, by its own essence, confined to the proverbial ivory tower. She believed political life was at the apex of human experience and so she identified as a political thinker/actor. Her emphasis on the phenomenological nature of the lived political experience permeates her life’s works and perhaps can be said to constitute her own distinct brand of political philosophy. Arendt’s early publication, Ideology Terror: A Novel Form of Government, is a profound elucidation of the nature of the theretofore unprecedented (she argues) phenomenon of Totalitarianism and its â€Å"origins elements and functioning † A Novel Form of Government: Arendt posited that the totalitarian forms of â€Å"government and domination† (Arendt. 03) which characterised the Nationalist Socialist party in Germany and Stalin’s oppressive regime in Soviet Russia, which saw systematic genocide and terror visited upon literally millions of innocent people, were unprecedented in the history of political systems, and were not mere modern manifestations of ancient forms of violent government such as despotism or tyranny. She went further even, to suggest that totalitarian systems had destroyed the very foundations upon which traditional ideas and presuppositions of government rested. Although totalitarianism seemed to contain elements of tyrannical or despotic forms of government i. e. terror, violence, absolute power etc Arendt contended that totalitarian regimes differed in important ways which rendered them qualitatively distinct. Tyranny and dictatorships, she argues are marked by â€Å"Arbitrary power, unrestricted by law, yielded in the interest of the ruler and hostile to the interests of the governed, on one hand, fear as the principle of action, namely fear of the people by the ruler and fear of the ruler by the eople †(Arendt. 306) Terror, according to Arendt, has traditionally been used as a means to an end, or tool for tyrannical regimes, namely the end of maintaining and sustaining a position of power over its subjects. Totalitarian systems however, do not function in this way, ideologically at least, According to Arendt. â€Å"total terror leaves no arbitrary lawlessness behind it and does not rage for the sake of some arbitrary will or for the sake of despotic power of one man against all. † (Arendt. 311) Context and Content: In order to understand the nature (if there is one) of Totalitarianism forms of government, it is important first to understand both their historical contexts and the Ideologies which underpin them, as Totalitarian regimes, are by their nature ideological, as Arendt shows. Take for example National Socialism, the political ideology which took root in Germany during the 1930’s, characterised by militant nationalism and overtly inherent racism. The context in which the Nazi party rose to prominence was the extreme devastation, debt and resulting poverty and hunger left in Germany in the wake of the First World War. It can indeed be argued that Adolph Hitler’s demagoguery and flair for rousing public sympathy with his intense speeches, was also crucial to the widespread proliferation, acceptance and support for Nazi ideology, at a time when people yearned for a clear solution to their plight and poverty. Hitler’s bellicose rhetoric displayed a typical trait of ideologies; a final solution, the idea that the answer to all of life’s problems can be understood and solved by following a particular stringent course of action determined by a single unambiguous worldview. Ideologies-isms, which to the satisfaction of their adherents can explain everything and every occurrence by deducing it from a single premise† (Arendt. 315) Nazi Ideology had at its core, a politically and indeed racially motivated perversion of the Darwinian concept of a natural hierarchy of species, in which the stronger/more successful species would inevitably replace the weaker ones. Darwin’s profound insight into the ways in which organisms evolve was warped and misrepresented by the Nazis, who filtered it through their racist and nationalist worldview, justifying the extermination of Jews and other supposed degenerate races by claiming they were following and indeed implementing a Law of Nature. In Darwin, Arendt explains, the Nazi party had found what they saw as an unbending Natural Law, the very source from which positive (manmade) laws had been traditionally derived. far from being lawless, it goes to the sources of authority from which positive laws received their ultimate legitimation† (Arendt. 307) Arendt argues that this Law of Nature was taken to be a suprahuman edict which was used justify their campaign of terror and genocide, and furthermore usurp any positive laws which were counter-productive to their cause. Nature itself mandated the extermination of lesser â€Å"degenerate† races according to Nazi ideology. And so the carryin g out and indeed hastening of the process of this â€Å"Natural† decree was the end which the Totalitarian regimes sough to effect. In fact, Totalitarian ideology sought for the actual societal embodiment of these supposed Laws of history and nature, and asserted that by the strict implantation and of these laws, a utopia on Earth would be realised. â€Å"the Law of Nature or the law of History, if properly executed, is expected to produce mankind as its end product† (Arendt. 