Music Therapy And Personality Theory Psychology Essay

Music Therapy And Personality Theory Psychology Essay Personality theory is focused on the thoughts, feelings and behaviour of human beings, including their interactions with their social environment (Funder, 1994). From this comment it could be suggested that personality is made up of the characteristic patterns of thoughts, feelings and behaviours that make a person unique. In addition to this, Piedmont supports that personality come up from inside the individual and remains fairly consistent throughout life  [1]  . Ancient Greeks were the first who talked about personality and the elements that affect it, which are the earth, the water, the air and the fire. Hippocrates and Galen supported that character is attributed to the mixing of the juices that exist in the body, such as blood, yellow and black bile and the phlegm. From this, four types of character are created: the choleric, the melancholic, the sanguine and phlegmatic. During the years, several theories have been developed for identifying the traits and structure of human personality and each of which was influenced by the ideological and methodological background of the founder such as Freud, Cattell, Eysenck, Hartmann, Jung. Although all these considerations have their strengths and manage to significantly penetrate the deeper essence of the concept of personality, nowadays a new theory have been established upon which most modern psychologists of personality seem to agree. This new approach is called Big Five Dimensions and argues th at human personality can be fully described by five key factors. These factors are: Openness to experience: which describes the ability to open and explore unknown situations, to recruit new experiences (imagination, broad range of interests) Conscientiousness: which focuses on whether the conduct of the individual aims to achieve an end and is governed by inner values, standards and ethics(thoughtfulness, organized, planful) Extraversion: which evaluates the quality and intensity of social relationships of individuals (sociability, talkativeness, excitability) Agreeableness: which examines the quality of the relationship of the individual with others and with himself ( trust, altruism, kindness, affection) Neuroticism: which refers to emotional balance and the adjustment of the individual (emotional instability, anxiety, moodiness, irritability, sadness) Another personality inventory was the one of Eyesenck which measures personality using two scales. Introversion-extraversion, stability-instability. Eysencks theory was based on the four temperaments methodologies, first formalised and popularised by ancient Greeks. According to Eysenck, there are four types of personality. The choleric types are the unstable extraverts and they have qualities such as touchy, aggressive, changeable, optimistic, active, excitable and restless. The melancholic types are the unstable introverts their qualities are such as quiet, reserved, pessimistic, sober, rigid, anxious and moody. Sanguine types are the stable extraverts they are talkative, outgoing, responsive, lively, easygoing, carefree, leadership and sociable. Phlegmatic are the stable introvert and they are calm, even-tempered, reliable, controlled, peaceful, thoughtful, careful and passive. It is widely accepted that human behaviour is shaped by the influence of different factors, and this includes a musicians personality as well. Such factors include both genetic and environmental influences. Becoming a musician does not depend on genetic reasons per se or solely on how effective the learning process is. Mainly it is based on a complicated combination of different factors which influence every individual in different proportions. Nearly all researches agree that human traits are jointly determined by both nature and nurture, though they may disagree about the relative contribution of each. (Ceci and Wiliams, 2000). Genetic structure may be a factor that influences someone to become a musician. Some people are born with a music gift and through years in combination with the environment they can develop it. However, the importance of genetic influences decreases over time as individual experiences and social environment becomes more important. Social environment help determine the status of individual, the roles they perform, the duties they are bound by and the privileges they enjoy (Pervin and Jones, 2001). Indeed, the social environment can be a drive wheel for someone to develop a musical gift. By action and by example, parents shape the lives the behavior and the choices of their children from birth through adulthood (Ceci and Williams,1999).  [2]  If the child is raised in a musical environment, with parents musicians or listening to music all the time, then the possibility of becoming a musician is higher. This can also be seen in the past, in Baroque, Classical and Romantic eras, where most famous composers or pianists had great music parental guidance by their musician parents. Also if a child decides to be a musician, he often needs the support of the family in order to maintain his interest in music from an early age. Feltovic (2006) stated that The amount of instrumental practice from an early age is of vit al importance for later musical performance . In addition, if a child is associated with other children related to music, then the possibilities to develop an interest in music are increased. Previous findings on musical development have rarely indicated that learning efficiency is an essential aspect of musical expertise. (Gaunt Hallam, 2009) Indeed, effective learning and a teachers influence also play an important role on childrens performance. Teachers could positively affect the interest of a student for music by offering encouragement, and also negatively discourage a student by failing to support the child properly. The effective learning and good teachers who truly value students might turn children into music For example the teacher can increase the level of interest in music by making music learning more enjoyable for students. Teachers can have a great influence on children thus I believe that if children love the teacher, then they are likely to love music as well. Finally socio- economic conditions and many other unpredictable factors may affect a child positively or negatively to follow a musical path. Music education in developing countries appears not to have been a major priority since the lack of financial resources prevents these countries to meet their citizens educational needs. For example in Africa only 4.6%  [3]  of all schools in the country have music rooms. After analysing the reasons that may influence someone to become a musician instead of another, the next step is to identify possible factors that may determine someones personality after