Sample Argument Essay Topics That Students Love to Use

Sample Argument Essay Topics That Students Love to UseSample argument essays are one of the main tools that you can use to master debate techniques. You can use this article to help you figure out which topics to consider and how to do it. Using these topics is very easy. All you have to do is just consider them as a base and then write a persuasive and interesting argument using that topic.Effective argument gives you the ability to get your point across without feeling that you are being too preachy. It is the ability to be persuasive and persuading that gets the attention of your audience. Argument essay topics are excellent because they can have a wide range of persuasive power. In fact, if you really think about the way that college students approach arguments, these topics provide all of the necessary elements that you will need to consider to make your argument convincing.If you want to find out which single argument topic is most commonly used by debate students, you might co nsider asking your students. Also, you can actually get some ideas by going online and looking at different website sites that specialize in discussing controversial issues. You can get different opinions by just looking at different discussion sites and it is best that you take the time to discuss the topics that you find appealing.The Internet is one of the best places to get persuasive essay topics because you can easily find one-liners, humor and also subjects that are relevant to your topic. It is very important that you get a topic that is useful to your subject of study and that is relevant to the question that you are addressing. Your persuasive essay topic should be both interesting and unique.After you are done finding persuasive essay topics, the next step is to write an argument essay. Of course, you cannot just write an argument and leave it at that. That is the reason why you need to try and get it right first time around. You cannotsimply use the same argument as your example, or else the whole purpose of your argument will have been for nothing.Since you cannot simply copy the argument that another person has written, you need to gather different arguments and combine them into one persuasive essay. After you have found the best argument, then it is time to prepare your own. There are several types of persuasive essays that you can choose from, but the best thing that you can do is to collect and use different essay topics so that you are always improving.You might want to consider asking your student opinion about what they think are the most effective argument essays to create persuasive essays for your own debate presentation. This way, you will not just have an argument that is suitable for a college audience, but you will also know that your arguments are correct and are not just being recycled. Using the resource list provided in this article, you can make it possible for you to create persuasive essays for your own purposes.

Unit 9 Tourist Destinations Essay Example

Unit 9 Tourist Destinations Essay I am writing an article to outline how the characteristics of destinations affect the appeal to tourists and issues likely to affect the popularity of tourist destinations. What I mean by this is what characteristics affect its appeal to current leading tourist destinations, like economic and social characteristics. Throughout this article I am going to be analysing the issues that are likely to affect the popularity of tourist destinations.Some of the leading tourist destinations like France, US and the UK all have economic characteristics, like France for instance although it’s a small country they have fairly important economic power, the sectors vary: * Car industry – that reached its peak in 2005 selling nearly 5. 75 million vehicles worldwide. * Raw material production – Michelin is the first tyre producer, France ranks second together the UK concerning the plastic industry. Fashion and luxury goods industry – with about 25% of the market France is l eading in the perfumes and cosmetics sector, this whole industry is worth about 39 billion euros. * Main French farming foods – cereals – first producer in the U. E and fifth worldwide; Wine – second producer worldwide after Italy. Concerning global tourism revenues, France ranks third worldwide just after USA and Spain with 32. 8 million euros, France is the most visited country in the world reeling in 75. 1 million foreign tourists a year. In 2004 the population in France was 62 million, the GNP (gross national product) was 1. 90. 76 billion euros in 2004 along with the GDP (gross domestic product) at 1. 551 milliards, making the growth rate 2. 5% and inflation 2. 2%. France operates a mixed economy that combines socialist and capitalist characteristics, capitalism involves private ownership of capital and other means of production. Under socialism the government directs economic activity and owns all or part of most industries. The French government has a lot of control over the economy, owning shares in many of the countries largest companies.One of the most visited attractions in France is the Fontainebleau forest and castle is located 55. 5 kilometres south to the centre of Paris, with 13 million visits annually. Known for its variety of wildlife and activities, the Fontainebleau forest is and outstanding protected natural reserve. Its mini Alps rugged landscape and hilly terrain makes it perfect for rock climbers in training, it’s a paradise of wildlife with hundreds of species of fauna and flora. The second most visited place in France is Disneyland Paris, bringing in 12. million visits a year, Disneyland is a fun filled place for the whole family old or young your guaranteed a good time, this year is Disneyland’s 20th anniversary so that will most likely bring a good amount more visits to France. Frances highest mountain is the mount Blanc, its 781 feet high, there are also the Alps massif, central and Pyrenees Mount ains. In France they speak French, the religion in France is 90% catholic and 10% protestant, the literacy in France is 99% and the life expectancy is 71 for men and 79 for woman.The physical characteristics in France are fairly modern and up to scratch, every town has a clean water supply, adequate sanitation, more than enough utilities and a good service of transport. France is a republic, the fifth republic of France was establishes in 1958, it gave extensive powers to the presidents and ministers compared to the other western democracies. Its first president was General de Gaulle and his Prime minister was Michael Debre, it has been amended 17 times, most recently in July 2008 when the French congress (a joint convention of the two chambers of parliament) approved.The president must approve appointment of government, ministers, PM and presidents work together to form a government, in theory ministers are chosen by the PM in practice unless the president and PM are from different sides. The electoral system for parliamentary elections involves two rounds the first round a candidate can be elected by obtaining the majority of votes, the second round is a run-off between two or more candidates. The use of tourism for economic transformational reflect on the huge impact that tourist activity and the tourism industry has on political change