307) Arendt is highly critical of this thinking which she describes as particular to Totalitarian government. One of the most obvious critiques which she makes is the complete disregard in this line of thinking for basic anthropological concerns i. e. ow humans actually tend to behave and function. â€Å"It applies the law directly to mankind without bothering with the behaviour of men Totalitarian policy claims to transform the human species into an active unfailing carrier of a law to which human beings otherwise would only passively and reluctantly be subjected† (Arendt. 307) Terror as the essence of Totalitarian rule: Built into the notion of executing the Laws of nature and history is an inherent eschewing of the legitimacy, importance and even relevance of manmade or positive laws, which are intended to govern and ease the functioning of societies in which people participate. The denial of positive laws and their replacement with the bringing into effect, a Law of Nature or indeed a Law of History as per Totalitarian ideology, is, Arendt argues largely what separates Totalitarian regimes from despotism and tyranny. Because they drew their justification from the very source of all positive laws i. e. Natural law, Totalitarian regimes were able to substantiate this denial of the legitimacy of positive laws by claiming that in aiming to produce the perfect rule of Natural Law on earth, that mankind itself would become the very â€Å"embodiment of the law† (Arendt. 08) By claiming to actualise and bring into effect fundamental laws which determine the inevitable course of history by establishing the perfect rule of Natural law on earth through use of terror, Totalitarian regimes subvert at the same time traditional notions of government and also notions of the utility of terror. Terror was no longer merely an arbitrary tool of oppression, (although it was of course the methodology with which the terrible ideology of Totalitarianism was realised) Terror was itself the embodied form which submission to the supposed Law of Nature took, or as Arendt puts it â€Å"Terror as the execution of a law of movement Arendt. 311)† Terror was in fact now the end goal itself; as such Terror is indeed Totalitarianism’s essence. Arendt uses a good analogy to illustrate this point. â€Å"the absence of crimes in any society does not render laws superfluous but, on the contrary, signifies their most perfect rule-so terror in totalitarian government has ceased to be a mere means for the suppression of opposition, though it is also used for such purposes. Terror becomes total when it becomes independent of all opposition; it rules supreme when nobody any longer stands in its way. If lawfulness is the essence of non-tyrannical government and lawlessness is the essence of tyranny, then terror is the essence totalitarian domination† Dangerous Ideology: What made Nazism and Stalinism so dangerous, according to Arendt, were not merely the ideas which characterised their respective ideologies i. e. racism and dialectical materialism, but the logic which one could arguably follow from these types of thinking. If Ideologies are the logic of ideas, (which they are! ) then it is the seemingly logical implications of these ideas, which made them dangerous. To put it simply, if one concludes that there are suprahuman forces which determine the very course of history, as espoused by Nazism and Stalinism, then one must be bound to follow the logical steps which lead from this idea. â€Å"Whoever agreed that there are such things as dying classes and did not draw the consequence of killing their members, or that the right to live had something to do with race and did not draw the consequence of killing unfit races, was plainly either stupid or a coward†. (Arendt. 318) The dangers of commitment to the logic of ideas bviously are determined by the extremity of the ideas themselves, however as Arendt rightly points out, it is this ice cold reasoning which both Hitler and Stalin were very fond of which gave their ideologies a trajectory of power and an pseudo-scientific guise which legitimated them. Rather than a principle of action aimed at some common good or societal benefit such as the prevention of crime, this â€Å"logicality of ideological thinking† (Arendt. 321) is what makes Totalitarian government tick. Isolation, The Phenomenology of Terror: As we have seen, terror is the essence of Totalitarianism. But it is important to realise exactly what this means for the experiencing subject of Totalitarian rule. Terror, Arendt explains, destroys the ability to engage in any public life. Isolation is the most salient feature of terror. Terror wrought isolation has been used throughout the centuries by tyrannical rulers to inhibit political agency and thus destroy the possibility of revoltâ€Å" terror can rule absolutely only over men who are isolated against each other and that, therefore, one of the primary concerns of all tyrannical government is to bring isolation about Isolation and impotence, that is the fundamental inability to act at all, have always been characteristic of tyrannies. † (Arendt. 