becoming a musician. Does every type of music affect musicians personality the same level? Is each kind of music related to specific emotional characteristics? Research has shown that various aspects of our personality are related to the types of music that we choose (Mitch Beavers and Lauren Mutispaugh). In their research on whether personality predicts music preference, observe that those who listen to classical music appear to be less agreeable and prefer sad music. The same research detects that individuals who listen to heavy metal music were low conscientiousness with low emotional stability. Rentfrow and Gosling (2003) using the Short test of music preference, they concluded that listeners of the same kind of music, had similar characteristics. Country music lovers tend to be low in openness to experiences, but high in conscientiousness. They also appear to prefer music that is simpler in nature. Jazz music lovers are more open to experiences and prefer complex music. Blues music listeners prefer music that is more complex and sad. Folk, rock, and heavy metal tend to prefer more complex music. Pop listeners tend to prefer more simple music. Religious music appears to have higher self-esteem and prefer happy music. Classical music and soundtracks appear to less agreeable and prefer more complex and sad music. Rap and hip-hop seem to be more agreeable, extraverted, and to prefer music that is happy and simple in nature. Heavy metal music appears to be low in both conscientiousness and emotional stability. In a research on Classical music preferences, Burt found that the participants tastes differed according to the extraversion, introversion but also on the emotional stability. In his study, Burt concluded that stable extraverts preferred classical and baroque music (Handel, Verdi, Brahms) which possessed characteristics like solidity, balance, brightness and predictability. On the other hand, stable introverts also preferred classical and baroque period but with a preference on absolute, intellectual and cognitive music like Bach. Moreover, Burt found that unstable extraverts preferred romantic music which has strong contrasts is emotional and vigorous (Wagner, Liszt, Berloz). In contrast, unstable introverts also preferred romantic music but impressionistic and mystical pieces like Debussys, Chopins and Webers (cited in Kemp, 1996).  [4]   According to a research by Delsing, Bogt, Engels and Meeus,  [5]  heavy metal, punk, gothic and rock listeners were found to be related to openness to experience but not to conscientiousness and to extraversion. Jazz, classical and gospel listeners tend to be high on conscientiousness, agreeableness and openness to experience but low on emotional stability. Hip hop, soul, rap trance and techno listeners were found related to extraversion and agreeableness. Finally, a research by Professor Adrian North, notes that heavy metal and classical listeners have similar emotional characteristics since both are creative, calm and unsociable. Furthermore, another factor that determines personality is the kind of gender. Indeed, the effect that music has on personality must be analysed in proportion to the gender of every individual. Even when both man and woman are related to a specific kind of music, it has been noticed that still their personality characteristics are not the same. In a research by Eric Lacourse, Michel Claes and Martin Villeneuve (2001) about heavy metal music and adolescent suicidal risk , it seems that girls fan of this kind of music, are more suicidal than boys. Recently there have been many research efforts on whether musician tend to embody certain personality type. The literature offers some evidence regarding links between personality and musician activity. Wayne Gillespie and Brett Mayors, by examining rock and popular musicians who completed the Revised NEO Personality Inventory and a questionnaire, conclude that Rock musicians share a common profile. Rock musicians were high neurotic, open to experience, average extravert, low agreeable and conscientious. On the other hand, in a research by Dyce and O Connor, concluded that popular musicians are extraverted, emotionally unstable and imaginative. In a research about orchestral instrumentalists, Langendorfer concluded that string players had significant high scores on conscientiousness than woodwind and brass players.  [6]   In his book the musical temperament, Anthony Kemp states that the musicians temperament involves a proclivity to sensitivity, introversion, anxiety, intelligence, and independence (Kemp 1996). Buttsworth and Smith (1995) indicate that performing musicians are more emotionally stable and sensitive. Singers appear to differ from instrumentalists and share personality traits with dancers, such as emotionality and hypochondrias are (Marchant-Haycox Wilson, 1992). In their book Parncutt and Mcpherson  [7]  , state those children who are more introverted, studious and quieter usually tend to prefer string instruments, while more extroverted and socially outgoing prefer brass instruments. Singers also tend to be more extraverted sensitive and imaginative, whereas keyboard players tend to be also extraverted but not as much as the singers and the brass players. CONCLUSSION Music and personality are two issues that cannot be analyzed in a 20 minutes presentation or in a 2000 words essay. This presentation answered three questions that are important as far as concern music and personality. Which factors affect someones personality to become a musician? What types of music do different personalities tend to prefer? Do musicians tend to embody certain personality type? My conclusion is that both nature and nurture, social and musical environment, peers, socio-economic conditions, teachers and effective learning are factors that may influence someone to become a musician. I believe that music do not influence personality, but there is a direct relation between the music we listen and to our personality, which includes our thoughts, lifestyles, places we choose for entertainment, clothes, companionship. Because of our personality we choose certain types of music to listen to or to become musicians of the kind of music that reflects our personality. Of course most musicians have similar elements on their personality like sensitivity, anxiety, introversion, but this is not essential for all. The musicians expresses some feelings or experiences, based from their life, like poorness, parents divorce or even a death of a close person. Some musicians may live the same experiences, but because of the social environment may develop a different type of personality. Through music, the artist communicates his thoughts which will be influenced from the era he lives in. Concluding I believe that if all musicians had the same personality, then music would have been the same.

