Critical Analysis of Looking for Alibrandi and Swashbuckler Essay Example for Free

Critical Analysis of Looking for Alibrandi and Swashbuckler Essay Imagine, you are a 12-year-old boy, just about to make the transition from primary to high school, and your father is dying from cancer. Would you want to face the dragon or run away†¦? In everyone’s lives, there are challenges that alter peoples view on themselves and their world. This may or may not have positive outcomes, for one or two of the people involved, but we must all understand the consequences, whether good or bad, of changing perspectives. Josephine as a character in Kate Woods’ film â€Å"Looking for Alibrandi† highlights the ups and downs of being a teenage girl in turmoil, trying to find her own way in a community where she â€Å"doesn’t belong†, to find a positive outcome in what she feels is a world not made for people like her, especially with her Father trying to participate in her life again, when she has never really known him by anything other than name. See more: how to write a critical analysis essay step by step Similarly, in James Moloney’s short story â€Å"Swashbuckler†, after the protagonist, Anton’s father has cancer and he is fearful of â€Å"the dragonâ€Å" and refuses to visit his father, but towards the end of the story his friend makes him realise that his dad is not the dragon, the cancer is, and Anton’s father is the prince trapped in his cave, so Anton finally agrees to see his father in hospital, and watches him â€Å"wither away† In both of these texts, a range of visual and language techniques are used to present these changes in perspective to their audiences successfully. A change in perspective can be tough, but there is always some small light at the end of the tunnel. For Josie, her change in perspective towards her father, Michael Andretti, has a positive impact, as this changing relationship allows her to grow in her understanding of herself and her cultural identity. This change allows Josie to grow and mature, and realise that her father was not the monster she created him as when she was growing up, and display to the viewer how much she really needed her father in her life so she felt complete. Kate Woods creates the initial hatred of Michael Andretti through the use of diegetic sound as a plane flew over Nonna’s house when the small family were yelling at each other. This scene was a clear point about how much Josie resented her father for leaving her and her mother on their own, and because of all the horrible names she had been called her whole life because the schools she always went to were â€Å"all about what your father does for a living†. Josie’s catalyst for her change in perspective was when she broke Carly’s nose after getting sick of being called names. Michael showed her that he cared about her by taking time away from his work to â€Å"rescue† her from getting kicked out of school. Once she had accepted her father, Josie’s character was happier and more forgiving. Through the use of pleonastic music in the scene where Josie is staying for the weekend at her father’s house, and the repetition of the lyrics â€Å"in an unguarded moment† both highlight the raw happy emotion that she has finally come to terms with the fact that her father is in her life now. The meeting of two personalities is like the contact of 2 chemical substances: if there is a reaction, both are transformed. † – A quote from psychologist Carl Jung. James Moloney portrays this notion perfectly in his short story â€Å"Swashbuckler†. The narrator, peter, meets the protagonist Anton at the beginning of the story as he is being bullied by the thugs at their school, when Anton rescues peter from â€Å"imminent death† The use of a cliche â€Å"Ask not my name, but whether my cause be just. Highlights Anton’s attitude to life and wanting to help other people rather than face his own harsh troubles. Anton’s initiator for his change in perspective was when his newfound friend, peter, forced him to face the thought of his dad and the possibility of not having one anymore, and tries to persuade him to visit his dad. The use of confronting emotional language â€Å"†¦Ã¢â‚¬ it was your father. He was the dragon. † – Peter â€Å"Yes. Yes, yes, yes. My father’s turned into a dragon and I don’t know what to do about it. I’m so afraid and Im ashamed that I’m afraid† – Anton† evokes a strong feeling of empathy towards the young boys, and their situations. When Peter finally convinces Anton that his father is a prince trapped in a dragon’s lair, and they go and visit him in the hospital. The use of thought-provoking emotional language† â€Å"But what’s going to happen†¦after? † –Anton† â€Å"you’ll manage Anton, I know you will† – Anton’s Father â€Å"what if I haven’t dad? How can I know whether Im brave enough? Anton â€Å"outlines Anton’s raw emotion and fear for his father no longer being in his life, and the fear of this being his last memory of his father, but also has the innocence of a child just wanting the â€Å"sickness† to â€Å"get better†. The notion that a difference in perception can either be a positive or negative transformation is a very true statem ent. In both situations, positive and negative feelings are experiences on the long road of a change in perspective.

The Damage Of Theft To A Company Business Essay

The Damage Of Theft To A Company Business Essay Employee theft is always been costly to any business. This is still more appropriate in case of big retail chain organizations. The enhanced security arrangements in the recent times have made this topic more important than ever. This research is conducted to investigate the possible reasons for employee theft in supermarkets in Malaysia. It identifies the relationship between various factors with the employee theft behavior. It aimed to develop a model to help big retail chain organizations to design effective internal control systems to prevent/reduce employee theft. This chapter covers the following sections: 1. Background to the research 2. Malaysian retail industry and retail shrinkage 3. Research problem, issues and objectives 4. Justification for research 5. Whats new in this research? 6. Organization of this thesis 7. Definition of terms and 8. Summary 1.1 BACKGROUND TO THE RESEARCH Retailing crime continues to be a challenge for businesses in the USA and elsewhere (National Retail Security Survey, 2003). Retailing crime is financial loss attributable to a combination of various factors like customer theft, employee theft, internal error (administrative or process error) and supplier-vendor frauds. The recent worldwide shrinkage survey revealed 42.4% of the retail shrinkage was due to customer theft, 35.3% due to employee theft, 16.9% due to internal error and 5.4% due to suppliers-vendors frauds. Total global shrinkage in the 42 countries surveyed costs retailers U.S. $107.3 billion ($107,284 million), equivalent to 1.36% of retail sales: a serious threat to retailers bottom lines particularly at a time when many retailers are beginning to feel the pinch of an economic downturn. A key point to be noted is that the cost of shrink is ultimately borne by not only retailers, but also by consumers and society at large. Here Shrinkage or shrink refers to an accountan cy figure, reflecting the difference between the financial revenue the business should have received (based upon inventory and purchases) and the amount actually received. (The Global Retail Theft Barometer, 2010). The Barometer further confirms that retail shrink is a global issue: it is a common problem across all countries, regions and market sectors. The Barometer further points out that In 2010, thieves stole a very wide range of merchandise, but tended to focus on expensive popular branded items including: razor blades/shaving products; cosmetics/face creams and perfumes; smart phones and electrical