Linux operating system essays

Linux operating system essays The operating system is the most significant fundamental of all the system programs, it controls all the computers resources and provides the base upon which the application programs can be written (Tanenbaum, 1992). Therefore, it is crucial for computer users to select a robust, dependable, stable operating system, which can execute programs in a convenient and efficient manner. Linux operating system, which is widely used in recent years, has become increasingly popular in the computer world. The development in Linux operating system began in 1991, when a Finnish student, Linus Torvald, wrote and christened Linux, a small but self-contained kernel for the 80386 processor, the first true 32-bit processor in Intels range of PC-compatible CPUs (Silberschatz et al., 2003). Because Linux is free, a large number of computer users have been rapidly attracted by it. According to reasonable market estimates, there are over eight million Linux users in the world (Grace and Parker, 2000). This essay will introduce the components and characteristics of Linux and establish the causes of its popularity in comparison with other operating systems. Linux looks and feels much like any other UNIX system; indeed, UNIX compatibility has been a major design goal of the Linux project (Silberschatz et al., 2003, p.695). Therefore, the Linux system has the same components with UNIX, which includes kernel, system libraries and system utilities (Silberschatz et al., 2003). These three components can be seen in figure 1. Before drawing out the benefits of Linux it is necessary to understand the functions of every component. To begin with, the kernel is responsible for maintaining all the important abstractions of the operating system, including such things as virtual memory and processes (silberschatz et al., 2003, p.701). Thus, it is the heart of the Linux system. Unlike other operating systems, the Linu...

Maritime Operations Essay Example | Topics and Well Written Essays - 1750 words

Maritime Operations - Essay Example (The ISM code, 2010) (ii) It should ensure a safe working place is maintained on board ship. (iii) Identify areas where accidents can occur on board ship and provide measures for rectification.( The ISM code, 2010) (iv) Upgrade the ability of persons on board to react immediately in case of emergency per safety manuals. (v) The safety manuals and codes have been developed after years of research and feedback generated by shipping personnel over years of experience in facing different distress situations. Hence the crew should always be encouraged to follow the safety instructions and treat the code as a valuable piece of guidance. (The ISM Code, 2007) Therefore it is quite clear from the objectives that the human element is quite clearly addressed in the ISM code and guidelines have been prescribed to reduce operational risk. It is with these intentions that the Maritime Labour Convention of 2006 and the STCW 1978 were conducted and guidelines to avoid human risk were evolved. Mariti me labour Convention 2006 Since the Maritime labour Convention as a document covers a whole gamut of areas and stipulations, the primary areas of reference regarding reducing operational risk of seafarers shall be discussed here. This convention consists of a series of conventions which deals with the scope, rights and responsibilities of seafarers. Here Title 1 deals with the minimum qualification a seafarer must possess for him do his job efficiently thus mitigating accident risk to fellow crew and the ship. Title 2 deals with the minimum wages, hours of rest, period of leave and the manning levels of the seafarers. Title 3 deals with his accommodation and food that is provided on board. Therefore Title 2 and Title 3 deals with the psychological aspect of the person as only an optimum amount of rest would ensure that he performs his watch keeping duty diligently. Title 4 covers measures that the ship has adopted for accident prevention and medical care facilities on board in case of any injury. The ship should also be provided with efficient communication that could inform the land and have the injured person airlifted to the nearest medical facility. (Maritime Labour Convention, 2006) The regulation and code is then further arranged in to a series of five titles. These are (i) Title 1- The minimum age of entry should be sixteen years. Night duty for people below 18 years is banned. Night duty is also defined as one which begins before midnight and ends before 5am. Work that may have an adverse effect on the health of an individual should be avoided if he is below 18 years.( Cleopatra Doumbia, 2009) Seafarers who have not passed the medical tests prior to each sail shall be prohibited from joining ship and taking up duties. Medical certificates to prove the legitimacy must be provided on joining board. The seafarer should be adequately trained in carrying out watch keeping duties and should have carry all the relevant certificates regarding safety like basic fire fighting, first aid among others. (Maritime Labour Convention, 2006) (ii) Title 2- This encourages the shipping companies to adopt a more humane approach to the seafarer employer agreements so that his mind remains focussed when at work away from other external

