Causes of Construction Delays

Causes of Construction Delays This chapter gives an idea of what construction delays are, how are they defined and what are their types and comparison of them. Delays can be seen differently from different point of views. Causes of delays and categorization of them in various international contexts are also discussed. 2.2 DEFINING CONSTRUCTION DELAY A lot of work has been done before on construction delays and every author came up with his/her own definition. Assaf and Hejji defined delay as Time overrun either beyond completion date specified in a contract, or beyond the date that the parties agreed upon for delivery of a project slipping over its planned schedule. (Assaf, Hejji, 2006) Stumpf defined delay as Act or event that extends the time required to perform a task under a contract. It usually shows up as additional days of work or as delayed start of an activity. (Stumpf, 2000). And many similar definitions were given. Therefore construction delays can be considered as time lag in completion of activities from a fixed time as per contract or they can be defined as late completion or late start of activities to the planned schedule or contract schedule. When project delay occurs it means project cannot be completed within stated time, which means there will be extensions of time required which will further result in fine, increased cost due to inflation, termination of contract, court cases etc. or combinations of above stated factors. Delay can be seen as risk for the project and could be handled at inception stage or at least one can try to mitigate or minimize it. Risk is an integral part of a construction project; it is well known that no project is risk free. If risk is analysed at inception or planning stage it could be managed, minimized, shared, mitigated or accepted to give some good results. Delay can be considered similar to risk or a type of risk; as no construction project is free from delays, delay is also integrated part of construction projects. It depends on size of project as well. Therefore it is expected to analyse and manage delay in same fashion as risk. Delays are often result of a mismanaged event which must have been managed in a systematic process so as to analyse the effect of that event on the project and how to minimize chances of further delay. (Keane, Caletka, 2008). 2.3 CATEGORIZATION AND TYPES OF CONSTRUCTION DELAYS Before getting on types of various construction delays there is a major categorisation which is required to be understood. Construction delays can be delayed in some major groups as listed below. El-Saadi (1998) categorized delay in four major groups. Critical or Non critical Excusable or Non Excusable Compensable or Non Compensable Concurrent or Non concurrent Alkaas S., Mazerolle M. and Harris F. (1996) and Ahmed S.M. et al gave following categorizations: Excusable Delays Excusable compensable delays Excusable noncompensable delays Nonexcusable delays Concurrent delays Fig. 2.1 Classification of delay based on their various attributes. Nuhu Braimah (2008) To achieve objectives of this dissertation and to consider delay as risk it is necessary to know about these types of delays and as per categorization in what category they lie. This basic knowledge helps in moving forward and determining strategies to mitigate these risks. Now in this part we will discuss these types of delay in detail: 2.3.1 CRITICAL AND NON CRITICAL In simple words Critical delays are those which cause delay to entire project completion date while Non critical delays not necessarily affect the project completion date but affects progress. In all the projects delays are considered at the project completion date. Delays can be combination of small and big delays that occurred during the whole project. Therefore critical delays are taken more into consideration then noncritical delays. 2.3.2 EXCUSABLE DELAYS Excusable Delays occurs due to events which are outside the control of contractor like heavy rains, storms, strikes, fire, client suggested changes, differing site conditions, change of government policy or their intervention, stakeholder intervention etc. Alkass S. et al (1996) says that when there are excusable delays, contractor is entitled to time extension in case date of completion is extended. Such delays can also affect non critical activities which must be considered with more detailed analysis or adjustment of float time. Excusable delays can be further classified in compensable and noncompensable delays. 