gadgets; alcohol; fresh meat/expensive foodstuff; electric toothbrushes, electronic monitoring devices; infant formula and coffee; DVDs and electronic games; fashion (especially branded items, leather, handbags and accessories); sports-branded goods and sports shoes; electronic goods; branded sunglasses and watches. The survey tells that over 6.2 million customer and employee thiev es were apprehended last year. Employee theft is second major component of retail shrinkage due to the huge retail space in supermarkets and big size retail organizations. Employee theft can be defined as the theft of anything of value from the retailer by an employee or accomplice. The term anything of value includes cash, merchandise, property, services and information. Employee theft occurs mostly at the checkout area followed by the sales area and the customer desk/courtesy area (Hollinger and Clark, 1983). The theft methods include stealing merchandise, stealing cash, retaining receipts to show stolen items were paid for, voiding a sale or making a no-sale after a customer has paid and pocketing the cash, overcharging, shortchanging, coupon stuffing, credits for nonexistent returns and sliding product through the lane without charging. Other examples include warehouse personnel stealing stocked items, and cleaning and maintenance personnel removing valuables with the trash. Employee theft also takes place at the point-of-receipt of merchandise and includes losses due to payment for goods not received. Employee theft is any use or misuse or stealing of employers assets by the employees without permission to do so (Justice J. Walsh, 2000). Money is the most common asset that is stolen from employers. Theft of time happens when an employee is paid for the time which he/she did not work. Usually this happens by falsifying of time records. Technically, theft of time also includes employees who are not working while on the job, although legally this is very difficult to prove. Theft of supplies is another usual form of employee theft. Examples of this form of theft are office supplies (computers, papers, cabinets, etc.) and restaurant supplies (food, silverware, condiments, etc.). Another example of theft of company property is product displays. Overcharging the customers and subsequently pocketing the extra cash can totally affect a business credibility, because it affects not only the employer but also the customers. If the customers find out that a business is overcharging, it can hu rt that business growth. This is very familiar in restaurants because many restaurants do not keep a close eye on their employees actions. Stealing information is perhaps the most damaging form of theft. Familiar examples of this nature are theft of trade secrets and product designs. A number of studies have been conducted in United States, Canada and in European countries about the employee theft in retail organizations and super markets. The US Chamber of Commerce estimates that US employers lose $20 billion to $40 billion a year due to employee theft. It also states that 30% of all business failures are caused by employee theft (David J Shaffer and Ronald A Schmidt 2006). For every dollar stolen, supermarkets need to sell at least $50 more of goods to make up the loss (George H Condon, 2003). Happy employees steal less in United States (Jennifer Korolishin 2003). Shrink losses due to employee theft can equal the profits in Canada (George H Condon 2003). 1.2 MALAYSIAN RETAIL INDUSTRY AND RETAIL SHRINKAGE Malaysias retail trade touched at RM122.54 billion for the year 2009, up 106.37 per cent from 2005. Growth has averaged 26.59 per cent yearly from 2005 to 2009. Retail sales touched RM59.38 billion during 2005, increased to RM71.69 billion during 2006, gone up to RM95.67 billion in 2007, improved to RM116.10 billion during 2008 and risen to RM122.54 billion in 2009. In the first quarter of 2010, it touched the ever seen highest amount of 32.33 billion (Department of Statistics, Malaysia). From 2006 to 2008, increased urbanization and education saw Malaysians become even more sophisticated and demanding with their shopping experiences. This brought about the development of quality, world-class malls across the country in this period, such as 1Borneo; these malls house a strong array of international brands which are uniquely suited to the discerning needs of consumers. Therefore, new lifestyle retail concepts have become more popular in Malaysia, with retailers offering unique merchan dise to cater to the needs of specific consumers. For instance, Robinsons Malaysia has 50 to 60 exclusive brands for shoppers, whilst Tangs in the Pavilion Kuala Lumpur claims to be the Generation Three Tangs store, a store that encompasses Tangs signature shopping concepts alongside being localized to meet the needs of Malaysian consumers. Store-based Retailing Achieves a Better Performance Inevitably, store-based retailing maintained its dominance from 2006 to 2008, with slightly stronger growth than non-store retailing. The development of shopping malls across the country from 2006 to 2008, especially in secondary towns, such as the opening of The Spring in Sarawak and East Coast Mall in Kuantan, further boosted the performance of store-based retailing. Direct selling continued to dominate non-store retailing, with internet retailing exhibiting the strongest current value growth, albeit from a small base. Interestingly, non-store retailer Dell also opened its first physical counter at Tec Asia in early 2008, representing an increased crossover by non-store retailers in an effort to expand their growth. Employee retail theft in select retail businesses in Malaysia during 2009-2010 The Global Retail Theft Barometer was released in October, 2010 for the period between July, 2009 and June, 2010. In Malaysia, 19 retailers with a combined sale of US$1.974 billion participated in the survey. The findings of the survey reveal that as a percentage of total sales, retail shrinkage in Malaysia was 1.53 per cent. In this, the customer theft amounts to 51.6% (US$132.10 million) This was followed by employee theft at 22.3 % (US$57.09 million) and supplier or vendor theft at 5.9% (US$15.19 million). The remaining 20.2% of financial loss amounting to US$51.71 million was due to administrative errors. As per the findings of The Global Retail Theft Barometer, the methods of employee retail theft in select Malaysian retail businesses are as follows: Table 1.1 Main methods of employee retail theft in select retail businesses in Malaysia: Cash, coupons and vouchers 18.6% Merchandise 38.3% Refund fraud, false markdown 27.3% Large financial frauds 6.9% Collusion 8.9% Total 100 Source: The Global Retail Theft Barometer, 2008 RESEARCH PROBLEM, ISSUES AND OBJECTIVES It is a difficult job to correctly approximate the amount of revenue lost through employees theft by way of cash, goods, and services because much of these activities remain undetected, unnoticed or unpublicized. It has been estimated that as much as 75% of losses attributable to employee theft is undetected because of the difficulty in separating inventory shrinkage into its major internal (theft) and external (shoplifting) component parts (Green, 1997). Like the Global Retail Theft Barometer, many other studies have also made an attempt to identify the base rate for employee theft (see Ash, 1988; Brooks and Arnold, 1989; Jones et aL, 1990; Slora, 1989; Wimbush and Dalton, 1997). The results have shown a wide-range of estimates ranging from 3 to 62 percent. Thus it could be seen that employee theft is an expensive problem for an organization; it has been reported as 10 times as costly as Americas street crime (Greenberg, 1997). The amount of property theft alone has been estimated to be $40 billion per year (Shapiro, Trevino, Victor, 1995), and about one third of employees admit that