Android Essay

|Google Android |November 15 | | |2011 | |An operating system for mobile devices such as smartphones and tablet computers. Developed by the Open |Operating System | |Handset Alliance led by Google. | | Table of Contents Introduction3 About 4 Architecture7 System Threading11 CPU Scheduling 12 Process States14 Memory Management18 Synchronization Techniques19 Event Handling 20 Security21 Networking22 Evaluation23 Bibliography24 Introduction Since its initial launch on the T-Mobile G1 in October of 2008, Google's Android operating system has evolved rapidly, perhaps more rapidly than any other operating system in recent memory, to become one of the most important and prolific smartphone platforms in the market today. The Android OS is the name of the Linux based operating system owned by Google and supported by the Open Handset Alliance. Android is used as an operating system for devices such as cell phones, tablets and netbooks. Google bought the original developer of the software, Android Inc. , in 2005. Android's kernel (core of the OS) was derived from Linux but has been modified by Google developers. Android is also open source, which means developers can customize the OS for different phones and applications. This is why different phones may have different looking graphical interfaces and features even though they are running the same OS. Android OS is completely open source, which means that developers can use the core OS functions to develop applications, unlike iphone OS which is a closed system. About The version history of the Android operating system began with the release of version 1. 0 in September 2008. Android is a mobile operating system developed by Google and the Open Handset Alliance. Android has seen a number of updates since its original release. These updates to the base operating system typically fix bugs and add new features. Generally, each version is developed under a code name based on a dessert item. The code names were released in alphabetic order: Cupcake, Donut, Eclair, Froyo, Gingerbread, Honeycomb, and Ice Cream Sandwich. Like Apple's Appstore, Google opened its Android market, allowing the apps developers to publish their apps without any restrictions. Unlike Apple's Appstore, Google Android market does not have any restrictions for third party development and will not run an apps approval system. Android is an open source platform. The entire stack, from low-level Linux modules all the way to native libraries, and from the application framework to complete applications, is totally open. More so, Android is licensed under business-friendly licenses (Apache/MIT) so that others can freely extend it and use it for variety of purposes. Even some third-party open source libraries that were brought into the Android stack were rewritten under new license terms. Therefore, every developer has access to the entire platform source code. There are several advantages of the Android OS for developers, besides the fact that it’s completely open source, let’s mention a few: Advantages [pic] †¢ The entire Application framework can be reused and replaced by selective components Wi-Fi network applications support (Depends on hardware) †¢ Dalvik[1] virtual machine enhances the power management systems †¢ Supports 2D and 3D graphics †¢ Supports common media file formats †¢ Reliable and enhanced data storage using SQLite framework[2] †¢ Open source Web-Kit Engine-based web-browser †¢ GPS, Navigational compass, Touch-Unlock, and acceleromet er applications support †¢ Androids development environment includes a device emulator, debugger, performance profiling tool, and an Eclipse IDE plug-in [pic] Logo of Android OS Architecture [pic] The main components of the Android architecture: 1. Applications: These are applications written in Java. Some of basic applications include a calendar, email client, SMS program, maps, making phone calls, accessing the Web browser, accessing your contacts list and others. [pic] 2. Application Framework: This is the skeleton or framework which all android developers has to follow. The developers can access all framework APIs an manage phone’s basic functions like resource allocation, switching between processes or programs, telephone applications, and keeping track of the phone’s physical location. The architecture is well designed to simplify the reuse of components. Think of the application framework as a set of basic tools with which a developer can build much more complex tools. [pic] 3. Libraries: This layer consists of Android libraries written in C, C++, and used by various systems. These libraries tell the device how to handle different kinds of data and are exposed to Android developers via Android Application framework. Some of these libraries include media , graphics, 3D, SQLite, web browser library etc. The Android runtime layer which includes set of core java libraries and DVM (Dalvik Virtual Machine) is also located in same layer. [pic] 4. Runtime Android: This layer includes set of base libraries that are required for java libraries. Every Android application gets its own instance of Dalvik virtual machine. Dalvik has been written so that a device can run multiple VMs efficiently and it executes files in executable (. Dex) optimized for minimum memory. [pic] 5. Kernel – Linux: This layer includes Android’s memory management programs, security settings, power management software and several drivers for hardware, file system access, networking and inter-process-communication. The kernel also acts as an abstraction layer between hardware and the rest of the software stack. pic] The basics of the Android kernel are just like any other monolithic architecture, all services (file system, VFS, device drivers, etc. ) as well as core functionality (scheduling, memory allocation, etc) are a tight knit group sharing the same space. The kernel of this system is both a hybrid and a monolithic modular design. It is br oken down into five major subsystems: †¢ Process Scheduler: (SCHED) responsible for controlling process access to the CPU. The scheduler enforces a policy that ensures that processes will have fair access to the CPU, while ensuring that necessary hardware actions are performed by the kernel on time. Memory Manager: (MM) permits multiple