2.3.2.1 EXCUSABLE COMPENSABLE DELAYS As name suggests excusable compensable delays are those in which contractor is entitled for extra payment (compensation) i.e. monetary compensation and time extension as well. But decision that a delay is compensable or noncompensable is taken as per contract between client and contractor. Natural disasters or some reasons which are out of control are not considered. Example of such delay could be that client doesnà ¢Ã¢â€š ¬Ã¢â€ž ¢t allow access to site even after notice to proceed is given; other such delays which are due to client are compensable. 2.3.2.2 EXCUSABLE NONCOMPENSABLE DELAYS Such delays are such where both contractor and client are not responsible for delay. Under such circumstances only time extensions are granted and no monetary compensation is provided. Such delays include act of God. 2.3.3 NON EXCUSABLE DELAYS As name suggests these delays are such that they donà ¢Ã¢â€š ¬Ã¢â€ž ¢t have any excuse or no excuse can be given for them. They arise due to carelessness or actions and inactions of contractors and subcontractors. For such delays no time extensions and monetary compensation is given to contractor if it has affected whole duration of project. In such cases client is liable to get liquidated damages. Example of such delay could be constructing something wrong which is not given in drawings, not completing work on time, improper resource allocation etc. 2.3.4 CONCURRENT DELAYS This is the most complex categorization of delay as it consists of two or more kind of delays regardless of their type which occurs at same time or overlaps some duration together. It is necessary to find out what type has caused overall delay in project completion. Therefore different factors like time of occurrence of delay, duration of delay, impact of them, float ownership etc. have to be considered carefully. Alkass et al (1996) said that; Concurrent delays which contains two or more excusable delays results in time extension. When compensable and nonexcusable delays are concurrent a time extension can be given or delay can be distributed between client and contractor. 2.4 CAUSES OF CONSTRUCTION DELAYS In section 2.3, categorisation of delays was discussed. Now in this section will deal with causes of delays. Lot of work has been done on understanding causes of delays. The two major categorization of delay causes one is Internal Cause another is External Cause. Internal cause includes delays caused by parties involved in construction project like Client, Contractor, Designer, Consultant these are four major parties then Subcontractors, material suppliers etc. comes. From external factors it includes act of God, strikes, stakeholderà ¢Ã¢â€š ¬Ã¢â€ž ¢s dissatisfaction etc. Assaf and Hejji (2006) reflected various causes of delays which occur in large construction projects. They had a field survey of 23 contractors, 19 consultants, and 15 owners and found out and reflected on 73 causes of delays under eight different groups. All those 73 factors are given in table below. NO. CAUSES OF DELAY GROUP 1 Original contract duration is too short. Project 2 Legal disputes b/w various parties. Project 3 Inadequate definition of substantial completion. Project 4 In effective delay penalties. Project 5 Type of construction contracts. Project 6 Type of project bidding and award Project 7 Delay in progress payment by owner. Owner 8 Delay to furnish and deliver the site to contractor by the owner. Owner 9 Change orders by owner during construction. Owner 10 Late in revising and approving design documents by owner Owner 11 Delay in approving shop drawings and sample materials Owner 12 Poor communication and co-ordination by owner and other parties Owner 13 Slowness is decision making process by owner Owner 14 Conflicts between joint ownership of the project Owner 15 Unavailability of incentives for contractors for finishing ahead of schedule Owner 16 Suspension of work by owner Owner 17 Difficulties in financing project by contractor. Contractor 18 Conflicts in subcontractors schedule in execution of project Contractor 19 Rework due to errors during construction. Contractor 20 Poor site management and supervision by contractor Contractor 21 Poor communication and co-ordination by contractor with other parties Contractor 22 Ineffective planning and scheduling of project by contractor Contractor 23 Improper construction methods implemented by contractor. Contractor 24 Delays in subcontractors work Contractor 25 Conflicts between contractor and other parties Contractor 26 Inadequate contractors work. Contractor 27 Frequent change of subcontractors due to their insufficient work. Contractor 28 Poor qualification of the contractors technical staff Contractor 29 Delay in site mobilization. Contractor 30 Delay in performing inspection and testing by consultant Consultant 31 Delay in approving major changes in the scope of work by consultant Consultant 32 Inflexibility (rigidity) of consultant Consultant 33 Poor communication and co-ordination