they steal from their employers (Kamp Brooks, 1991). Researches on antecedents and other correlates of employee theft have focused on two broad categories of factors: individual (personality) factors and situational factors. Both of these factors are important and have practical implications for businesses. Individual factors are variables that employers mostly cannot control; employers may only be able to respond to them. Situational factors such strong policies about theft, safeguards, etc., are much more under the control of employers. The central objective of this research is to investigate the key research problem: What are the factors contributing to workplace theft behavior of the employees of retail floor of super markets in Malaysia and how the internal control systems help to prevent/reduce the workplace theft behavior in case of the employees of Supermarkets in Malaysia. The following are the research objectives to investigate this key research problem: Objectives: a) General objective: To study the various factors contributing to the intention to steal in the supermarkets in Malaysia and also to study the relationship between the internal control systems and workplace theft behavior in the supermarkets in Malaysia. b) Specific objectives: 1) To identify the possible reasons leading to the intention to steal by the employees in supermarkets in Malaysia. 2) To find out the relationship between the individual factors and the intention to steal in supermarkets in Malaysia. 3) To find out the relationship between the organizational factors and the intention to steal in supermarkets in Malaysia. 4) To find out the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia. 5) To determine the moderating effects of internal control systems between the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia. 6) To identify the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia. The research issues and related objectives to investigate the research problem are described in Table 1.2 Table 1.2 Research Issues and Objectives Research issue Research objective 1. What are the reasons contributing intention to steal by the employees in retail floor of supermarkets in Malaysia? To identify the possible reasons leading to the intention to steal by the employees in supermarkets in Malaysia. 2. What is the relationship between theindividual factors and the intention to steal in supermarkets in Malaysia? To find out the relationship between the individual factors and the intention to steal in supermarkets in Malaysia. 3. What is the relationship between theorganizational factors and the intention to steal in supermarkets in Malaysia? To find out the relationship between the organizational factors and the intention to steal in supermarkets in Malaysia. 4. What is the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia? To find out the relationship between the intention to steal and the workplace theft behavior of the employees of supermarkets in Malaysia. 5. What are the moderating effects of internal control systems between the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia? To determine the moderating effects of internal control systems between the intention to steal and workplace theft behavior of the employees in supermarkets in Malaysia. 6. What are the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia? To identify the effective internal control systems to prevent/reduce employee theft in supermarkets in Malaysia. Employee theft in a retail organization can be defined as the theft of anything of value from the retailer by an employee or accomplice. The term anything of value includes cash, merchandise, property, services and information. In retail organizations employee theft occurs mostly at the checkout area followed by the sales area and the customer desk/courtesy area (Hollinger and Clark, 1983). Methods include stealing merchandise, stealing cash, retaining receipts to show stolen items were paid for, voiding a sale or making a no-sale after a customer has paid and pocketing the cash, overcharging, shortchanging, coupon stuffing, credits for nonexistent returns and sliding product through the lane without charging. Other examples include warehouse personnel stealing stocked items, and cleaning and maintenance personnel removing valuables with the trash. Employee theft also takes place at the point-of-receipt of merchandise and includes losses due to payment for goods not received. US reta ilers have recognized for years that employee theft is a huge and growing problem (Mathews, 1997). These losses were, on average, 1.72 percent of retail sales, comparable in magnitude to retail profit margins as a percentage of sales. Surveys by UKs Center for Retail Research (2001) and the Retail Council of Canada (2001) broadly corroborate these figures and demonstrate that concern about retail shrinkage is not restricted to US retailers alone. Together, with the amounts stolen, the cost of preventing theft imposes a substantial burden on retailers. Employee theft has been cited as a primary factor in 30 percent or more of all business failures (Snyder et al., 1991). Theft from retailers can result in bankruptcy or near closure. It results in lost raises and bonuses if not layoffs for employees, and higher prices for customers as the following quote argues: A store operating at 3 percent profit on sales would have to sell $1,216.66 worth of merchandise a year to make up for the da ily loss of a ten-cent candy bar. Just to cover a yearly loss of $1,000 in thefts, a retailer would have to sell each day over 900 candy bars, or 130 packs of cigarettes, or 380 cans of soup. Faced with such unreasonable selling volumes most small business people are forced instead to raise their prices and lower their ability to compete (Verril, 1999). Researchers and employers appear to agree generally on how to define employee theft. Researchers studying this phenomenon have defined employee theft broadly as an employees unauthorized taking, control, or transfer of money, goods, and/or services of an employer committed during the normal course of work activity (Merriam, 1977). Organizations create policies that fit this general definition and further identify the specific types of behavior considered to be theft in their particular context. By enacting such policies, organizations seek to shape the employee perceptions of inappropriate behavior. However, these policies often fail to generate a common perception among employees as to the types of behavior considered employee theft. While most employees agree that some types of behaviors (such as stealing cash) are theft, other types of behaviors are seen by employees as more ambiguous. For example, the unauthorized taking of food by restaurant workers would be included in the above definition of theft, but some employees may consider such stealing a perk of the job. Indeed, researchers suggest that employees are unlikely to share common definitions of employee theft (J. Greenberg, 1998; L. Greenberg Barling, 1996; J. Greenberg Scott, 1996; Hollinger Clark, 1983; Tatham, 1974). Hollinger and Clark (1983) found that several types of employee theft occur in organizations and that social norm consensus did not exist among the employees they interviewed with respect to acceptable and unacceptable (theft) behavior. Social norm consensus represents the amount of agreement among coworkers as to whether a specific type of behavior constitutes theft. This research also is consistent with Mischels (1973) work on cognitive social learning, which suggests that situations vary in the degree to which they determine and limit individuals attitudes and behavior. That is, situations with a high degree of social norm consensus serve to limit individuals to specific thoughts and actions. Social norm consensus is likely to play an important role in labeling