321-322) The final way in which Totalitarian governments differ from those regimes of tyranny, which have also employed terror as a tactic, is for Arendt, the destruction by terror of the private sphere of human life. Total terror, as it were, is not content with merely destroying the public life of people and their ability to interact. Total terror permeates the mind and destroys the faculties of creativity and mental autonomy. Totalitarianism seeks to destroy the entire ability for people to create something new and bring it into the world. While it obviously needs to destroy the ability of political life, it also enforces utter personal isolation (loneliness) on the mind of the individual, so that he or she has no outlet vent and indeed no ability to form ideas of their own. â€Å"In isolation, man remains in contact with the world as the human artifice; only when the most elementary forms of human creativity, which is the capacity to add something of ones own to the common world, are destroyed, isolation becomes altogether unbearable Totalitarian government, like all tyrannies, certainly could not exist without destroying the public realm of life, that is, without destroying, by isolating men, their political capacities but totalitarian domination as a form of government is new in that it is not content with this isolation and destroys private life as well. It bases itself on loneliness, on the experience of not belonging to the world at all, which is among the most radical and desperate experiences of man. † (Arendt. 24) The phenomenological and anthropological implications of this total terror are for Arendt the complete breakdown of the human actor. She argues that humans are essentially social beings who need social interaction to function and live as we are hardwired to do so; our complete sense of who we are and what our world means ultimately derives from our experience of interacting with others. â€Å"For the confirmation of my identity I depend entirely upon other people† (Arendt. 324) In conclusion I think it may be prudent to summarise the central elucidations which Arendt makes in Ideology and Terror. . Totalitarian governments were unprecedented governmental forms before the early 20th century. 2. Totalitarian governments are ideological in nature and functioning, and derive their justifications from suprahuman â€Å"Laws of Nature and History† and implement the logic of these ideas through use of terror. 3. Terror is the primary tool and also the essence of Totalitarian governments, i. e. Total terror becomes the actual embodied form of the Laws of History and nature made manifest 4.  Totalitarian governments destroy the ability to act politically as all tyrannies do, but also they destroy the realm of private life as well, rendering human existence a miserable one in attempting to make each person the actual embodiment of Natural and Historical Laws Arendt’s masterful work has shed light on one of the darkest periods in human history and it al so lends insight into the nature of government, society and the human subject more broadly speaking. She remains a seminal figure in the discipline of political philosophy and continues to inspire thought and debate to this day.

Ac Power Logger Using Mcp39009 Engineering Essay

Ac Power Logger Using Mcp39009 Engineering Essay In this project we are going to record power consumption using MCP3909 by using AVR 5A microcontroller. This MCP 3909 is an energy metering IC with SPI interface and active power pulse output. Where the MCP3909 used in two different phases that can be operated at a time like 1.Output through active pulse power and 2. Waveform obtained as output through SPI interface. For the output real pulse power, the device gives frequency output proportional to instantaneous power. For the waveform output, it gathers data from the current and voltage channel and both are 16 bit second order delta sigma ADC . Through out this project time I learnt to do coding in C programming to get pulse output that shows the consumption of power. This program is developed to use with microcontroller Easy AVR 5A type of AT Mega 16. This program is executed by using AVR Studio by running it through AVR Flash and the output pulse wave form is gathered at AT Mega 16 board and we can check using oscilloscope. Here to have connection between AVR board AT Mega 16 and CPU we use USB which acts like supply and we use USART to transfer data between each other. As in my project I have MCP3909 as separate board I should give correct connection between MCP 3909 and AT Mega 16 correct supply connections. As I am doing project in embedded microcontroller with C programming and output I get is pulse waveform so for better performance and other reasons I took Easy AVR AT Mega 16 development board with 8 KHz frequency. My project is AC power logger using MCP3909 where MCP 3909 is an energy metering IC with SPI interface and active power pulse output. Where the MCP3909 used in two different methods where they can be operated at a time like 1.Output pulse power and 2. Waveform we get as output through SPI interface. For the active real power pulse output, the device gives output frequency which is proportional to instantaneous power. For the waveform output, it gathers data from the current and voltage channel and both are 16 bit second order delta sigma ADC which over samples input signal at frequency equal to MCLK/4 and allows large range of input signals. For channel 0, the increase in the current at channel 0 is done through programmable gain amplifier increase.. As I get pulse count at output when we use oscilloscope to get exact count and good performance I use Easy AVR 5A AT Mega 16 microcontroller. This AT Mega 16 microcontroller allows assembly language and C language programming but I did coding for counting the power consumption using MCP3909 in C language. In this first I gave USB and USART connection between CPU and AT Mega 16 board, here I gave MCP3909 connection with AT Mega 16 and gave current and voltage channel input to MC3909 and I get pulse output this is with out SPI pin not in use but