processes to securely share the machine's main memory system. In addition, the memory manager supports virtual memory that allows Linux to support processes that use more memory than is available in the system. Unused memory is swapped out to persistent storage using the file system then swapped back in when it is needed. †¢ Virtual File System: (VFS) abstracts the details of the variety of hardware devices by presenting a common file interface to all devices. In addition, the VFS supports several file system formats that are compatible with other operating systems. Network Interface: (NET) provides access to several networking standards an d a variety of network hardware. †¢ Inter-Process Communication: (IPC) subsystem supports several mechanisms for process-to-process communication on a single Linux system. System Threading By default, an Android application runs on a single thread[3]. Single-threaded applications run all commands serially, meaning the next command is not completed until the previous one is done. Another way of saying this is that each call is blocking. This single thread is also known as the UI thread because it’s the thread that processes all the user interface commands as well. The UI thread is responsible for drawing all the elements on the screen as well as processing all the user events, such as touches on the screen, clicks of the button, and so on. Threads may suspend themselves or be suspended either by the Garbage Collector (GC), debugger or the signal monitor thread. The VM controls all the threads through the use of a internal structure where all the created threads are mapped. The GC will only run when all the threads referring to a single process are suspended, in order to avoid inconsistent states. CPU Scheduling The Linux kernel uses the Completely Fair Scheduler (CFS), which has the objective of providing balance between tasks assigned to a processor and applies fairness in the way that CPU time is assigned to tasks. This balance guarantees that all the tasks will have the same CPU share and that, each time that unfairness is verified, the algorithm assures that task rebalancing is performed. Although fairness is guaranteed, this algorithm does not provide any temporal guarantees to tasks, and therefore, neither Android does it, as its scheduling operations are delegated to the Linux kernel. Android uses its own VM named Dalvik (see footnote 2), which was specifically developed for mobile devices and considers memory optimization, battery power saving and low frequency CPU. It relies on the Linux kernel for the core operating system features such as memory management and scheduling and, thus, also presents the drawback of not taking any temporal guarantees into consideration. [pic] In terms of execution, the algorithm works as follows: the tasks with lower virtual runtime are placed on the left side of the tree, and the tasks with the higher virtual runtime are placed on the right. This means that the tasks with the highest need for the processor will always be stored on the left side of the tree. Then, the scheduler picks the left-most node of the tree to be scheduled. Each task is responsible for accounting the CPU time taken during execution and adding this value to the previous virtual runtime value. Then, it is inserted back into the tree, if it has not finished yet. With this pattern of execution, it is guaranteed that the tasks contend the CPU time in a fair manner. Another aspect of the fairness of the algorithm is the adjustments that it performs when the tasks are waiting for an I/O device. In this case, the tasks are compensated with the amount of time taken to receive the information they needed to complete its objective. [pic] Since the introduction of the CFS, the concept of scheduling classes was also introduced. Basically, these classes provide the connection between the main generic scheduler functionalities and the specific scheduler classes that implement the scheduling algorithms. This concept allows several tasks to be scheduled differently by using different algorithms for this purpose. Regarding the main scheduler, it is periodic and preemptive. Its periodicity is activated by the frequency of the CPU clock. It allows preemption either when a high priority task needs CPU time or when an interrupt exists. As for task priorities, these can be dynamically modified with the nice command and currently the kernel supports 140 priorities, where the values ranging from 0 to 99 are reserved for real-time processes and the values ranging from 100 to 139 are reserved for normal processes. Process States The order in which processes are killed to reclaim resources is determined by the priority of the hosted applications. An application’s priority is equal to its highest-priority component. Where two applications have the same priority, the process that has been at a lower priority longest will be killed first. Process priority is also affected by interprocess dependencies; if an application has a dependency on a Service or Content Provider supplied by a second application, the secondary application will have at least as high a priority as the application it supports. All Android applications will remain running and in memory until the system needs its resources for other applications. A process has five different states. [pic] †¢ Active Processes Active (foreground) processes are those hosting applications with components currently interacting with the user. These are the processes Android is trying to keep responsive by reclaiming resources. There are generally very few of these processes, and they will be killed only as a last resort. Active processes include: o Activities in an â€Å"active† state; that is, they are in the foreground and responding to user events. You will explore Activity states in greater detail later in this chapter. Activities, Services, or Broadcast Receivers that are currently executing an onReceive event handler. o Services that are executing an onStart, onCreate, or onDestroy event handler. †¢ Visible Processes Visible, but inactive processes are those hosting â€Å"visible† Activities. As the name suggests, visible Activities are visible, but they aren’t in the foreground or responding to user events. Thi s happens when an Activity is only