an ob served behavior as theft. Although some theoretical work (J. Greenberg, 1998) indicates that lack of agreement among organizational members as to what is considered theft and non-theft is likely to affect whether a particular individual defines a specific incident as employee theft, this has not been empirically demonstrated. There has been some previous research on the matter of retail employee theft, although in recent times there seems to have been a dearth of interest in this topic. For example, Tatham (1974) conducted a survey of retail employees to determine their perceptions of theft from their employers. They classified the respondents into two groups: non-takers, that is, those who do not steal from their employers; and takers, those who engage in stealing. An interesting finding was that, though non-takers were less reluctant than takers to report fellow employees who engaged in stealing, in general, there was much reluctance by employees to report fellow employees who stole. Tatham also found that there was little effect of the value of the item taken on the employees admission to stealing. Hair et al., (1976) conducted a survey of some 254 retail employers to assess their perceptions of, and responses to, employee theft. They found that employers were likely to underestimate the level of emplo yee theft. As did Tatham (1974), they also found that the value of the item taken by the employees had little effect on the employees admission of stealing; however, it had a substantial influence on the employers perceptions of what constituted stealing. While Tatham (1974) found that some 50 percent of employees reported stealing from their employers, about 80 percent of retailers in the Hair et al.,(1976) study believed that employee theft accounted for less than 2 percent of their total shrinkage and that no more than 2 percent of their employees stole. Other researchers engaged in this stream of research have looked at such issues as: personnel selection and its contribution to reduction of employee theft (Brown and Pardue, 1985; Jones et al., 1990); the impact of product identification and posting of losses from shrinkage on employee theft rates (Carter et al., 1988); and the use of internal control procedures to stem employee theft (Kennish, 1985; Snyder et al., 1989). In more recent work, Oliphant and Oliphant (2001) used a behavior-based method in an effort to determine the level of shrinkage in a drug store outlet in the USA, and to assess reliability of the employers estimates of the level of shrinkage. Rather than posting shrinkage information on individual targeted items in the employee break and lunch area, the researchers posted the total dollar amount of shrinkage and the number of items missing due to shrinkage. During the eight-week period of their study, the store achieved an 82 percent decrease in the number of items stolen each week and a 74 percent decrease in monetary loss. Working in conjunction with the retail store, these researchers were able to assist with identification of and reduction in theft of store merchandise by employees. Bamfield (2004) surveyed 476 major European retailers regarding shrinkage and found variations in the shrinkage rates across countries. European retailers ranked employee theft second among the sources of shrinkage (29 percent), in contrast to the USA, where employee theft was perceived by retailers to be the leading source of shrinkage (47 percent). Though retail employee theft can take many forms (for example, giving of unauthorized discounts, theft of cash, theft of merchandise, time theft, violation of sick leave and time-off policies, and so on), the theft of cash and merchandise is most profound, and, so, is the focus of our attention. Retailers continue to struggle with this issue and continue to use a number of different policies in an effort to avert, or minimize, the problem. Among the policies are: pre-employment screening; policy and procedure manuals; loss prevention awareness programs; human resources programs, including decent retail wages and employee incentives; as w ell as various detection procedures (National Retail Security Survey, 2003). In spite of these factors, retail employee theft still continues to be the factor that contributes most to retail shrinkage in the USA. Hence, there should be focus on efforts to understand retail employee theft. The idea of employees stealing is such a difficult concept for many managers to comprehend that they do not use the words, theft or stealing, to describe the deviant actions of employees. Euphemistic or politically correct words such as inventory shrinkage, spoilage, pilferage, shortage, unaccounted loss, or defalcation are more commonly used to describe employee theft, which reflects an attitude of denial and avoids the image of criminal activity. Because an employee is considered part of the family, it is hard to accept that someone you hired and worked with would steal from you. When caught, employees are often treated less harshly than someone not employed who steals from the firm (Kennish, 1985). Many employers consider employee theft as an unpreventable, unpleasant situation which is just part of doing business (Kennish, 1985). They expect employees to steal. The problem of employee theft is further exasperated by what constitutes employee misconduct. Some employers believe a pencil here and there, use of the copier for personal use, or five dollars worth of long distance calls per month on the office phone are acceptable. When employers exhibit such an attitude, it establishes an organizational atmosphere that management condones employee theft (Kamp and Brooks, 1991). Thus, employees view stealing from the company as an acceptable and justifiable behavior. It also makes it difficult to prosecute stealing, since it is difficult to determine what level of stealing is unacceptable. Employers face the prospects of going out of-business if they cannot control the costs of lost services, cash, and products. Statistics provided by the US Chamber of Commerce indicate that 50 percent of all small business failures in the first year of business can be attributed to employee theft (Business Strategy, 1995). Insurance companies estimate one-third of all business failures can be attributed to employee theft (Miner and Capps, 1996; Snyder and Blair, 1989; Snyder et aL, 1989; Bourke, 1992). The alternative is to develop anti-theft measures (i.e. honesty tests, surveillance devices) to prevent employees from stealing which then add costs to doing business. The employer must decide which costs are greater; to catch a thief, or to accept it as the inevitable (Taylor, 1986) and pass these costs on to the consumer by raising the prices. However, to determine a cost benefit analysis, one must know the amount of employee theft being conducted. As stated earlier, it is difficult to determine the amount of business losses attributed to employee theft. For example, in the retail sector, shrinkage losses are attributed to shoplifting, employee theft, administrative error, and vendor fraud. Distinction among these categories is difficult to calculate. Most companies cannot measure the amount of employee theft accurately and the amounts that are calculated are at best, informed guesses (Baker and Westin, 1987). Robinson and Bennett (1995) used a broad category of deviant workplace behaviors within which theft may be investigated. Two dimensions of deviance, ranging from minor (m) to serious (s) and organizational (o) to interpersonal (i), can be combined to form four counterproductive behavior categories: property deviance (s, o), production deviance (m, o), political deviance (m, i), and personal aggression (s, i). In this study, they focused on the model dimensions of serious and minor incidents of organizational deviance, or production deviance and property