by consultant with other parties Consultant 34 Late in reviewing and approving design documents by consultants Consultant 35 Conflicts between consultant and design engineer. Consultant 36 Inadequate experience of dsigner. Consultant 37 Mistakes and discrepancies in design documents Design 38 Delays in producing design documents Design 39 Unclear and inadequate details in drawings Design 40 Complexity of project design Design 41 Insufficient data collection and survey before design Design 42 Misunderstanding of ownerà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirement by design engineer. Design 43 Inadequate design team experience Design 44 Un-use of advanced engineering design software. Design 45 Shortage of construction materials in market Material 46 Changes in material types and specification during construction Material 47 Detail in material delivery. Material 48 Damage of sorted material while they are needed urgently. Material 49 Delay in manufacturing special building material Material 50 Late procurement of materials Material 51 Late in selection of finishing materials due to availability of many types in market Material 52 Equipment breakdowns Equipment 53 Shortage of equipment Equipment 54 Low level of equipment-operatorà ¢Ã¢â€š ¬Ã¢â€ž ¢s skill Equipment 55 Low productivity and efficiency of equipment Equipment 56 Lack of high technology mechanical equipment Equipment 57 Shortage of labours Labours 58 Unqualified workforce Labours 59 Nationality of labours Labours 60 Low productivity level of labours Labours 61 Personal conflict among labours Labours 62 Effects of subsurface conditions External 63 Delay in obtaining permit from government External 64 Hot weather effects on construction activities External 65 Rain effect on construction activities External 66 Unavailability of utilities in site External 67 Effect of social and cultural factors External 68 Traffic control and restriction at job site External 69 Accident during construction External 70 Differing site conditions External 71 Changes in government regulations and laws External 72 Delay in providing services from utilities External 73 Delay in performing final inspection and certification by a third party External Table 2.1 Causes of delays as per group Assaf and Hejji (2006) Their work gave a broad view over construction delays and their causes. Though their classification is quite broad, but it gives a more insight to various causes. Odeh AM and Battaineh HT (2002) presented following 8 major groups of construction delay. Client related factors which include finance, payment of billed work, interference in work, slow decision making etc. Contractor related factors include site management, improper planning, insufficient experience, improper construction methods, insufficient and unskilled work force etc. Consultant related factors include contract management, improper drawings, approval of drawings, tests at site etc. Material related factors include availability, quality and shortage. Labor and equipment factors include supply, productivity, equipment availability, failure etc. Contract factors include changed orders and mistakes and disagreements in document. Contractual relationship factors includes, disputes, negotiation, improper management of information system, improper work breakdown structure and task responsibility matrix. External factors like act of god, strikes, accidents etc. Most of the work done in field of causes of delays reflects similar causes of delays and 8 major groups. They all gave recommendations related to these factors but very few scholars suggested to forecast delay in planning stage. Khalil and Ghaftly (1999) said delay is important issue. In order to manage it more properly and to mitigate them deep investigation to this area is needed. Having idea of frequency, extent and responsibility of delay can provide insights of early planning to control these factors and improve project performance. 2.5 PERSPECTIVE FROM DIFFERENT COUNTRIES Work from Chan and Kumaraswamy (2002) from Hong Kong industry gives four major causes of delay in Hong Kong industry which are as follows: Project scope Project complexity Project Environment Management related attributes The above four factors were studied with their constituent casual factors to gain more insight and understanding of their significance. They were summarized in following figure: Figure 2.3 Summary of principal factors affecting construction durations of projects He gave another table comparing factors causing delay in construction projects in various economies. It gives an overview of common factors in these economies. It gives a clear understanding of various countries at once. Factors Causing Delay Countries where survey was conducted US UK