partially obscured (by a non-full-screen or transparent Activity). There are generally very few visible processes, and they’ll only be killed in extreme circumstances to allow active processes to continue. Started Service Processes Processes hosting Services that have been started. Services support ongoing processing that should continue without a visible interface. Because Services don’t interact directly with the user, they receive a slightly lower priority than visible Activities. They are still considered to be foreground processes and won’t be killed unless resources are needed for active or visible processes. †¢ Background Processes Processes hosting Activities that aren’t visible and that don’t have any Services that have been started are considered background processes. There will generally be a large number of background processes that Android will kill using a last-seen-first-killed pat- tern to obtain resources for foreground processes. †¢ Empty Processes To improve overall system performance, Android often retains applications in memory after they have reached the end of their lifetimes. Android maintains this cache to improve the start-up time of applications when they’re re-launched. These processes are routinely killed as required. State Diagram [pic] Memory Management Android’s process and memory management is a little unusual. Like Java and . NET, Android uses its own run time and virtual machine to manage application memory. Unlike either of these frameworks, the Android run time also manages the process lifetimes. Android ensures application responsiveness by stopping and killing processes as necessary to free resources for higher-priority applications. Each Android application runs in a separate process within its own Dalvik instance, relinquishing all responsibility for memory and process management to the Android run time, which stops and kills processes as necessary to manage resources. Dalvik and the Android run time sit on top of a Linux kernel that handles low-level hardware interaction including drivers and memory management, while a set of APIs provides access to all of the under- lying services, features, and hardware. Synchronization Techniques Regarding synchronization, Android uses its own implementation of libc – named bionic. Bionic has its own implementation of the pthread library and it does not support process-shared mutexes and condition variables. However, thread mutexing and thread condition variables are supported in a limited manner. Currently, inter-process communication is handled by Open-Binder. In terms of real-time limitations, the mechanisms provided by the architecture do not solve the old problems related with priority inversion. Therefore, synchronization protocols such as priority ceiling and inheritance are not implemented. Event Handling In terms of interrupt/event handling, these are performed by the kernel via device drivers. Afterwards, the kernel is notified and then is responsible for notifying the application waiting for that specific interrupt/event. None of the parts involved in the handling has a notion of the time restrictions available to perform its operations. This behavior becomes more serious when considering interrupts. In Linux the interrupts are the highest priority tasks, and therefore, this means that a high priority task can be interrupted by the arrival of an interrupt. This is considered a big drawback, as it is not possible to make the system totally predictable. Security Android has a unique security model, which focuses on putting the user in control of the device. Android devices however, don’t all come from one place, the open nature of the platform allows for proprietary extensions and changes. These extensions can help or could interfere with security, being able to analyze a distribution of Android is therefore an important step in protecting information on that system. Android applications run in a sandbox, an isolated area of the operating system that does not have access to the rest of the system's resources, unless access permissions are granted by the user when the application is installed. Before installing an application, Android Market displays all required permissions. A game may need to enable vibration, for example, but should not need to read messages or access the phonebook. After reviewing these permissions, the user can decide whether to install the application. Networking Android supports connectivity technologies including Global System for Mobile Communications (GSM)[4], Enhanced Data rates for GSM Evolution (EDGE)[5], Integrated Digital Enhanced Network (IDEN)[6], Code division multiple access (CDMA)[7], Evolution-Data Optimized (EV-DO)[8], Universal Mobile Telecommunications System (UMTS)[9], Bluetooth[10], Wi-Fi[11], LTE[12], (Near field communication) NFC[13] and Worldwide Interoperability for Microwave Access (WiMAX)[14]. Evaluation Mobile software development has evolved incredibly over time, giving us the power of not having to carry our laptop everywhere, or waiting to get home to access our networks or documents, 3G and 4G speeds directly on our phones give us that power, making mobile devices the most popular way to stay connected, as speeds are comparable to standard net speeds. Android has emerged as a new mobile development platform, building on past successes and avoiding past failures of other platforms. The android OS is an open source, meaning that is freely available to anyone who wishes to learn it. Google has opened up the software to creativity, because now we all have access to learning the development process. Hackers, coders, and all techy gurus have created a plethora of net-libraries ranging from support groups, forums and websites to further help newbies in the process. Android was designed to empower developers to think creatively by giving them almost absolute power over creating innovative applications. Bibliography Android Developers. Web. 11 Nov. 2011. . Burnette, Ed. Hello, Android: Introducing Google's Mobile Development Platform. Raleigh, NC: Pragmatic helf, 2010. Print. Burns, Jesse. â€Å"DEVELOPING SECURE MOBILE APPLICATIONS FOR ANDROID. † DEVELOPING SECURE MOBILE APPLICATIONS FOR ANDROID (2008). Print. Linux. com | The Source for Linux Information. Web. 11 Nov. 2011. . Maia, Claudio, Luis