deviance. These categories subsume specific behaviors of time theft (production deviance) and physical theft (property deviance). Property deviance includes employee behaviors that involve the unauthorized taking, control, or transfer of money or property of the formal work organization by an employee, either for the employees own use or for sale to another, during the course of occupational activity (Greenberg, 1997; Hollinger Clark, 1983b). It includes behaviors such as misuse of employee discounts; taking merchandise, supplies, or information for personal use or sale; filching money or production materials; and falsifying time records. The boundaries of employee theft as defined here do not include theft of coworker property. Production deviance includes what has been referred to as work withdrawal behavior. These behaviors can take the form of reduced productivity, increased absenteeism and tardiness, low job involvement, and low organizational commitment (Hanisch, Hulin, Roznowski, 1998). The production deviance construct also includes behaviors such as leaving work early and taking unauthorized breaks (Blau, 1998). Individuals engage in these behaviors to maximize or maintain social and organizational roles. When these motives conflict with formal job responsibilities or when employees are dissatisfied, individuals minimize time spent on formal job tasks (Hanisch Hulin, 1991). Production deviance behaviors that result in the reduction of time working (e.g. tardiness, absenteeism, abuse of sick time, unauthorized breaks, socializing, loitering) are considered to be time theft. Many researchers use attitudes such as dissatisfaction to predict deviant employee behavior (Bolin Heatherly, 2001). According to Murphy (1993), satisfied individuals tend to exhibit pro-social behaviors, whereas unsatisfied individuals tend to commit acts of property and production deviance. Hanisch and Hulins (1991) definition of work withdrawal assumes that dissatisfaction is the catalyst for behaviors such as time theft. Individuals involved in employee theft also are often involved in other deviant behaviors (Murphy). Hollinger and Clark (1983b) found relations between job dissatisfaction and property deviance among samples of retail and hospital employees, but not manufacturing employees. They also found a significant relation between job dissatisfaction and production deviance (i.e., work withdrawal or time theft) in all three industries. Differences between the strength of relation between satisfaction and property deviance and satisfaction and production deviance could occur because of perceived differences in organizational sanctions for these behaviors. Johns (1998) suggested that work context may constrain the exhibition of one withdrawal behavior while allowing the expression of another theoretically related behavior. Hanisch et al. (1998) suggested that the set of withdrawal behaviors that manifests as a result of negative job attitudes is a function of the situation and job constraints. These sanctions and constraints would be communicated by an organizations climate for theft. According to Murphy (1993), many researchers have acknowledged the importance of situational factors to employee deviance, but few have examined this relationship. Boye and Jones (1997) suggested that the effect of specific aspects of climate for theft should be examined. Climate for theft includes the opportunity to steal and the perceived and communicated norms of the organization, management, and work group. Included in these norms is the attitude toward theft, perceived extent of coworker and management theft, perceived certainty of sanctions for theft, and perceived severity of sanctions for theft. Hollinger and Clark (1983a) examined the conditions under which employees commit theft. They found that the perception of certainty and severity of organizational sanctions were related to employee theft. The perceived certainty of sanctions had a stronger relation with theft than did the perceived severity of sanctions. The least theft occurred in situations in which sanctions were p erceived as severe and certain. Greenberg (1997) suggested that norms, unwritten rules that guide behavior and contribute to an organizations climate, often condone or encourage employee theft. For example, managers who engage in theft may establish a norm that such behavior is tolerated. Managers also may encourage theft by allowing employees to use equipment and materials for personal use or rewarding extra behaviors with free or highly discounted products (Greenberg). If steal-friendly norms have been established and the organizational climate is perceived as permissive to such actions, employees may steal to fit in or get along with their coworkers. Consistent with this climate-based influence, Hollinger and Clark (1983b) found that the influence of coworker attitudes on theft behavior was stronger than that of management sanctions or employee fear of reprisal. Thus a number of studies are availa

Wellbore Instability and Borehole Breakout

Wellbore Instability and Borehole Breakout Introduction: Despite the development of oil and gas industry technology, Wellbore instability remains one of non productive time that cost industry billions every year. wellbore instability has been one of the well planning stage and been studied widely (Bradley,1979; Bell, 2003; Zhang et al., 2003; Gentzis et al., 2009; Zhang et al., 2009; Ding, 2011). Drilling through a formation led to stress changing a round the borehole due to rock removal. In this analysis, mud weight pressure is the controllable parameter during the drilling. The mud weight pressure effects can cause two failure mechanisms which are shear failure (breakout) and tensile failure (fracturing), these problems consider as the main wellbore failure. Borehole breakout happens when the mud weight is lower than expected. in other word, the breakout failure occurs when the stress imposed by drilling mud lower than compressive strength. On the other hand, higher mud weight can lead to tensile failure due to invade of mud into the fo rmation. The consequences behind these problems are stuck pipe, reaming operation, lost circulation, and sidetracking. To eliminate these problems many parameters should be considered such us rock strength, pore pressure, in-situ stress, and stress orientation. Furthermore, breakout and fracturing can be diminishing or eliminate by choosing the suitable mud weight for drilling. By using a constitutive model to predict the stresses around the wellbore connected with a failure criteria, Strength of reservoir rocks can be calculated. Hence, selection of the suitable failure criteria will consider as the main part of wellbore stability analysis. Borehole breakout is an enlargement and elongation of wellbore in a particular direction and it considers as the important indicators to predict the orientation of min. horizontal stress. This enlargement can be predicted by using 4-6 arm caliper tool, Optical imaging log, resistive image log, and acoustic image log (Jaeger et al.,2009; Bell and Gough, 1979; Zoback et al.,1985).   Figure (1) shows wellbore enlargement pattern via 4 arm caliper. The 4 arms caliper has 4 pads in two calipers (pad 1 and 3) represent Caliper 1 (C1) and (pad 2 and 4) represent caliper 2 (C2). The diameter of the hole can be identified from those two calipers. Fig 1a represents an in-gauge hole cause C1 and C2 have same reading of bit size. In contrast 1C shows a severe washout in hole size and caliper reading show this enlargement. Stand on well logs data and empirical equations, the rock strength and mechanical properties can be obtained (Rahimi, 2014). (Westergarrd. 