DEVELOPING COUNTRIES TURKEY NIGERIA SAUDI ARABIA HONG KONG INDONESIA Inclement weather * * * * * Labour shortage/ Low labour productivity * * * Poor subcontractorà ¢Ã¢â€š ¬Ã¢â€ž ¢s performance * * * * Variations (design change/ extra work) * * * * * Unforeseen ground conditions * * Materials shortage/ late material delivery * * * Inadequate construction planning * * * Financial difficulties * * * Delays in design work/Lack of design information * Poor site management * * * * Impractical design * Poor communication * * Inappropriate type of contract used * Lack of designerà ¢Ã¢â€š ¬Ã¢â€ž ¢s experience * Inaccurate estimating * * * Table 2.2 Source: Chan and Kumarswamy (2001) Ogunlana and Promkuntong studied and compared construction industry of Thailand and other economies. Study involved delays experienced in the High Rise Building construction projects in Bangkok, Thailand. According to them Resource supply problem were most acute problems of the construction industry in boom years. Project suffered delays due to inadequate supply of cement, technical personnel were overstretched, and demands from owners to do frequent changes etc. are the major causes for delay in developing economy. Sabasivan and Soon (2007) conducted study of causes of delay in Malaysian construction industry. They conducted a survey and 150 participants were involved. They came up with 10 most important causes of delay which are as follows: Improper planning of contractor. Poor site management from contractor Inadequate experience of contractor Improper payments and finance from client Subcontractors problem Material shortage Labour supply Failure and availability of equipment Improper management information system Mistakes during construction stage. COUNTRY RESEARCHERS MAJOR CAUSES OF DELAYS Saudi Arabia Assaf et al Slow preparation and approval of shop drawings Delays in payments to contractors Changes in design/design error Shortages of labour supply Poor workmanship Lebanon Mezher et al Owner had more concerns with regard to financial issues Contractors regarded contractual relationships the most important Consultants considered project management issues to be the most important causes of delay Saudi Arabia Al-khal and Al-Ghafly Cash flow problems/financial difficulties Difficulties in obtaining permits à ¢Ã¢â€š ¬Ã…“lowest bid win firstà ¢Ã¢â€š ¬? system Jordan Al-Moumani Poor design Changes in orders/design Weather Unforeseen site condition Late deliveries Kuwait Koushki et al Changing orders Owners financial constraints Ownerà ¢Ã¢â€š ¬Ã¢â€ž ¢s lack of experience in the construction business UAE Faridi and El-Sayegh Slow preparation and approval of drawings Inadequate early planning of project Slow decision making of owners Shortage of manpower Poor site management and supervision Low productivity of manpower Saudi Arabia Assaf and Al-Hejji Change in orders by the owner during construction Delay in progress payment Ineffective planning and scheduling Shortage of labour Difficulties in financing on the part of contractor. Hong Kong Chan and Kumaraswamy Project scope Project complexity Project environment Management related attributes Florida Ahmed and Azhar Design related Construction related Financial/economical Management/ Administrative Code related Acts of God Table 2.3 Summary of previous studies of the causes of delay in construction project some data from above table is taken from Sweis et al (2008) 2.6 SUMMARY: A total of 73 factors and 8 major groups of causes of construction delays were identified through intensive literature reviews in order to consider maximum factors. These factors will be helpful in data analysis so as to forecast delay at planning stage and treat it as risk so that risk management methodologies can be implemented to delay so as to mitigate and minimizing it. These eight major categories can be brought down as shown in figure. Fig 2.4 Classification of delay groups. All major 8 groups can be brought down to 2 major groups which are Internal and external causes. Internal is further subdivided in owner, consultant, contractor and resources. Resources are further subdivided in Material, equipment and labour. Overall if we need to classify groups for the causes of delay 5 major groups covers all 73 factors they are Owner, Contractor, Consultant, Resources and External. These causes and classification will help us to rank and treat delay as a risk at planning stage so as remedial measures can be applied. Though in spite of all studies and delay causes know till now it is hard to forecast delay because its very unpredictable, we cant analyse frequency of delay due to some reason in a project. Sometimes external causes are so dominating that co-ordination of internal groups get disturbed and project faces delay.