Nogueira, and Luis Pinho. â€Å"Evaluating Android OS for Embedded Real-Time Systems. † Print. â€Å"Memory Management in Android  « Welcome to Mobile World !!! † Welcome to Mobile World !!! Web. 11 Nov. 2011. . Shevchenko, Aleksey. â€Å"Application Handling of Database Timeouts and Deadlocks – Developer. om. † Developer. com: Your Home for Java and Open Source Development Knowledge. Web. 11 Nov. 2011. . â€Å"White Paper Android by 2012, Android OS, Android SDK. † Upload & Share PowerPoint Presentations and Documents. Web. 11 Nov. 2011. . ———————– [1]A Java interpreter machine, completely optimized for Android platform a nd which is developed to run on low-end memory mobile devices. One of the prominent aspects in Dalvik is its capability to run along an application compilation enhancing the runtime performance of the applications. Dalvik is not exactly, a Java machine, because Dalvik could not read Java code, but consists its own byte code called â€Å"dex† and so the executable files compacted using Dalvik holds the file type name ‘. dex'. Google states that the credit for Androids successful development goes to Dalvik VM, because this type of virtual machine, delivers a good performance over various stages of an application runtime environment, conserving more battery-power during long run of an application. [2] An embedded relational database management system contained in a elatively small (~275 kB) C programming library. The source code for SQLite is in the public domain. [3] Processing of one command at a time [4] A standard set developed by the European Telecommunications Standards Institute (ETSI) to describe technologies for second generation (or â€Å"2G†) digital cellular networks [5] A digital mobile phone technology that allows improved data transmission rates as a backward-com patible extension of GSM. [6] A mobile telecommunications technology, developed by Motorola, which provides its users the benefits of a trunked radio and a cellular telephone 7] A channel access method used by various radio communication technologies [8] A telecommunications standard for the wireless transmission of data through radio signals, typically for broadband Internet access [9] A third generation mobile cellular technology for networks based on the GSM standard [10] Technology standard for exchanging data over short distances (using short wavelength radio transmissions in the ISM band from 2400-2480 MHz) from fixed and mobile devices, creating personal area networks (PANs) with high levels of security 11] A mechanism for wirelessly connecting electronic devices [12] A preliminary mobile communication standard, formally submitted as a candidate 4G system [13] NFC allows for simplified transactions, data exchange, and wireless connections between two devices in proximity to e ach other, usually by no more than a few centimeters [14] A communication technology for wirelessly delivering high-speed Internet service to large geographical areas

Pategonia’s Expansion Strategy Essay

1. Patagonia’s Current Strategy: Key Processes and Customer Perception In the context of our business model our number one key process is our Rules and Norms (a complete breakdown of Patagonia’s current business model and a to-be-proposed business model are available for review in Exhibit I). This ethos that started with the founding of Chouinard Equipment continued through the creation of Lost Arrow and indeed Patagonia. Our self-proclaimed â€Å"dirtbag† culture has resulted in some unorthodox business practices over the years. We pride ourselves on our efforts to reduce the social and environmental impact of the lifetime of the goods and services we produce. This is something that our competitors recognize but do not focus efforts on; for us it is of the utmost importance. I took this liberty to draft a Customer Value Proposition (CVP) for our current model: â€Å"We provide high quality, durable outdoor athletic clothing and accessories that are produced with a high standard for environmental and social impact. We make the products that we want to use.† To extrapolate on the latter portion of our CVP, we expect our employees to not only share in the environmental and social consciousness that Mr Chouinard has weaved into the culture of Patagonia but we expect employees to be users of our products as well. This gives us an incredible insight into the functionality and durability of our products. This is exemplified in our generous sabbaticals and midday surfing breaks at our corporate headquarters. Additional insight in this regard is provided by our investment in brand ambassadors, who also provide us with the core of our visual marketing in our catalogs, our website, and social media. In order of volume we move our products through three main channels: wholesale, retail, catalog/internet. In order of profitability the channels are arranged as such retail, catalog/internet[1], and wholesale. There is an additional product repair arm of Patagonia’s structure that at the moment is not profitable. Our commitment to the ethical fiber that binds the core of what Patagonia as a brand stands for results in a product that comes at a premium price, however we believe that the money you spend on Patagonia products is a contribution to our commitment for care when it comes to the environments and social spheres within which we operate. So far we have seen success as shown below. 