Zara case study Essay Example | Topics and Well Written Essays - 3750 words

Zara case study - Essay Example erstanding the competitive environment is one of the most useful tools which help in determining the importance of activities taking place in organisation (Mclvor, 2005, p.122). Every organisation makes use of the competitive force to determine the activities. The competitive force also termed as Porters five forces constitute of bargaining power of suppliers, customers, threat of substitutes, threat of new entrant and rivalry among firms (Henry, 2008, p. 80). Bargaining power of supplier: The apparel industry usually has their own suppliers and as result they do not have to depend on external suppliers. In addition there are lot many suppliers available in the apparel industry making the bargaining power low. Also it is not possible for a given supplier to dominate the apparel industry which tends to negatively affect the suppliers power (Data Monitor, 2010, p.16). In case of Zara, the brand gets about 50% of its raw materials from Inditex group and so it does not depend heavily on the external suppliers. Zara however reduces the supplier’s power by working together with the vendors and implementing in the process to make the manufacturing process effective and cost cutting. Therefore maintaining good relationship with its vendors has also helped Zara to lower the power and tilt the games in favour of Zara. Bargaining power of Buyer: buyers are the individual consumers and his fact weakens the negotiation power of the buyer. Retailers differentiate themselves through different style and offers which is being offered by each brands. However in cases where the retailers cannot go for forward integration and as a result the retailers are obliged to offer the consumers with what they demands, strengthening the power of buyers. But in overall case the power remains from moderate to high (Data Monitor, 2010, p.15). The buyer’s power for Zara can be said to be moderate as the consumers are ready to pay a high price for its products. Threat of Substitutes: Garments