still they should be connected. But for SPI connection program I will give voltage and current with 50hz frequency and take output voltage and current values from the hyper terminal connection and calculate the output values. In this whole project time I began to understand the SPI and USART connection to write program in C language and also understood how the MCP3909 works . The energy meter is a device which is used for electrical measuring, it is used to record electrical energy consumed in specific period of time in terms units Every house, small factory, business establishments, shops, offices etc need at minimum one energy meter to register power consumption. The one who supplies electricity raises bills based on readings shown in energy meter. The one who produces electricity sale the electricity to the electricity boards and board will sale this to costumer. So the data generated by the energy meter is the base to raise bill by the power supplier. This energy meter products are available in single and three phases at different current ratings as per customer requirements. This energy meters are basically electrical and mechanical components. The design of energy meter depends upon which rating of voltage and current meter has to work. In this project the energy metering IC that we take is MCP3909 which is used for supporting IEC 62053 which is standard international meter. It gets the output frequency which is proportional to real power as input so as to access the ADC channel and output of multiplier data. The delta sigma which is 16bit ADC is used to allow large range of currents using the design. The exact or appropriate energy IC is available in the industry which is highly reliable and which has 24-lead SSOP output pin. In this functional as we can see it shows ch0 and ch1 channels where these are inputs and given from the current and voltage transformers .The gains g0 and g1 are also given as input and the dual functionality pin is connected for SPI connections and also for f0, f1,f2. The outputs we take from the active power DTF conversion as HFout and other outputs Fout0 and Fout1 are obtained from stepper motor output drive for active power. The above one is the general block diagram of MCP3909, but the diagram that I use here shows the diagram with the connections , this shows how the MCP 3909 is internally connected to oscillators ,jumpers and for the output using its 24pins. It shows that for the jumper j7 it connects internally to fout 0/1, hfout. For the jumper j2 it shows the connections to spi communications connected and the jumper j6 to ch0 and ch1 channels. The digital voltage acts as digital circurity in MCP3909 where it is the one where we get digital power supply. This pin requires appropriate by pass capacitors and should be maintained to 5V. In both the input channel levels this pin acts as HPF and where it controls the flow of signals. The logic 1 will activate both the filters for removing the DC offset from the system and this logic 0 will disable both the filters so due to this they allow DC voltage. This is analog circuit pin which is used to give analog power supply with in MCP 3909 an this pin requires exact bypass capacitor which gives ramp signal with rising and falling edges and it must be maintained at 5V. This pins are used for current measurements and where they initially take analog voltage as input and convert to current and this will have PGA for small input signal. The linear and the region where it characteristics of this channel are dependent on PGA gain. It relates to maximum voltage of 470Mv/G and the voltage range changes from 1 to 6 V with respect to Agnd. . This pins are used for voltage measurement and this pins initially take difference analog voltage input. The linear and specific behaviour of this voltage channel is maximum at 660mV with absolute voltage 1V Here for the internal 2.4V reference the output is the reference in/out and with temperature coefficient of 15ppm/c. Here by applying the voltage to this pin from the specified range we can use external reference and these reference in/out pin uses bypass capacitor to AGND even when using internal reference.. This is the analog ground where all the ADC,PGA,POR and band gap reference are connected to ground and this is analog circuit. To have noise signal to be cancelled this pin should be connected to same ground as Dgnd with star connection. This is the normal ground connection where SINC filters, multipliers, HPF, LPF, digital to frequency convertor and oscillator; this is used as internal circuit connection. To have accurate and noise to be cancelled this digital ground should be grounded same as analog ground with star connection. The output pins that are connected to MCP3909 are frequency outputs that give us real power and the signal that we get when connected to oscilloscope is pulse where this pulse period is directly proportional to power and Fc constant. This pins helps us to activate the electro mechanical counters and also two phase stepper motor. The high frequency output supplies instantaneous real power information and out put is periodic pulse and where it is directly proportional to measured l power and HFC constant obtained by F0,F1,F2 logic gates and the output that obtained is the fastest output frequency. These oscillators will provide sine waveform with clock source and these oscillators are mainly used to give clock signal for master in the device. The clock frequency is given as 3.57MHz and this clock frequency