Domino’s Pizza Analysis Essay

Introduction: This report is going to be based upon Domino’s Pizza, a franchised organisation derived in Michigan, USA. This report will firstly give a brief overview of the history of Domino’s; it will then establish and explain the micro and macro factors that affect Domino’s and their effects on the business. It will also contain a strategy which would allow Domino’s to adapt and thrive in its ever changing environment; the report will give details explaining which external opportunities Domino’s should take advantage of, and which external threats it should combat. This report will include a PEST analysis, examining the political, economical, social and technological factors that Domino’s is affected by, a SWOT analysis which will observe the strengths and weakness Domino’s has, and also external aspects that will threaten the business or provide opportunities. In 1960 Tom Monaghan and his brother created ‘DomiNick’s’ Pizza shop, in 1961 Tom bought his brother out of the company and renamed it to the ‘Domino’s’ that we know today. Domino’s is now one of the largest pizza franchises in the world with 9,350 stores in over 70 countries. It employs 175,000 people worldwide and delivers over a million pizzas per day. Tom developed his company using franchising, allowing people to set up their own Domino’s pizza shops, in doing so he eventually made over 1 billion dollars before retiring in 1998. Domino’s is a LLC (limited liability company), merging the characteristics of sole proprietorship and a corporation, meaning that business owners still have control of their business but have limited liability against debt. Part A: This section is going to focus on the macro (external) factors that affect the business using a PEST analysis and the micro (internal) factors such as strengths and weaknesses. Politically, Domino’s is affected by a number of things References: http://www.dominos.uk.com/pdf/information_pack.pdf

Management Theorists Summaries

Chandler: The Enduring Logic of Industrial Success Main claim: Successful companies exploit economies of scale and scope in capital-intensive industries by investing in: †¢ Production capacity: technology, research & development †¢ Strong management hierarchies †¢ National and international marketing and distribution networks Secondary claims: †¢ The ? st companies to make these investments dominate their market and are First Movers; they have the upper hand on the Experience Curve and thus a competitive advantage, and they maintain their position through constant innovation and strategy. †¢ Growth through unrelated diversi? cation is a poor business strategy; the right idea is moving into related product markets or to expand geographically †¢ Companies in an oligopoly become stronger through intense competition. Companies grow horizontally by combining with competitors, and vertically by moving backward to control materials and forward to control outlet s. Greiner: Evolution and Revolution as Organizations Grow Main claim: Organizational growth is characterized by ? ve successive developmental phases, each with a management focus and style, and each followed by a predictable crisis; management practices that work in one phase are unsuitable for the next and precipitate the crisis.Secondary claims: †¢ Organizations should not skip phases; some go quickly through them, some regress †¢ Top managers whose style is no longer appropriate should remove themselves †¢ Growth is avoidable †¢ The future of an organization is determined predominantly by its history (behavior is determined more by past events/experiences than by what lies ahead) Phases of evolution (CDDCC): †¢ Creativity: informal, long hours, market feedback †¢ Direction: hierarchy, specialization, formal communication, managers, supervisors †¢ Delegation: decentralized organizational structure, empowering of lower-level managers †¢ Coor dination: formal planning, top executives initiate and administrate new systems †¢ Collaboration: teamwork, problem-solving, open-door matrix structure Phases of revolution (LACRPs): †¢ Leadership: necessary skills to introduce new techniques †¢ Autonomy: ? eld managers’ experience knowledge is restricted by the hierarchy †¢ Control: top managers seek to regain control of the company †¢ Red tape: excess restrictions and regulations, bureaucracy, ineffectiveness in problem-solving †¢ Psychological saturation Barney Main claim: Internal and External Analysis provides a balanced view of a ? rm’s competitive advantage, which is a moving target. External environment analysis (opportunities and threats) cannot explain a ? rm’s success by itself; strategists must analyze its internal strengths and weaknesses. VRIO Framework: †¢ Value: does a ? m’s resources and capabilities enable it to exploit an opportunity or neutralize thre ats? (high status and quality, low cost and practical) †¢ Rarity: is a resource or capability controlled by a small number of ? rms? †¢ Imitability: is there dif? culty and cost disadvantage in imitating what a ? rm is doing? (history, numerous small decisions, socially complex resources, embedded cultures) †¢ Organization: are a ? rm’s policies and procedures organized to exploit its valuable, rare and costly-to-imitate resources? (reporting structure, management system, compensation policies) SWOT Framework: Composed by Internal and External Environment analysis; aims to identify the key issues facing a company. Strengths: internal resources and capabilities †¢ Opportunities: external