Information systems in organisations

Information systems in organisations Abstract Successful system roll-out is not a task that can easily be achieved. As many organisations and governments have found to their cost, it is not simply the case that they can throw money at an information system in the hope that it will be successful. The primary case study used is that of the London Ambulance Service Computer Aided Despatch system. After looking at the background of the case the implementation and subsequent failure are discussed. The reasons for failure are explained, which show the project as essentially being doomed from the start. Although system failure is a common occurrence many organisations do not seem to learn from the mistakes of the past, resulting in several other high profile cases. There are some strategies, however, that can be adopted in order to combat against failure, which mainly side on the softer aspects of system design such as management, organisational culture and human relations. What are the major causes of systems roll-out success or failure? What strategies can organisations take to ensure the success? To answer this question fully we must first understand what an information system (IS) is; and more importantly, what constitutes the success and, or failure of an IS. An information system in an organization provides processes and information useful to its members and clients (Avison Fitzgerald, 2003). Flynn (1992) also describes it as An information system provides procedures to record and make available information, concerning part of an organization, to assist organizations-related activities. An IS is made up of a complex set of factors, including human, organisational, technical, political and financial factors (Flowers, 1996). The interaction between these can give rise to either the success or failure of a system roll-out. The success of an IS is measured mainly on whether or not it meets the productivity target of being developed on time and to budget, and the quality target of meeting the clients requirements. A successful system is one that meets its targets of quality and productivity (Flynn, 1992). An IS is deemed unsuccessful if it fails either one, or both of its targets. In some instances the system is never actually delivered to the end user, which obviously is another case of system failure. An unsuccessful system is one that fails to meet either its quality or its productivity targets (Flynn, 1992). Successful system roll-out is not the easiest of tasks, with many governments and companies finding this out to their cost. In some cases these cost have run into hundreds of millions of pounds. The latest Standish Group report CHAOS Summary 2009 shows that more projects than ever are failing, and also that the number of successful projects is on the decrease. Only 32% of projects met their targets and could be classed as successful; with 44% of systems meeting either only some or none of their targets and 24% were never completed (The Standish Group, 2009). There are estimates that the cost of project failure in the U.S. alone is well in excess of $100 billion; emphasising just how costly a problem system roll-out can be if not done correctly. One reason as to why there are so many instances of IS failure is partly due to the fact that a lot of the time they are constructed without a full understanding or anticipation of reality (Xalles Limited, 2005). This is known as the Vacuum Mentality syndrome (Xalles Limited, 2005). These realities include changes in technology, changes made by the user community, reorganisations, changes of needs, change of key players and project sponsors, issues with resources and changes of processes (Xalles Limited, 2005). This idea is backed up by Maddison Darnton (1996) who explain that human issues are usually more important than technical ones in determining success or failure. Highlighting the fact that it is not necessarily technical issues with an IS that are the main problems during the development process, but instead ones regarding human incompetence. One of the most dramatic IS failures reported in recent years is that of the London Ambulance Service Computer Aided Despatch (LASCAD) system. The LAS is the biggest ambulance service in the world, dealing with over 2,500 emergency calls a day. This inevitably put massive strains on the manual paper-based system that was being used, which already had several major problems with it. This led to the standards of performance falling below the ones agreed to as part of the national standards for ambulance response. It was, therefore, imperative that a new, more effective computer aided despatch system was introduced in order to meet the performance levels. The new system worked by a Control Assistant receiving an emergency call and entering the details given by the caller into the CAD system. Using call-box identifier and mapping systems, the exact location of the caller was calculated. Based on the information on the incident the CAD then worked out a level for the emergency, thus informing the Control Assistant on the appropriate specialist vehicles and skills that should be deployed to the emergency. The most appropriate and closest vehicle to the incident was then pinpointed via the use of mobile data terminals and the vehicle tracking system, and despatched to the emergency. The CAD system sent details of the incident to the vehicle via the on-board computer. Throughout dealing with the incident the crew were constantly updating the CAD system as to their arrival at the scene, their depart ure from it, their arrival at the hospital, and finally when they were free to deal with another call (Flowers, 1996). The intention of the CAD system was to eradicate the inefficiencies of the old paper-based system. However, as the LAS soon found out this was far from the case. On Monday 26th October 1992 the entire LASCAD system went live. It became quickly apparent, however, that it could note cope with the volume of calls. A number of calls were somehow getting lost in the system, leading to duplicate calls being made (Flowers, 1996). This meant that people who were in emergency situations had to wait, in some cases, for 30 minutes for their call to be dealt with. Even when the calls were dealt with, the ambulance allocation system had also failed meaning this had to be done manually, resulting in further delays. Amidst the confusion, it was even reported in some cases that two ambulances turned up to a single emergency, or that one never turned up at all (Flowers, 1996). As the day progressed, the number of calls increased, putting even more pressure on the already faltering system. The newer calls were now overwriting the earlier calls, resulting in even more incidents not being dealt with. The situation became that bad that all the queues were cleared in an attempt to decongest the system. However, this only succeeded in making the problem even worse, as a new flood of calls that were previously lost came through (Flowers, 1996). It was only Tuesday afternoon when the system was eventually shut down as a result of the escalating situation (Finkelstein, 1993). The LAS were instead forced to revert to a former part computerised system. Just over a week later they were back using the fully manual system. It is impossible to consider all of the factors that contributed to the demise of the CAD system. However, there are several major issues which could, ultimately, be seen as the contributing factors towards its failure. Flowers (1996) states that the primary reasons behind the failure were those of the design of the system, the management ethos, the procurement process and the timetable to which the system was developed. The system had been designed without sufficient testing, and on the basis that it would be operating in a perfect world where everything goes according to plan. It relied solely on the requirement that all the information received was perfect. In