value should range from 1to 4 MHz with out any error. In this to convert the signal from digital domain which has wide dynamic range we use PGA to do this function which is common thing done in wireless communication. To load normally input signal from analog to digital we need to increase the amplitude so to do this we use PGA. High resolution sigma to delta ADCs all have Programmable Gain Amplifier at input to the sigma to delta modulator is given as shown below The PGA on the ADs chip offer eight input ranges to ADC with 2.5 voltage reference, the eight reference voltages are 2.56V,1.28V,640mv,160mv,40mv.if reference voltage is doubled to 5v then full scale input for each range is halved. So the actual signal range for any PGA settings are given as, VREF*1.024/2(7-RN) where RN value is 111 when ref voltage is 2.5v The main use of PGA is that the noise in terms of micro voltage decreases when the gain increased. In effect the input signal is gained up but the noise is not gained up, so there is an improvement in signal to noise ratio. The pins reference sampling rate is given at 524 khz and capacitor value is fixed so there is no variation in reference current and any gain error that has due to resistance on reference input is also fixed. If reference current changes on sigma to delta the gain error that occurs also varies and the benefit of using ADC will be lost. The PGA for the ADC offers benefits of high resolution and low noise at high gain , but without the disadvantages of requiring regular calibration every time the range is changed. A buffered input and new reference sampling scheme avoid many of the problems associated with previous multirange ADC. All the delta sigma ADCs , registers, filters, multipliers are controlled by reset of master clear and this pin is also used to change their serial interface and behaviour or functionality. The logic 0 controls the ADC and registers in reset condition. The only one that uses power during master clear is oscillator. The microcontroller manufactures produce other design products so that they are related to their own design and in this we require another output pin. This condition or situation is correct for small design products where they have eight pins are fewer than that. This microcontroller has two output pins, one input pin , RAM flash and ADC module .For programming the microcontroller mode you need MCLR and supply pins(VCC and GND). To run or make the coding active we need mainly power supply and MCLR,microcontroller must see the difference between normal and program mode. Here the MCLR takes 12V to enter program mode and it takes external reset or input pin to enter into normal mode. The microcontroller design uses one pin for analog input and has other three outputs and it also requires an additional output, so for this reason the circuit uses MCLR pin as output. To make MCLR pin to act as output the microcontroller uses weak pull-ups. Analog to Digital Conversion (ADC) is the process of sampling continuous analog signal and converting the signal into quantitized representation of signal in digital domain and all the ADC architectures will convert analog signal into digital representation. The conventional ADC process takes input signal x(t) into sequence of digital codes x(n) at sampling rate fs=1/t, where T represents sampling interval this sampling function is equivalent to modulating input signal by set of carrier signals with frequencies 0,fs,2fs †¦. The sample signal is expressed as summation of original signal component and frequency, here the frequency modulated by integer multiple of sampling frequency. The signal component at frequency in input signal cannot be properly sampled and such signals get folded in base band signal creating in this non-linear is referred to as aliasing . Anti-aliasing filters are therefore required to prevent aliasing. Many A/D converters have successive or continuous approximation register and flash converters operate at nyquist rate fn. These converters sample analog signal at sample frequency equal to twice maximum frequency of input signal. Sigma Delta AD converters do not digitize the incoming analog signal into digital sample of n-bit precision at nyquist rate, sigma delta ADC samples the analog signal by an sample ratio N resulting Fn One of the advantages of sigma-delta ADC over nyquist ADC is the relaxation of the requirements for the anti aliasing filter. The requirement of anti-aliasing filter for nyquist rate ADC require sharp pass band (fs) to stop band (fn) The sigma delta ADC contains simple analog circuits like voltage reference, comparator, integrator,summing circuit and switch and in this the digital circuit consists of digital signal processing which acts as filter. Now consider technique of oversampling in frequency domain when converting to dc signal it has quantization error up to  ½ LSB and this sampled data has quantization noise. If ADC is less than perfect or exact value its noise is greater than quantization noise so due to this its resolution will be small than n bits and its actual resolution is given by The sampling rate is chosen as Kfs then quantization noise is q/sqrt12 due to this noise will spread at bandwidth dc to Kfs/2 , So to reduce noise we use digital low pass filter at output with out disturbing the wanted signal. K is referred as sampling ratio and this sampling relaxes requirement on the analog antialiasing filter. Here the data rate is less than the sampling rate and to satisfy nyquist criteria and this is