1940) in-situ stress can be obtained by elastic characteristic equations. Also, from elastoplastic characteristic equation in-situ stress can be calculated (chang et al., 2006). As well , (LOT) and mini frac. test can help us to determine in-situ stresses (Bardley 1979b). Many models have been built to determine the induced stress in a circular well and predict the suitable mud pressure by using Failure criteria. In this analysis, three failure criteria have been used to predict the proper mud weight in the Nahr Umr formation in southern Iraq. The three failure criteria are Mohr-coulomb, Mogi-coulomb, and modified lade. Fig (1) Caliper log responses due to wellbore enlargement (Tingay ) Geological properties of the field and the target reservoir. The H oil filed is a land-based field located in southeastern Iraq between the city of  Basra and the Kuwait border (Figure 2). The field is an anticline that runs roughly north-west to south-southeast approximately 60 km long and 10-15 km wide. The anticline of H field has four domes divided by saddles, from the northwest to southeast these are: Al-Hamar Shuaiba Rafidyah Safwan Fig (3) The four domes in H filed The discovered reserves are contained in five reservoirs: Mishrif, Nahr Umr, Zubair 3rd Pay, Zubair 4th Pay and Yamama. (Figure 3) represents well stratigraphic. Nahr Umr Formation is an interesting potential water source zone due to the abundance of log data through the unit, water salinity that is compatible with the Mishrif and Zubair Formation waters, and the reported extent and strength of the aquifer. It is composed mainly of Sandstone interbedded with streaks of (Shale, Siltstone Limestone). Average thickness of Nahr Umr formation is +/- 260 m and the porosity exceed 25% with an average of 20% permeability ranges from 1000 md to 9000 md. Depends on information from more than fifteen wells, shear failure has been noticed in Nahr Umr formation specially at the shale layers. This breakout has been shown on shale shaker and by caliper log. Fig (4) stratigraphic of H field

Remembering Vietnam :: Vietnam War Essays

Remembering Vietnam "Facing It," by Yusef Komunyakaa talks about a war which most, if not all Americans are familiar with. The ever so controversial Vietnam Conflict, also known as the Vietnam War. This poem was very well written, and I respect all that was said in the context of the poem. "Facing It," discusses his visit to the Vietnam Memorial in Washington D.C., and his emotions that he experienced while he was at the memorial. I can not imagine what the feelings would be like to see one of my friend's name etched in this wall, although Tomas Van Putten can. I had a personal phone interview with him on October 30th, 2002. Tom Van Putten served nine years in the U.S. Army, two of which were spent in Vietnam. In a phone interview with Tom, I asked him if he had ever visited the monument. In fact, he did and he discussed with me how hard it was to see a dozen names of men he knew that were put on that wall. "It's really an awesome monument; it is hard remembering what it was like coming home. I was definitely changed for life " (Van Putten). Most of the content Mr. Van Putten and I spoke about, alluded back to "Facing It." Komunyakaa really shows me that he is emotional about the monument by his visions that he sees when he is at the wall. "My black face fades / hiding inside the black granite" (1-2). Here I believe he is realizing he should be on that wall. I feel as if he may be remembering a point in time in Vietnam that he was involved in an incident that should have cost him his life. Also, these are all names. His fading face makes me think that he realizes that there were no separate races in that war. When I told Mr. Van Putten about this part of the poem, he said "Yea, you are right. We all looked the same. We were all Americans." "I said I wouldn't, dammit: no tears" (3-4). How could you not cry at this scene. Hundreds, if not thousands of fellow Americans that Komunkyaa had interacted with at one point in time, or another, were just names etched on a wall. I asked Mr. Van Putten what the overall environment was like once he arrived in Vietnam. Mr. Van Putten described the environment of Vietnam as a "pretty country, really nice. Remembering Vietnam :: Vietnam War Essays Remembering Vietnam "Facing It," by Yusef Komunyakaa talks about a war which most, if not all Americans are familiar with. The ever so controversial Vietnam Conflict, also known as the Vietnam War. This poem was very well written, and I respect all that was said in the context of the poem. "Facing It," discusses his visit to the Vietnam Memorial in Washington D.C., and his emotions that he experienced while he was at the memorial. I can not imagine what the feelings would be like to see one of my friend's name etched in this wall, although Tomas Van Putten can. I had a personal phone interview with him on October 30th, 2002. Tom Van Putten served nine years in the U.S. Army, two of which were spent in Vietnam. In a phone interview with Tom, I asked him if he had ever visited the monument. In fact, he did and he discussed with me how hard it was to see a dozen names of men he knew that were put on that wall. "It's really an awesome monument; it is hard remembering what it was like coming home. I was definitely changed for life " (Van Putten). Most of the content Mr. Van Putten and I spoke about, alluded back to "Facing It." Komunyakaa really shows me that he is emotional about the monument by his visions that he sees when he is at the wall. "My black face fades / hiding inside the black granite" (1-2). Here I believe he is realizing he should be on that wall. I feel as if he may be remembering a point in time in Vietnam that he was involved in an incident that should have cost him his life. Also, these are all names. His fading face makes me think that he realizes that there were no separate races in that war. When I told Mr. Van Putten about this part of the poem, he said "Yea, you are right. We all looked the same. We were all Americans." "I said I wouldn't, dammit: no tears" (3-4). How could you not cry at this scene. Hundreds, if not thousands of fellow Americans that Komunkyaa had interacted with at one point in time, or another, were just names etched on a wall. I asked Mr. Van Putten what the overall environment was like once he arrived in Vietnam. Mr. Van Putten described the environment of Vietnam as a "pretty country, really nice.

Effects Of Intolerance In Society Essay -- essays research papers

In society, many people tend to reject those who are different. In the novel To Kill a Mockingbird, Harper Lee presents a number of situations that reveal the effects of intolerance on other people’s lives. The characters in the novel who were treated with a lack of intolerance were Boo Radley, Atticus Finch and Tom Robinson. By observing the effects of intolerance on people’s lives, the children gain sympathy, respect and understanding for its victims. The children gain sympathy for Boo Radley when they observe how others reject him. Ever since his teenage years, Boo had been a prisoner in his own home because his father kept him locked up as a form of punishment. As a result of his isolationism, Boo gained the reputation of Maycomb’s mysterious man. Town folk have created rumours about Boo for a source of gossip. Miss Stephanie, known as the â€Å"neighbourhood scold†, told the children that â€Å"Boo drove the scissors into his parent’s leg, pulled them out, wiped them on his pants, and resumed his activities† (Lee 11). Jem Finch was another culprit who succeeded in spreading rumours about Boo Radley. The young and mischievous Jem told Dill that â€Å"[Boo] dined on raw squirrels and any cats he could catch† (13). It appeared that the townspeople were blinded by their own stupidity by harassing the helpless Boo Radley. Boo was never given a chance to prove his humanity to the town. Although they assisted in tormenting Boo at first, the children ended up feeling sympathetic toward him. ...