trends, industry conditions and competitive environment †¢ Weaknesses and Threats: issues that must be addressed to improve a company’s situation Tangible Resources: †¢ Financial: cash or cash equivalents, borrowing capacity †¢ Physical: plants, facili ties, manufacturing locations, machinery and equipment †¢ Technological: trade secrets, patents, copyrights, trademarks, innovative production processes †¢ Organizational: strategic planning, evaluation and control systems Intangible Resources: †¢ Human: experience, capability, trust, managerial skills, speci? c practices and procedures †¢ Innovation/Creativity: technical and scienti? c skills, innovation capacity †¢ Reputation: brand name, quality, reliability, fairness Organizational Capabilities: †¢ Competencies or skills ? ms use to turn inputs into outputs †¢ Capacity to combine tangible and intangible resources to achieve a desired goal Collins & Porras Main Claim: Successful companies have a clear vision made up from a core ideology and an envisioned future that motivate employees and guide decision-making. Core Ideology: guides, inspires and makes work meaningful for employees. †¢ Purpose: soul of and reason why an organization exists; idealistic motivations †¢ Values: strong beliefs about what is most important Envisioned Future: †¢ BHAGs: clear, compelling goals to engage and energize; they should contain a measurable objective, be dif? cult but not impossible, and achievable in a long-term period (10-30 years) †¢ Vivid description: paints an exciting picture of the future (what’s it going to be like? BHAG types: †¢ Qualitative and quantitative for attainable targets †¢ David vs Goliath for a common enemy goal †¢ Emulation of role models for up-and-coming organizations †¢ Internal transformations for large, established organizations Other Stuff Underlying Assumptions: they form the basis of our beliefs and reasoning; they are the link between the claim and the evidence (they explain the relevancy of evidence to the claim). †¢ Reality: beliefs about how things and events work †¢ Value: ideals, standards of right and wrong and how things ought to be PACCEs: alwa ys put an article through these ? ve concepts. †¢ Persuasive language †¢ Assumptions and values (beliefs that affect how the author sees the world) †¢ Claim (the broader issue, the thesis the author wants you to accept) †¢ Causal logic (claims regarding cause and effect) †¢ Evidence (SCRAAP: is it suf? cient, clear, authoritative, accurate, precise, representative? )

The Best AP US History Quizzes You Should Be Taking

The Best AP US History Quizzes You Should Be Taking SAT / ACT Prep Online Guides and Tips Looking for AP US History quizzes? You're in luck. We have a long list of quizzes you can use throughout the year, or in the spring when you’re studying for the APUSH test. Read on to get an AP US History workout! How to Use These Quizzes We chose the most comprehensive, detailed quizzes we could find online – some from teachers’ websites, others from general study resources, and many from textbook websites. All of these quizzes test specific eras of American history, for example the Gilded Age or the Cold War. By using quizzes that test certain time periods, you can figure out which eras of US history you know well, and which ones you need to do extra work on. If you want a mix of questions from different eras, hang tight for our post on AP US history practice tests – these contain multiple-choice sections with a mix of questions about each era of US History. So how should you use the quizzes? We recommend the following two strategies for studying for AP US History. Quiz As You Go Throughout the year, as your class covers certain time periods, find quizzes that match up and take them. For example, as your class wraps up a unit about the Revolutionary War, go through some of the quizzes that test the same time period. This will help you retain the information better and learn throughout the year. (Not to mention this will help you study for in-class tests and get better grades in your AP US History class!) Furthermore, learning the material well the first time will reduce the need for frantic spring cramming. Yeah, you'll still probably need to brush up on some dates and names before the AP test (when was the French and Indian War again?), but having a solid understanding of the different major eras and events in US History, like the events that led to the Revolutionary War, will save you a lot of study time. If you work to retain information throughout the year, you won't have to cram so hard in the spring. Use the Quizzes for Targeted Spring Studying You'll probably do your most intense studying in the spring, in the run-up to the AP exam in May. You can use the quizzes to review material you learned earlier in the year, like information on the colonies or the War of 1812. It can be hard to remember details you learned in September before the AP test in May, so definitely take advantage of these quizzes to jog your memory and review material from early in the year. You can also use the quizzes to target time periods you didn’t learn very well or are having a hard time remembering. Civil War not your thing? Hit the Civil War quizzes. Can’t get the Cold War years straight in your head? Quiz them! Taking the Quizzes There may be some highly-specific questions that you’ll have trouble with since many of these questions come from textbooks. However, if you know the era well enough you should be able to work through most of the questions using process