done by using low pass filter to reduce the bandwidth, this process can be done by giving Mth result to output with neglecting the remainder and this process is known as decimation by factor M. This M can have any value such that output data rate is greater than twice the bandwidth. If we use oversampling to improve resolution then the oversampling must be factor of 22N to get N bit resolution increase, the sigma delta converters does not require any large oversampling because it limits to pass band signal and shapes the quantization noise to fall outside the pass band as shown in figure. Here we have 1-bit comparator (ADC) when we use it integrator output, then sum the input voltage with output of 1-bit DAC which we get from ADC output.. The digital low pass filter and decimator at digital output are added to get sigma delta ADC and after this signal is given to modulator where it modifies quantization noise by making it to lie above pass band filter ,so due to this the ENOB is larger than the expected sampling ratio. The sigma delta ADC operation is like the input given as Vin which is dc and the integrator consistently move up and down at node A and here output of comparator is given to 1-bit DAC and summing point at node B. This negative feedback value will force the average dc voltage at node B to be equal to Vin. The output voltage from the DAC is controlled in the 1-bit data stream of the comparator output. After that when the input signal rises at Vref, the number of ones at the serial bit stream also increase and due to this there is decrease in zeroes and in the same way as the signal of Vref goes negative the serial bit stream at one decrease and at zero it increases. Here it shows that average value at voltage as input is in serial bit stream which comes from comparator and decimator and filter allow stream and give output. The data from the 1-bit ADC is not worth full when the given input value is single sample interval, so when we have more number of samples that are averaged will provide correct value. The sigma delta can not give detailed values in the time domain because of the single bit data output, so when the single input is near positive side it shows more ones than zero and in the same way when the input signal is near to negative it shows more number of zeroes than ones and if it is in midscale then it shows equal number of zeroes and ones. The below figure shows the output of integrator for two conditions where the first one is for input zero near the midscale so decode them pass output samples through low pass filter that averages every four samples this shows the bipolar zero. So from this we can say that if more number of samples are averaged more dynamic range is obtained. The sigma delta ADC can also be seen as synchronous voltage to frequency converter with the counter. If the number of ones in the output data stream is counted from the samples then the counter output will give digital value of output, this method applies only when have dc or for slow changing input signal. The 2N clock cycles are counted to achieve N-bit resolution and there by for getting effective sampling rate. Here noise shaping is explained in frequency domain by using sigma delta modulator. In this the integrator which is present in the modulator represents an analog low pass filter with transfer function H(f)=1/f and this transfer function shows that the amplitude not directly proportional to frequency. The one bit quantize gives quantization noise Q and it is given to output sum block. If we have input signal X and output signal Y the value that comes out of summing point is X-Y and after that it is multiplied by the transfer function and this is given as, From the equation if we see that if f=0 the output Y reaches X with no noise , and at high frequency the amplitude of the signal reaches zero and noise value reaches Q. So due to this the analog filter has signal effect on low pass and high pass effect on noise Q. This filter does noise shaping at given frequency in delta sigma model and higher order filter gives more attenuation in sigma delta modulators but some precautions should be taken. We get good quantization noise and best ENOB for given sample when we have more integrator and summing points in sigma delta modulator. This figure is giving the relationship between order of sigma delta modulator and oversampling amount to reach SNR. If oversampling is taken 60 then the second order capable of giving SNR of 80db and also gives ENOB value as 13 and in this we have filter to reduce noise and decimator to decide degree. This carries 13 bit outside but if you want to use additional bits, these added bits that carry signals has no useful value and buried in quantization noise unless the post filtering is used. The resolution can be increased from the 1-bit system by increasing the oversampling ratio or by higher order modulator. In the other method for the waveform output we give current and voltage as input which are 16bit and then given to second order sigma delta ADC where it oversamples input at frequency equal to MCLK/4 and with this it allows for wide range of input signals. The input current channel (channel 0) usable range is increased with the programmable gain amplifier and this is linked with block diagram of MCP3909 and gives in detail of its signal processing blocks. To cancel the system offset on both the channels we use to high pass filter and from output of filter we get voltage and current, so when calculating power we should