reality this was far from the case, and so the system was unable to sufficiently despatch resources to the incidents. As highlighted in the official inquiry into the failure: It is probable that the development team did not have full appreciation of the importance of these elements or, at least, of the consequences of failure, or less than perfect performance, of any one part (Finkelstein, 1993). The management ethos at the LAS was one that was inward looking and old-fashioned (Flowers, 1996). As a result of the recent restructuring which had been forced upon the LAS by the National Health Service, there were reported high levels of stress amongst senior management, which had seen a great number of previously loyal staff quitting (Mellor, 1994). In the years leading up to this there was a distinct lack of investment in areas such as the training and development of managers. During the implementation process a report was commissioned by the LAS into staff attitudes. It was clear to see from the results that staff had little faith in the management and were not satisfied with their jobs. This view had already been exposed from the result from a survey conducted in 1989 (Flowers, 1996). The official inquiry also highlighted a culture within the organisation that bred a fear of failure amongst the employees; whereby the success of the system was the one and only consideration (Flowers, 1996). This created an atmosphere in which people were scared to mention any problems or doubts they had with the system. As a result the system had become a sacred cow, in the fact that it became unreasonably immune to criticism from anyone associated with it. Senior managers believed that the system could be developed at a cost of just  £1.5 million. To meet the stringent financial restrictions regarding the purchase of the system, it was recommended by the selection team that the LAS accept the lowest offer, no matter who the tender was; unless they believed they had good and sufficient reason on the contrary (Flowers, 1996). The consequence of being forced to accept a tender in this manner was that the one with the lowest offer was an inexperienced small software company that had gravely underestimated that task at hand; hence the reason for their offer being considerably lower than all others. Having never worked on a project of this kind the companys resources were massively stretched, leading to falling standards in areas such as quality assurance, resulting in several mistakes being made with the development of the software. The inflexible time scale of just 6 months to which the system was set was far less than the industry average of 18 months for a project of this scale. It was believed by a vast majority within the LAS that the time scale was highly unrealistic. Inquiry Team member Paul Williams stated that The timetable was impossible (Mellor, 1994). Staff complained of the inadequacy of the training received for the system. There were major doubts about the quality of the training received and that it was provided long before the system was actually implemented; meaning it was not as effective as it could have been. The situation was made even worse by the fact that the control room staff were trained separately to the ambulance staff, which caused the potential for miscommunication. Other reasons include the fact that it had been decided by management that there was to be a trade off between the performance of the system and usability. The system was developed with little input from system users such as ambulance crews, with no LAS staff being assigned full time to the project (Mellor, 1994). These, therefore, were not ideal conditions in which to launch the new CAD system. Flowers (1996), on the other hand, argues that there is never an ideal time to introduce a major new computer system. However, he does also go on to say that rarely has such a large scale information system ever been introduced under such difficult circumstances (Flowers, 1996). This was not the first time that the LAS had tried to implement a CAD system for ambulances. Beginning in the early 1980s the system was doomed after tests revealed it would not be able to deal with the sheer volume of calls and so was abandoned in 1990 at a cost of  £7.5 million. For a system roll-out to be successful it must contain these four phases: Implementation Planning, Implementation Delivery, Post-Implementation Support, Post-Implementation Analysis (Xalles Limited, 2005). These implementation methods are based on a number of principles and assumptions. The approach by management to the project should be disciplined. As the case of the LASCAD has shown; strong and effective management is essential for the success of a system. Managers should be able to competently handle and issues or problems that develop during the implementation of the system. Accurate and concentrated documentation is needed in order to effectively communicate throughout each of the implementation phases. The end user(s) should be kept in mind throughout the development process so that the System Requirement Specification can be met. It is essential that organisations learn from the mistakes of others regarding the roll-out of an information system. However, this can pose quite difficult as many organisations, if they have difficulties, tend to keep these problems in-house, as not to bring any negative press to themselves. In conclusion it is clear to see that the roll-out of a successful IS is not an easy achievement, with organisations not always learning from the mistakes of others. After reading several case studies of high profile IS failures including LASCAD, TAURUS and Heathrow Terminal 5, it shows that the price of failure are extremely high with these companies losing tens of millions of pounds between them, and in the case of the LASCAD people losing their lives. These cases also highlighted that the main contributing factors towards the demise of each project were in fact from poor management, rather than technical difficulties. It is argued that the main factors for success comprise of timing and budget, perceived usefulness and ease of use, fitting the organisations business strategy and objectives, the management culture and human relations, and lastly acceptance of the system by the user(s) (Maddison Darnton, 1996). In order for a system roll-out to be successful all of this must be ta ken into consideration. Bibliography Avison, D. Fitzgerald, G. (2003). Information Systems Develolpment: Methodologies, Techniques and Tools Third Edition. Mcgraw Publishsing Flynn, D. J. (1992). Information Systems Requirements: Determination and Analysis. McGraw-Hill International Flowers, S. (1996). Software Failure: Management Failure: Amazing Stories and Cautionary Tales. John Wiley Sons Ltd. Finkelstein, A (1993). Report of the Inquiry Into The London Ambulance Service. International Workshop on Software Specification and Design Case Study. The Communications Directorate. Finkelstein, A Dowell, J. A Comedy of Errors: the London Ambulance Service case study. School of Informatics, City University. Lin, A (2009). Information Systems in Organisations. Department of Information Studies, The University of Sheffield. Maddison, R. Darnton, G. (1996). Information systems in organizations: improving business processes. Chapman Hall. Mellor, P. (1994). CAD: Computer-Aided Disaster (High Integrity Systems). Vol. 1, 2, pp. 101-156. The Standish Group (2009). New Standish Group report shows more project failing and less successful projects [Online]. http://www.standishgroup.com/newsroom/chaos_2009.php [Accessed 1 January 2010]. University College London (2009). Unit 3: Case Study London Ambulance Service CAD System [Online]. http://www.cs.ucl.ac.uk/staff/A.Finkelstein/advmsc/3.pdf [Accessed 5 January 2010]. Xalles Limited (2005). Successful Systems Implementation [Online]. http://www.xalles.com/reports/Successful%20Systems%20Implementation.pdf [Accessed 30 December 2009].