2. Financial Review of Current Business Model The competition analysis in Exhibit III outlines our industries averages for financial health. It would seem that our â€Å"dirtbag† approach to business has boded well for us over the last ten years. While our total market share (annual sales) is far below the industry average over all the company is making money. Our gross profit margin is over 6% higher than the industry average and our pre-tax profit margin is right in line with the industry average. While Patagonia’s ROE and ROA are below the industry average it is not my much and our debt to equity ratio is far below the industry average. So while we holds more equity and assets on hand than our competitors we has enough liquid cash flow to finance operations without having to incur much debt. Our 12 month revenue growth is trending along with the industry however our 12 month net growth income is nearly 13% higher than our competitors. Thus while we are experiencing growth that is on par with the industry we are experiencing a downward turn in our operating and/or material costs. It should be noted that the information here is of companies who compete in our industry but not exclusively. Columbia is the competitor that competes most directly with our niche in the industry and on every account except for debt/equity our numbers are favorable and even in the case of debt/equity the difference is negligible. The standards for philanthropy and an ethical purview for production and material sourcing at Patagonia are much higher than the industry average. We donate 1% of gross sales to environmental initiatives and causes, and our COGS are higher than competitors as a result of our ethical stance. However, once again (as shown in Lost Arrow: Financials, Exhibit III) we have been operating in the black for the last decade. This may also be explained by our company ethic. We focus on a curbing of consumption and that focus has limited how much we are willing to spend on advertizing. Conversely our competition holds advertisement as a high priority when establishing sales and brand. This observation is not trivial and could more than account for the balance between our costs and those of our competitors. 3. Moving Forward As discussed the current model for Patagonia works. You can be a â€Å"dirtbag† and make make money. The question is how do we continue on with the goal of 10% growth per year for the next five years? Whatever we choose we must operate within that moral fiber that helped us to achieve who we are today. Following are two suggestions for how to move forward, one uses our current business model, the other proposes a change. Please reference Exhibit I for business model analysis and Exhibit II for strategy. Strategy: Current Business Model Tactic One: A Focus on Retail – Our best margins are derived from retail sales however this accounts for just one third of our sales volume. The best type of marketing asset we have are our retail employees. Our Dirtbag Ambassadors are out there skiing, snowboarding, climbing, camping, bouldering, and living the life that Patagonia wants to be an integral part of. We must expand our retail channel and focus on those areas where dirtbags convene. A quick review of the 26 stores in the United States can be found in Exhibit V. Portland, Seattle, St. Paul, Chicago, Atlanta, DC. Sure dirtbags live in cities but where are our stores in Telluride, Tahoe, Bend, Cheyenne, or Buffalo? An expansion of our retail stream increases profitability as well as the reach of our marketing, the Patagonia way. These are the places our competitors don’t wants stores for lack of traffic, but our stores are more than commerce they are community centers for dirtbags. Tactic Two: Research and Development – Our industry ethic has produced one of the best research and development laboratories in the industry. We can leverage this in two ways. First and foremost we must fund research to produce material with the ethical and physical integrity that also helps lower our gross margins. We have pioneered ethical durable material in the industry, now we must find a way to do so cheaper. Doing so would open up the market for those dirtbags who dont have as much money and would normally go to a competitor based on price point. Second we hold patents for these materials we could offer to sell material to other outdoor companies, or begin a joint venture. In either of these cases we must make sure that the material we produced is being utilized in an end product that is up to the standards of Patagonia. Strategy Two: A New Business Model There comes a time in a business’ life when you have to ask: While what we are doing has worked, how long will it work? To achieve the goal of 10% growth per year we may have to think outside of our wheelhouse and think about how committed we are to our ethical and social standards. As long as we continue to produce more clothing people will buy it. As it stands our customer base has expendable income. How can we convince them to only buy what we need? Through an expansion of our clothing repair services and clothing swap market. A case is made for the business model change in Exhibit I. Tactic One: Expansion of Repair and Retail – It is not our goal to abandon what has made Patagonia the company it is today, thus once again we will need to expand retail stores however we do so in a way that will facilitate clothing repair. Each store should have a mending workshop staffed and equipped to repair what comes their way. To really take advantage of this service we must willing to mend non-Patagonia clothing. This will do two things: it will reduce the overall number of unnecessary purchases in our market and it will introduce people to the Patagonia lifestyle through our retail store. These store can also facilitate a recycling program for those articles of gear that are beyond repair. Something as simple as an in store credit can get people who would otherwise go to Nike experience Patagonia C&A. Additionally the expanded retail presence will be an opportunity to create a network for clothing swaps Tactic Two: Expansion of Internal Repair – Expand the repair infrastructure behind retail presence. That is to say, as opposed to expanding retail and having repair work centers in-store, invest in larger repair facilities that stores can send garments to. In our current business model we are reaching critical mass with regard to how much clothing repair we can handle. If we strategically place lager facilities near our exiting stores we can handle this work load our selves. This also ensures that the materials and process of clothing repair is within the ethical conduct of our company without having to do audits of our outsourced partners. The clothing repair infrastructure for our market is basically nonexistent at this point and with research and development focused on this new business model we can create and dominate this market. This will once again involve repairing more than just Patagonia products but in the end that’s what this business model is about. To survive and grow into the next decade we must not just reduce the consumption of our customer