of elimination. In fact, it’s actually quite helpful to go through these quizzes since the APUSH test is written by a different team of writers than your textbook was, so you need to be prepared to think about questions from a slightly different point of view. If you can do well on quizzes written by multiple authors, you will be well-prepared to tackle multiple choice on the real AP US history test. One final word of caution: note that if your class’s textbook website is linked here, chances are your teacher will use these quizzes in class. So don’t use the quizzes from your own book unless your teacher doesn’t use them! You wouldn’t want to duplicate work doing in class, or worse, get accused of cheating. Use quizzes from the other sources instead. AP US History Quizzes Here are the quizzes, organized by website. Click on each one to explore quiz format. The majority are multiple choice, though there are some true/false quizzes sprinkled in as well. Since each site has about 30 quizzes, there are more than 400 quizzes here! So don't attempt them all in one sitting! Many of the textbook web pages are for editions of the books that are a few years old. For example, the American Pageant website below is from the 12th edition, even though that book is now up to the 16th edition. However, the changes between editions aren't dramatic, since history textbooks mainly add information or in some cases change the focus or point of view when they're revised. You can still get excellent quizzes on the main events of each era using these quizzes. For some of the textbook web pages, you'll have to do a bit of navigating to get to the quizzes. While most websites list all of their chapter quizzes all on one page, others separate them out. For example, the first website, American Passages, put their quizzes in separate chapter pages. It's a bit cumbersome, but a few clicks can lead to hundreds of free quiz questions. First, select the relevant chapter to get to the quiz questions. For the ones that are just numbered, not named, that will take some guess work, but you can find them. To take an example, in the pictures below, I'm trying to find a quiz on the Civil War. In the "Navigate By Chapter" drop-down menu, I select "Chapter 15." Success! Chapter 15 is about the Civil War years (as well as the immediate aftermath). Next I click on the "ACE the Test" link in the blue sidebar. I click on "ACE Practice Tests," which opens up a new window with the quiz. Voila! The quiz. Note that most of the websites are more straightforward than this one. Check them out below and start studying! American Passages Making America The Enduring Vision The American Pageant American History: Connecting with the Past The Unfinished Nation Experience America Give Me Liberty! The American Experiment A People and a Nation America: A Narrative History Other Quiz Sites AP US History Quizzesat Albert.io APUSH Quizzes at Raleigh Charter High School US History Quizzes at HistoryTeacher.net What’s Next? Did you know many colleges require SAT Subject Tests in addition to AP tests? Get a complete list of schools that require SAT Subject Tests, and learn the best time to fit Subject Tests into your schedule (hint: if you’re taking AP US History, you should strongly consider the US History subject test). Have you taken the SAT or ACT yet? Thinking about a retake? Learn if your score will improve on a retake, and start studying with the best SAT prep books around (ACT version here). Want to improve your SAT score by 240 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Dress reflects class essays

Dress reflects class essays Chaucers The Canterbury Tales were organized diversity of occupation, character and dress. The way in which stock characters are used to attempt to defeat family difficulties can be explored in She Stoops to Conquer by Oliver Goldsmith. The pair of young lovers CO-OPERATE together toward this end. In old days and nowadays we dress nicely to impress others. In old days like Chaucerian and Restoration period, dress used to reflect their class. Better dress meant higher class, usually. So dress had meanings more than showing off the wealth of people. Of course, rich people had better dress as in these days, and they were usually in a higher class. In The Canterbury Tales, the color of clothes is mostly dark colors including Monks, but Restoration period uses brighter colors which remind me enlighten and party peoples. There are some similarities as well. In The Canterbury tales and She Stoops to Conquer, people like to show off how much rich they are. The women, they had to wear nice fancy clothes, and they had to wear recent stylish clothes to show their beauty and wealth. They had to wear these fancy clothes, because it also represented their social status. In these periods class was noticeable by their clothes. Maybe wearing a good cloth is influenced by their culture. Ive seen some history books and I saw some Old Europeans wearing really nice clothes. No matter how old they are, people wore really nice clothes. Mrs. Hardcastle she was an old lady but she dressed richly to show her wealth. The Wife of Bath from The Canterbury Tales is similar to Mrs. Hardcastle. They like to wear fancy clothes and it seems like they likes to show off their wealth. The women desired these clothes very much. In line 50 from the She Stoops to Conquer, yearns for the latest fashion and London Society, but yearns in vain spoken by Mrs. Hardcastle. So I can tell Restoration period, people really wanted fan ...