Kaufmans Organizational Elements Model Essay -- Kaufman Models Essays

Kaufman's Organizational Elements Model Introduction Every organization, whether it is an educational setting or a business setting, has the same basic principle. Each shapes and molds different ideas and ingredients to produce a good or service to deliver to external clients in the community or society. The success of the organization depends on the client satisfaction and the usefulness of what was delivered (Quality Management Plus, 30). Roger Kaufman’s Organizational Elements Model distinguishes between the different elements that make up an organization’s work. Each organizational element relates to one another. They have a building block effect where each element depends on the one before it in order to exist. The "organizational efforts (inputs and processes) contribute to organizational results (products and outputs) and these contribute to societal consequences and payoffs (outcomes)" (Strategic Planning in Education, 23). What is the Organizational Elements Model? Roger Kaufman’s Organizational Elements Model (OEM) consists of five parts: inputs, processes, products, outputs, and outcomes. Every organization, whether it be an educational or business setting, is made up of these five elements. The OEM is a framework for organizations to relate organizational efforts, organizational results, and societal payoffs or consequences (Cost-Consequence Analysis, 90). The OEM may also be divided into two different levels. The first level shows "What Is" and the second level shows "What Should Be". Input Process Product Output Outcome What Is What Should Be SOURCE: Adopted from Kaufman 1992, 1995; Hinchcliff 1995 The OEM can help organizations identify what i... ... p22-26, Nov-Dec 1997. Kaufman, Roger and Watkins, Ryan. "Cost-Consequence Analysis." Human Resource Development Quarterly, v7 n1 p87-100, Spr 1996. Kaufman, Roger and Keller, John M. "Levels of Evaluation: Beyond Kirkpatrick." Human Resources Development Quarterly, v5 n4 p371-380, Win 1994. Kaufman, Roger. Strategic Planning Plus: An Organizational Guide. Sage Publications, Inc.: Newbury Park, California, 1992. Kaufman, Roger, and Mayer, Hanna, and Rojas, Alicia M. Needs Assessment: A User’s Guide. Educational Technology Publication: Englewood Cliffs, New Jersey, 1993. Kaufman, Roger and Zahn, Douglas. Quality Management Plus: The Continuous Improvement of Education. Corwin Press, Inc.: Newbury Park, California, 1993. Kaufman, Roger and Stone, Bruce. Planning for Organizational Success: A Practical Guide. John Wiley & Sons, Inc.: New York, 1983.