not get any offset. As this signals are not having DC offset so the averaging technique is used to give active power output. The power signal at we get after filtering is active power output it is DC component and for averaging technique use sine and non-sine waveform after this the ADC takes real power to give output pulse where the frequency is directly proportional to real power. The frequency present at FOUT 0, FOUT1 outputs are used to drive counters and stepper motor which shows power consumed. Every pulse from F0, F1, F2 settings are used to give fixed amount of energy , the HFOUT has less integration and high frequency to represent power signal and due to less time it helps the user to get values fastly under steady condition. . For the current and voltage transducers the MCP3909 analog inputs are connected and each pin has specifications like it should pass from 5kV to 500V contact charge. The differential input is given for both the channels to reduce noise and absolute voltage should be kept at 1V related to AGND so this can do error measurement. The common mode signal is taken to respect both last condition and input voltage difference range and for good common mode ration to should be referred to ground. The current channel has PGA gain to measure small signal with out other signal. The maximum differential voltage we have at channel0 is 470mV/Gain. The maximum voltage fro channel1 is 660mV. For channel 0 gain selection is given as, This MCP3909 has internally POR to check supply voltage AVdd and this check when the systems power is on or off. This POR has built in hysteresis and timer to check potential ripple and noise on power supply. For this the threshold voltage is typically set to 4V. The MCP3909 is kept in reset state if the supply voltage falls less than threshold voltage and hysteresis value is 200mV to prevent glitches. Once the power is on the internal timer stop sending the pulse with MCLK=3.58MHz there by preventing potential metastability. For calculating the active power the MCP3909 use digital filter which is first order IIR filter where we can extract real power (DC component) from the power signal. Since the input power signal has harmonic content. We get ripples from the filter output at line of frequency when the filter is not ideal. To reduce the noise for line frequency at 50Hz we use cut off frequency as input clock (MCLK=3.58 MHz). The rejection of frequency component will be more than 20db. In this at the frequency converter the output of filter is stored and then it is helpful to compare threshold for Fout0/1 and HFout and each time threshold is crossed we get pulse. The Fout0/1 require more energy to get output pulse than HFout , like integration period and as this acts as filter the output ripple or noise is minimum. The threshold or transfer function of HFout and Fout0/1 are different to each other. The threshold energy or transfer function are different to each other , the Fout0/1 output frequencies are quite low in order to allow integration. In this synchronous serial transmission clock is shared between sender and receiver or the sender gives timing signal so that the receiver knows when to read next bit of data. In this serial transmission if we do not have data to send then fill character is sent instead of data so to keep transmission continually, these synchronous communication is efficient because in these we have only data transmission between sender and receiver.. for example the synchronous transmission is used between printer and fixed device where data is sent in one set of wire and clock is sent in different wire. This RS 232 is asynchronous serial communication method which is used for computers and others, it is called as asynchronous because there is no synchronizing clock present like which is in SPI where it is serial protocol, the serial protocol is such that it automatically synchronize itself. We can use RS 232 to easily create data link between boards and standard PC, you can makes data loggers that read analog value from ADC and give it to PC this is done by writing program that shows data with using graphs. In serial communication the byte is sent or transmitted one bit at time but in parallel communication the whole data like byte (8 bit) transmitted at a time. So for that we use parallel communication to send data in shorten distance like between graphic card and CPU and these parallel can have say many wires as possible , but serial communication uses one wire to transfer data so it is used for long distance. In series the logic level changes with the bit being transmitted (0 or 1) and to know which is start bit and end bit in byte we need to add synchronize line and note the value of data line when the clock line is high but this is the way the serial buses like SPI work . UART is not having clock because it is asynchronous but start bit and stop bit are used to synchronize the incoming data. When the word is in transmission start bit is added at start of each word and this tells the receiver that data is read to sent and forces the receiver clock to be synchronous with clock of transmitter. These two must not have same frequency drift but can have same clock. After the start bit is sent each bit in word are given least significant bit (LSB) and each bit from transmitter is sent with same time and receiver is in half way to check that bit is one or zero. The sender will not know when receiver looks at the bits but sender knows when the clock says to begin to send next bit of