base but we must reduce the consumption of our competitors as well. When a dirtbag holds on to a coat for another year he helps reduce Patagonia’s impact on the earth and its inhabitants. When Patagonia repairs a Columbia or North Face coat and it lasts for another year we have slowed the consumption of unethically produced clothes and possibly created another dirtbag. Exhibit I: Four Components of Business Model Framework (Johnson, Christensen, Kagerman) Customer value proposition (CVP): Current: Providing high quality durable outdoor athletic clothing and accessories (C&A) produced with a high standard for environmental and social impact. Proposed: In addition to production, engage the consumer in the environmental and social impact of their outdoor athletic C&A by involving them in the maintenance/repair/swap of C&A. Profit formula: Revenue model: Current: Standard industry mark up on goods sold. Proposed: Lower the price of goods sold and charge a small fee for repairs or continue with current price structure charge cost for repairs of Patagonia clothing/accessories, charge premium repair rates for non-Patagonia clothing and accessory repair. Cost structure: Current: COGS = 80% materials 20% parts with a wholesale margin of 45% and a retail margin of 65% Proposed: A modified cost structure that emphasizes retail sales and profits off of repairs Margin model: Current: Largest channel of sales in wholesale 44%, second retail 33%, and finally Catalog/internet 23% Proposed: Shift focus from wholesale to retail/catalog/internet sales, add additional emphasis on repair cost structure for maximum profitability Resource velocity: Current: In general keeping inventory exhausts resources, something which Patagonia wants to minimize. Thus production should match as close to demand as possible. Assets should be available, although they do not need to be incredibly liquid. Proposed: Same as current model. Key resources. Current: People: There is a certain type of person who works for Patagonia. Ideally a person who works at Patagonia is the ideal consumer of their goods. Brand: With a strong brand associated with high environmental and social standards combined with a strong dislike of standard advertising channels for the industry the reputation Patagonia’s brand has gained is remarkable (this is achieved through the people they employ as well). Technology: Their ethical commitment to responsible sourcing and production has resulted in some profitable patents of great C&A material. Proposed: The current Key Resources should not be lost but the Technology will shift to the new business model – a focus on materials , threads, and substances for repair. Additionally there would be a re-purposing of Facilities to reflect this model change as well. Key processes. Current: Rules and Norms: Patagonia’s Rules and Norms inform every aspect of their business and it is no different when it comes to their Key Processes. So while manufacturing, service, and training are all important, it all comes down to the Rules and Norms. Propsed: This would not change. When a new business model is needed. 1. The opportunity to address through disruptive innovation the needs of large groups of potential customers who are shut out of a market entirely because existing solutions are too expensive or complicated for them. The product repair market is just this. As it stands now such jackets tend to be luxury purchases as they hobbies they are designed for are not generally cheap ones to keep. 2. The opportunity to capitalize on a brand new technology by wrapping a new business model around it or the opportunity to leverage a tested technology by bringing it to a whole new market Patagonia isn’t capitalizing on a new technology when it comes to C&A per se but the market could motivate their R&D department to develop a technology that could be incorporated into the repair model. 3. The opportunity to bring a job-to-be done focus where one does not yet exist The expansion of clothing repair for Patagonia and other non-Patagonia C&A provides a real opportunity for an existing market that consumers may not know they need. It creates a job to be done (clothing repair as opposed to replacement). 4. The need to fend off low-end disrupters. Patagonia would be a low end disrupter in the repair market; repair is cheaper than replacement. 5. The need to respond to a shifting basis of competition. Patagonia would be shifting the basis of competition.

The s Search For Religious Freedom - 920 Words

When Robert Matthews, self proclaimed Matthias, Prophet of the God of the Jews, came forth as a zealot promising prosperity and salvation in a time of great social turmoil and upheaval, people latched on to his assurances that they would be leaving behind economic oppression and impoverishment. During this time period between 1820 and 1840, people were so caught up in the urgency of religious zeal that they were desperate for a way to get out. Some historians believe Matthias and his influential, albeit debatably derailed, followers like Elijah Pierson seemed like prime examples of their time. Rather, their newfound religious faction undeniably regressed back to extreme old world practices, like those that occurred during the American Revolution, after Matthias fails to make it in the new world urban economy. Matthias’s search for religious freedom was wrapped up in patriarchal roles and avoidance of modern innovations in living and ideas, pointing his regressions back to the practices of the colonial period. Essentially, Matthias targeted the Market Revolution as the source of his downfall. The notable ideas of the Market Revolution included individual ambition, risk taking, and accumulating money, something that Matthias’s cohort Pierson seemed to embrace and excel at. Matthias on the other hand was burned as the result of this revolution, and thenceforce, â€Å"In the Kingdom of Matthias there would be no market, no money, no buying or selling, no wage system with itsShow MoreRelatedThe Civil Liberties Of The United States Essay1513 Words   |  7 PagesCivil liberties is the individual rights and freedoms that government is obliged to protect, normally by not interfering in the exercise of these rights and freedoms. 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