Assess the impact of Edward Snowden's revelations on the public image Essay

Assess the impact of Edward Snowden's revelations on the public image of GCHQ and the wider intelligence community - Essay Example ons have made efforts directed towards improving the level of their national security intelligence with an aim of ensuring that proper investigations, surveillance as well as supervision of security issues is undertaken to prevent terrorism attacks. In addition, some countries have resorted to the use of spy and other intelligence agencies that basically monitor groups that might have been suspected of terrorism activities. The issue of military strength between countries has also compelled governments and concerned stakeholders to undertake certain sensitive measures that would ensure that they monitor the military strength of rival countries and their level of security intelligence. These measures have included the use of spies and intelligence agencies that are usually sent to the rival countries to perform such missions. However, the major challenge that has been identified with regard to the use of spies emanates from the tension that occurs in the case that the rival country becomes aware of the spying activities within their military operations. In some cases, intelligence organizations have also undertaken roles geared towards ensuring that the level of security within internet is kept under proper surveillance by monitoring the activities that are performed in the internet by their respective populations. However, this has raised the question regarding the privacy of information of the populat ion owing to the fact that national intelligence organizations are usually provided with the authority to access any activity performed in the internet and other sources of media by a specific population. Many people have complained that by accessing personal information of the activities that are performed by individuals within the internet is a violation or a sense of intruding personal privacy. A case of revelations of an employee of an intelligence agency occurred when Edward Joseph Snowden revealed the activities the United States National Intelligence Agency

Corporate governance Essay Example | Topics and Well Written Essays - 1250 words - 1

Corporate governance - Essay Example Many efforts were made to facilitate governance mechanisms. These are introduced by the law â€Å"relating to directors’ duties, supervision via non-executive directors, executive compensation agreements, managerial labour markets that respond to past performance, the market for corporate control, discipline exercised by creditors, and competitive product markets†. (Armour, Deakin & Konzelmann, 2003) The mutual result of the Report of Cadbury Committee (1992), the Greenbury Committee (1995) and the Hampel Committee (1997) was the Combined Code. The Code is voluntary. However companies are required to report compliance with the code or explain the reason why this compliance is not possible. The Code includes a number of principles which serve the ground for the measurement of governance practices of companies. The principles highlight the importance of non-executive directors and independent directors for supervision of executives. Other principle recommendations are separation of chairman and CEO positions with the board chairman monitoring the performance of management; functioning of audit committee with each board. (Black et.al., 1994) Along with these principles the code highlighted the importance of automatic re-election of directors at least every three years, remuneration and audit with a major role in each case for non-executive and independent directors and the disclosure to shareholders of policy concerning remuneration and of service contracts. (Armour, Deakin & Konzelmann, 2003) Committees recommendations are supported by key institutions - the Bank of England, the Confederation of British Industry, and the London Stock Exchange. That’s why the Combined Code proved to be effective in provision of high level of compliance. For example, in 1999 PIRC found that 87% of their sample of listed UK companies had separated the roles of Chairman and CEO, and 93% had