word. When the complete data word is sent the transmitter adds parity bit and at the receiver uses this parity bit for error checking and at last the one stop bit is sent by the transmitter, if the receiver does not receive the stop bit when it is supposed to be the UART thinks the entire word to be garbled and reports framing error to host when data word is read. This framing error occurs because the sender and receiver clocks are not running at same speed. Whether the data is sent or not the UART automatically discard start, stop and parity bit and if another word is coming the start bit for new word comes as soon as the stop bit for existing word been sent RS 232 In this it has two data line like RX and TX , where TX is the wire where data is sent out to other device and RX is the line in which other device put data it needs to send. We know that high = 5v and low =0v for MCU boards and this RS 232 has high=12v and low=-12v. So to make RS 232 to interface with MCU which understands 0 to 5 volts we use MAX232. As RS232 has no clock line for synchronization perfect timing is needed so transmissions are carried out in certain speed which is bits per second and number of bits transmitted per second is know as baud rate. Some standard rates are 1200, 2400, 4800, 9600, 19200, etc. RS 232 Level conversion As seen above the RS232 signals differ from signals in MCU, this level converter will convert RS 232 signals from -12 to 12 volts from PC to signal 0 to 5 volts to fed to MCU. It is good to check the operation so we use converter to see its working nature, so for this we need Hyper-terminal windows software which is used to open COM port and to send and receive textual data. For testing we need to connect output RX/TX together so data written to COM ports to enter our circuit and converted to MCU board signal level. After this understand the USART of AVR Microcontroller and write code to activate USART to send and receive data, like other microcontrollers AVR also has main hardware for serial communication this is called USART. In this USART hardware you need to write data to one of registers. Clock generation. This generator generates the base clock for transmitter and receiver, this USART supports four modes of clock operation 1. Normal Asynchronous, 2. Double speed asynchronous, 3. Master synchronous and 4.slave synchronous mode. The UMSEL bit in the UCSRC (control and status register) is the one that selects between synchronous and asynchronous operation. Double speed(asynchronous mode) is controlled by U2X found in UCSRA register. When UMSEL=1 the data direction register for the XCK controls weather the clock source is internal (master mode) or external (slave mode) and this is shown in block diagram Txclk- transmitter clock(internal signal) Rxclk receiver clock(internal signal) Xcki used for synchronous slave operation Xcko used for synchronous master operation Fcso- system clock Baud rate generator The USART Baud rate register and down counter are connected as programmable prescaler or baud rate generator. The down counter which is running at the system clock(fosc) is loaded with UBRR value each time the counter has counted down to zero and clock is generated each time counter reaches zero and the clock generated is the baud rate generator clock output = fosc/(UBRR+1). The transmitter divides the baud rate generator clock output by 2,8.16 depending on the mode and this baud rate generator is directly used by receiver clock and data recovery units. The baud rate generator equations are given as, Operating mode Calculating baud rate Calculating UBRRvalue Asynchronous normal mode Baud= fosc/(UBRR+1)16 UBRR= fosc/16baud   1 Asynchronous double speed mode Baud= fosc/(UBRR+1)8 UBRR= fosc/8baud   1 Synchronous master mode Baud= fosc/(UBRR+1)2 UBRR= fosc/2baud   1 External clock The synchronous mode operation is done by using external clock and external clock input from XCK is sampled by synchronous register to reduce change in stability and the output from synchronous register must pass through edge detector before it is used by transmitter and receiver. This process includes two CPU clock period delay and its frequency is given as FXCK USART of AVR The USART of AVR is connected to CPU by these six registers UDR- USART Data Register: basically this is not one but two register , when you read it data is stored in receiver buffer and when you write it gives to transmitter buffer. UCSRA: USART Control and Status Register: as it name says it stores some status about USART and there are some of this kind like UCSRB and UCSRC. UBRRH and UBRRL: This is USART baud rate register, it i s16 bit wide so UBRRH is high byte and UBRRL is low byte . To write programs with using USART you need to study about each register, the seen behind using USART is same with other internal peripheral. now we will describe each registers clearly This bit is set when USART completed receiving byte from host and program should read from UDR and this flag bit is set when unread data is present in receiver buffer and gets cleared when receiver buffer is empty. If the receiver is disabled, the receiver buffer is flushed and the RXC will completely zero. Bit 6- TXC: transmit complete This bit is set 1 when USART has completed transmitting byte to host and program can write new data to USART through UDR. The transmit flag bit is cleared automatically when TXC interrupt is executed. Bit 5 UDRE USART Data Register Empty The UDRE flag first tells us that the transmit buffer (UDR) is ready to