Moral Theory: Cultural Relativism

In a fast shrinking world there is very little that a society can do to hide from the scrutiny and judgmental eyes of others. The media and the Internet make it very easy for the rest of the world to know of any indiscretion or any wrongdoing committed by a person or a group of individuals. The problem with judging others though is not as simple as it may seem. There is simply no universal rule to be followed when it comes to some of the more complex ethical issues such as euthanasia, abortion, recreational drug use, etc. Determining what is right and wrong, in this modern age, has been simplified to a moral relativism never before seen since the Western World accepted religion as a standard for living right.The idea that no one can judge others – especially those coming from a different culture – is also known as cultural relativism. This is rooted, in a more general sense, to a concept called moral relativism. This makes the discussion more complicated because accordi ng to Timmons, relativism, â€Å"†¦ is used as a label for a quite a variety of views and ideas that differ in important ways† (2002, p. 38). Timmons adds, that relativism should be understood from the following perspective, â€Å"†¦rightness or wrongness of actions ultimately depends on the moral code of the culture to which one belongs† (2002, p. 38).The PositiveBased on the above-stated definition the proponent can glean at least three ideas that can go in support and against cultural relativism. When it comes to those in favor of relativism then the following are easy to adhere to:1.Cultural relativism allow other groups of people to experience a degree of freedom that they so crave without the interference of outside forces who may not have a clear understanding of what they are doing.2.Cultural relativism makes a person outside the cultural sphere to give the insiders the benefit of the doubt which in some cases is needed to give other people room to ex plain themselves or to execute a plan to its completion.3.Cultural relativism allows for healthy boundaries. This means that other nations or other people groups would do well to mind their own business.The NegativeNow when it comes to the other side, one can also easily find that there are two sides to every idea. When it comes to cultural relativism the negative connotation is ambivalence that at best leads to instability and at worst will lead to chaos as explained in the following:1.Cultural relativism allows for excuses when in fact what is needed is responsibility.2.Cultural relativism allows gross misbehavior that can often lead to violence, violation of human rights etc.3.Cultural relativism can be the cause of misunderstanding that can escalate to war and other international incidents.Expounding on the ideas described above it is better to begin from the positive side of cultural relativism. It is a common contention that cultural relativism is a position that one should ta ke when discussing the evils of legalism – the familiar scene when those who are in a position to demand conformity abuses their power and forces others to follow. The dogmatism and legalism that came from religion is a painful reminder that without a proper view of cultural relativism then there are interest groups who will impose harsh laws and statutes that would make it impossible for others to follow.With regards to the second point, there are cases wherein people groups and even individuals need the benefit of the doubt from others in order for them to fully express themselves or even to execute a plan to perfection. The Western mindset can criticize the oriental mindset but there are times in history when the Western World could have benefited from the wisdom of some Asian practices if they just took the time to give them the benefit of the doubt. Americans for instance ridiculed some of the business practices of post-war Japan and later found out that their way of doi ng things allow them to produce quality products that even surpassed the competition.With regards to the third point, there is no need to look further and begin examining U.S. foreign policy and the way it has been criticized all over the world. There can be good reasons why the mighty United States of America is meddling with the affairs of other countries. But the reaction is already evident in the now infamous September 11 and the Iraq debacle.Understanding, the positive side of cultural relativism would do well to heal conflicts between two different groups but at the same time too much of a good thing can also backfire. Moral looseness can spell chaos, disaster, and tyranny. With regards to the first idea as to why cultural relativism must be opposed a case study was presented by the sociologist James Q. Wilson in sharing an experience he had with his class. Details are shown in the following pages.According to Wilson, he had an interesting and somewhat disturbing discussion wi th his students in the subject of relativism. He said that the students in reaction to the issue of the holocaust asserted an extreme form of relativism in that they refused to acknowledge that the evil that was the holocast.This is very serious for Wilson and the proponent of this study agrees with him. There is clearly a demarcation line between allowing room for cultural relativism and simply turning a blind eye towards something as significant as the murder of six million people. This is an example as to how cultural relativism can be taken too far.Furthermore, the two points raised concerning the negative aspect of cultural relativism can also be seen in the case study presented by Wilson. Cultural relativism can result in behavior that is destructive and harmful for the general public. In this case a group of people – the Nazis – were given blanket authority to harm fellow Germans, who happened to be Jews. This is the disturbing thing about relativism. The Jews w ho were massacred were not people belonging to another nation. They were in fact Germans, with valid citizenship who happened to belong to a particular heritage or to a particular religion. Yet, the Nazis did not consider this and instead went on to murder their own.On the third and last point, cultural relativism can be allowed but only on certain terms. If cultural relativism is allowed without boundaries, it can result in something as serious as a world at war. And the Nazis rise to power is the case in point. The German people allowed this group of radicals to dictate their politics and their moral code. So at the end they were forced to pay a steep price for it. Even today their history is tainted with the blood of six million Jews and it is more jarring that some of them are trying to erase the stigma by using cultural relativism, an idea that was seen in full bloom in Mr. Wilson’s class.ConclusionCultural relativism, an idea rooted in moral relativism is a view that in essence encourages respect and creating boundaries in dealing with people coming from a different social background and culture. This simply means that relativism allow for a more understanding environment, a world where people learn to be more gracious and open minded when it comes to other people’s actions. Those who agree with cultural relativism points to the necessity of first understanding the other person’s social background, culture, and the details of the circumstances that made him or her do something even as disturbing as the holocaust.This view plays an important role in creating a world more open to discussion and less prone to hostility. But there is another side to cultural relativism that can create the same set of problems that it hoped to solve. Those who are espousing cultural relativism aims for a global society that is more humane, more forgiving and more open to discussion. The opposite can happen as seen above.The explanation can be partly seen in the analysis of Catherine Wilson who remarked that in order to perform, â€Å"†¦just and benevolent actions, to approve just and benevolent actions in others, and to attribute merit to those who perform them †¦ requires a social system that regards actions as items for judgment and criticism† (2004, p. 4). In other words this world cannot function having only cultural relativism as a guide. Humanity requires something more stable than just a simplistic answer such as relativism.Relativism is like a band-aid to something as serious as gangrene. One can simply patch up a festering wound denying the fact that something is rotting underneath hoping to show that everything is fine will not solve the problem. The sociologist James Wilson was right to be appalled by the naivete and simplistic formulations of his class. Six million people murdered not including millions more who suffered in death camps could not be simply be dismissed as part of freedom of expression bas ed on the unique circumstances surrounding the event.It is the height of hypocrisy for the students to turn a blind eye from the suffering of Jews in Word War II and yet become so livid when others are violating their own freedom. How come they can easily allow the Nazis to trample the rights of the Jews when they could not stand their own parents telling them what to do. This is simply inconsistent and goes against human nature. Cultural relativism can be allowed in areas where cultural preferences and highly debatable issues are at stake but not when lives are on the line and especially when heinous crimes were committed. ReferencesDreier, L. (2005). Contemporary Debates in Moral Theory. Malden, MA: Blackwell Publishers.Posner, R. (1999). The Problematics of Moral and Legal Theory. Boston, MA: First HarvardUniversity Press.Soccio, D. J. (2004). Archetypes of Wisdom: An Introduction to Philosophy. 5th Ed. Belmont,CA: Wadsworth.Sorell, T. (2000). Moral Theory and Anomaly. Malden, MA : Blackwell Publishers.Timmons, M. (2002). Moral Theory: An Introduction. Maryland: Rowman & LittlefieldPublishers.Wilson, C. (2004). Moral Animals: Ideals and Constraints in Moral Theory. New York: OxfordUniversity Press.

Design of an Application for the Visualisation of Raw Data

Abstraction Visual image is really of import for acquiring attending and tells the message in an impressive manner. Our application helps to plan the information and visualise it in different charts, even customization is possible. It provides an effectual manner of communicating to the mark audience. Application helps to change over research natural information in ocular signifier for better analysis. Application helps to bring forth attractive ocular and synergistic charts. Large set of informations eg study, research etc or informations saved in any signifier eg excel, cloud platforms etc can be integrated and converted. Even unrecorded informations set integrating is possible. Application provides different types of chart customization features eg belongingss, colour, text, drag & amp ; bead etc. Predefined templets can be managed or used for better apprehension. Our application besides provides different sharing options and coaction. Multiple peoples can join forces and work on the same research. Application can be unrecorded integrated with different societal media, progress sharing through mail, URL is besides provided. Branding option for branding visual image is besides provided. 1. Introduction 1.1 Project Description The Real-time information visual image can supply significant and noticeable return for companies that use these tools efficaciously. Wielding informations in existent clip can be highly advantageous for organisations of all sizes and acrossindustries, as this ability certifies employees with the resources they need to utilize best public presentation in severalscenarios. At the similar clip, organisations can non anticipate to merely roll up the information into vision without the right proficient tools. This will run the demand for ocular informations find engineerings ; alternatively the critical informations are easier to understand. A new Aberdeen bunch study of over 200 concern executives highlighted the impact ofreal-time information visual image toolsinthe workplace. The research found that companies using period of clip solutions are able togather cardinal informations among a finite measure of clip 22 per centum more oftenthan organisations without real-time platforms. In another words, concerns with real-time information visual image technics are more often able to do better determinations alternatively of trusting purelyon inherent aptitude. This creates infinite for clear competitory advantages. In add-on, companies that is besides able to acquire batch of out of their overall concern intelligence ways, to supplying value on the topographic point with the usage of real-time informations visual image solutions. Harmonizing to the Aberdeen Cluster, 71 per centum of houses utilizing real-time or period image platforms even have ad-hoc analytical services that enable assorted groups throughout the work point in their ownership to take full advantage of the information. Real-time informations visual images are besides ready to supply merely distinguishable returns. The study found that approximately 26 per centum of companies utilizing these solutions in topographic point were ready to verify new grapevine histories, whereas 15 per centum were ready to bring forth a batch of gross through optimized tools. Another 10 per centum of companies with real-time information visual image platforms were ready to diminish extra in operation monetary values, which may ease decision-makers, invest in extra significant undertakings without lay waste toing the stone underside line. Experts normally agree that visual image engineerings could besides be really helpful for corporations that are encompassing the big informations phenomenon and made to cover with more and more complex and advanced information sets. Because the power of traveling rapidly and easy is indispensable in this fast traveling competitory corporate universe, executives has to supply their work forces in real-time solutions which will change over natural informations into merely understood penetration every bit early as possible. Even advanced analytics are acquiring to be portion of the equation, organisations that uses these tools in add-on to visual image platforms that makes easy-to-digest dataimagerywill possible themselves to recognize in a better manner to win and acquiring benefits over compete companies missing thesemethods. Datas analysis Data analysisis the procedure of analyzing and summarizingdatawith the purpose to pull out usefulinformationand develop decisions. Data analysis is closely associated with informations processing ; howeverdata processing tends to concentrate on larger informations sets with less emphasis on makinginference, and sometime uses the information that was chiefly collected for a distinguishable intent. Instatistical applications, some people divide informations analysis intodescriptive statistics, exploratory informations analysis, andinferential statistics ( orconfirmatory informations processing ) , wherever the EDA dressed ores on detecting new option within the information, and CDA on corroborating or disproof bing decision. There are two types of Data analysis:Exploratory informations analysis ( EDA ) : It is an attack to analysing information for the purpose of formulatinghypothesesvalue testing, complementing the tools of typicalstatisticsfor proving hypotheses.Qualitative informations analysis ( QDA ) orqualitative researchis that analysis of non-numerical information, for illustration words, images, observations, etc.Aims The aim of our application is Decision shapers at assorted degree has to welcome information visual image package tool, as batch of information is stored and processed, that helps them to see analytical consequences given visually, happening comparative factors over the 1000000s of variables, communicate factors and decision to others, and it besides read the longer term. Because of the method the human encephalon grips information ; the people can easy and rapidly acquire the mean for big informations points when they are displayed utilizing charts and graphs alternatively of maintaining spreadsheets over hemorrhoids or merely reading pages of studies.Judge the information you are trying to see, together with its size and cardinality ( the individualism of informations values in a column ) .Find what you are traveling to visualise and what type of information you are seeking to pass on.Have a ocular that will supply the information in the simplest and better signifier for your audience.Data visual image is a wor k of art, and there will be several graphical techniques which can be used to assist people to acquire the narrative, their informations is stating. FacultiesConnectionApplication provides four different options for uploading user’s dataset.Excel SpreadsheetGoogle SpreadsheetAPIUsers new informations setTool Tool option provides different type of options as charts formats, templets so visual image can be done really fast. Chart options provided are listed below-BarroomStacked BarroomRingingHalf-RingAreaJazz bandLineColumnStacked ColumnPieCharts-Embed Code: user can copy and glue into user’s web site or web log Uniform resource locator: sharing can be done with URL Social media sharing: charts can be shared on the societal media with the aid of different sharing options. SEO: Even the charts can be used for SEO labeling Live: Application helps to print unrecorded chartsCustomized TemplatesTemplates can be organized and used harmonizing to the demand, following customization can be done-breadth and tallnessbackground colourline colourline thicknessfount colourfount sizeGrid line colourss and grid line thicknessData series colourss directionTitle directionFormating ToolItems can be modified by fount, colour, breadth, etc. Branding user’s chart with a logowill addition user’s on-line presence and guarantee that user acquire ascription for user’s informations, particularly when user’s public charts are shared across web sites.Axiscustomization – class axisGrid Lines– grid lines can be customizedChart Area– the boundary line that outlines user’s graphical informationsBackground– back colourData Series– information series can be added or modifiedLegend– is the cardinal box for the step axisData Values– values on the charts Comment Text Formatting– text boxes used for noticing, user can attach remark boxes to want informations series