Improvement of Writing in the English Course Essay

Improvement of Writing in the English Course - Essay Example   The first aspect of improvement was noted was with regards to use and misuse of certain types of observation. For instance, many of the sentences that were exhibited in the essay in question showed no sign appropriate modulation for defendant and the clauses. This is, of course, a problem due to the fact that without proper punctuation for longer sentences, a danger of run-on sentences is created. Moreover, without clear punctuation on the sentences, it was possible for the reader to become lost in this the main point of what was being stated. A further issue was noted with regards to the way in which, as were used. This was probably partly out of fear that they would be used incorrectly if used at all; however, without utilizing proper comments within the paper, the flow and main points they were attempting to be related to the reader were almost invariably lost. Although these two aspects of punctuation with the most common, there was also the technical problem exhibited on mor e than one occasion of the subject for agreement. This is, of course, an issue that many non-native speakers struggle to exhibit in their work; yet, it is something that I found is been greatly improved during this particular course. More than merely gaining a better understanding of what birds should be used in what way with which subjects, the better identification of how this course is helped educate me is with regards to the fact of how I am almost nearly always aware of the fact that I need to focus upon this aspect of writing.... of what birds should be used in what way with which subjects, the better identification of how this course is helped educate me is with regards to the fact of how I am almost nearly always aware of the fact that I need to focus upon this aspects of writing. From the non-technical standpoint, the writing in the previous essay exhibited a clear lack of flow and organization. It is easy to argue that one of the most important aspects of any essay is not linked nor the level of language that is use; rather, it is the ability to assist sinks we and clearly state what the main points are and relate them in an organized and coherent manner. This is does not mean to say that the essay was completely disorganized or without any sense. Instead, what was noted after a careful review of the essay was the fact that it oftentimes displayed a wondering style and did not adhere to the points of the thesis topics of each and every paragraph. Instead, additional information that was somewhat tangentia lly related to the subject matter was oftentimes included as an aside. More than merely being distracting, this practice led to the essay losing overall coherence and not being able to express itself adequately to the reader. As a means of correcting such a practice, I’ve come to the realization that it is absolutely necessary to outline each and every essay prior to writing and be forever mindful of topic sentence and thesis sentence for each and every paragraph. This helps the writer as a means of staying on point and fully developing the ideas at hand rather than rushing on to new and unrelated information. Another aspect of the students writing that is greatly benefited from the English course is with regards to the level of broad and otherwise unsubstantiated statements that were

Defence Logistics Organisation Analysis for War Suitability

Defence Logistics Organisation Analysis for War Suitability CHAPTER 1 INTRODUCTION Historically, nation states have used military power as an instruement of state to achieve their national aims objectives. Towards that end, logistics along with strategy and tactics constitute an important sub division of the practical art of war fighting [1]. It therefore evolves upon students of military history to grasp the nuances of logistics, the way it affects the very essence of modern, contemporary war fighting philosophy. To begin with, it is not incorrect to say that the military activity known as logistics is probably as old as war itself. The word logistics is derived from the Greek adjective, logistikus meaning skilled in calculating. Research indicates that the first use of the word with reference to an organised military administrative service was by the French writer Jomini who served as a staff officer in Napoleons army. In 1838, he set down logistics as one of the six branches of the military art, the other five being statesmanship in its relationship to war, strategy or art of properly directing masses upon the theatre of war, grand tactics, engineering and minor tactics. He included the phrase it is the execution of strategic and tactical enterprises in his definition of logistics. In short, he devised a theory of war upon the trinity of strategy, ground tactics and logistics. He defined it as practical art of moving armies [2]. Based on the experience gained over the years, the term was redefined in 1968 wherein Logistics was referred to as the art and science of creating and maintaining a military capability. It consists of the process of determining requirements, acquisitions, distributions and maintenance of materials. As regards, our Indian manuals, they define logistics as the science of planning and carrying out the movement and maintenance of forces[3]. In todays usage, logistics is the function of providing all the material and services that a military force needs in Peace or War. Logistics, therefore, covers a wide canvas broadly includes all military activities, other than strategy and tactics. It would therefore, be prudent to refer to logistics as the bridge between our combat troops and the industry natural resources of our country. Logistics perse is a key element of Doctrine, too, which describes it as a process that consists of planning and executing the movement and sustenance of operating forces in executing a military strategy and operations. It is essentially moving, supplying and maintaining military forces and is basic to the ability of armies, fleets and air forces to operate indeed to exist. It has a direct bearing on a countrys capability to support a national strategy [4]. As the rapidly evolving modern battlefield milieu transforms into short, intense and technologically intensive wars, the over bearing need for a fool proof and highly responsive logistic organizational structure for Indian Army to meet the logistic imperatives of a short war cannot be over emphasized. Our existing logistics system has been inherited from the British. Though the logistic system in general and the logistic organisation in particular have been subjected to numerous improvements and changes over the last six decades, the logistic system perse has failed to evolve with changing times and has more or less retained its archaic character. The major, Mathew[5] reason for the antiquated character of our logistic system is the flawed organisational structure which inhibits and precludes optimum utilisation of our well developed and vast national logistic capacities. Restructuring of our existing defence logistics organisation, therefore, is a pre-requisite to restructure our logistic system to meet the logistic imperatives of a short war. CHAPTER II METHODOLOGY Statement of the Problem To study and analyse the existing defence logistics organisation and to ascertain its suitability to meet the logistics imperatives of a short war. Hypothesis Our existing defence logistics organization is based on archaic concepts and will not be able to deliver adequately in a short war. Scope The scope of this study is restricted to analysis of the existing defence logistics organisation and to suggest a viable and responsive organisational structure that can meet the logistics imperatives of a short war. Methods of Data Collection. The data and information has been gathered from books, journals, periodicals, internet sites and also from own exposure and experience. The bibliography of sources is appended at the end of the text. CHAPTER III LIMITED / SHORT WAR IN THE INDIAN CONTEXT AND ITS IMPERATIVES War has been the single most important instruement by which most of the great facts of human history have been accomplished and maintained. It has been used as an instruement against aggression as also as an instruement of aggression itself. It has played the most dominant role in nearly all important crisis of humankind ; it has been used to achieve liberty, to ensure democracy as also in building great empires and in enforcing dictatorships. The term war today has come to include many more kinds of hostile activities ; limited war, short war, total war, cold war, hot war, propaganda war, psychological war, ground war, space war as also various other low -intensity conflicts such as guerilla war and fourth generation warfare. Thus war today is not only far more horrifying and a far more complex affair, it has also come to pervade all other aspects of mans social life [6]. Limited War The concept of limited war goes back to the 19th century when miitary theorists underscored the determinative relationship between political ends and military means. Both 19th century theorist Clausewitz and his 20th century successor Liddell Hart were committed advocates of the use of limited war or limited force as opposed to total war. In the 19th century, when concepts of blitzkrieg and wars of annihilation dominated military thoughts and policies, Clausewitz opposed such concepts. He stated, Political objectives, as the original motives of the war, should be the standard for determining both the aim of the military force and also the aim of effort to be made. With the advancement in automatic warfare in the middle of World War II, Liddell Hart realised that because of the destructive nature of the weapons, wars should be limited; however, he did not advocate limited war as a strategy. Later after the development of nuclear weapons, Liddell Hart came up with the concept of limite d war. He said, Where both sides possess atomic power, total war makes nonsense and any unlimited war waged with atomic power would make worse than nonsense; it would be mutually suicidal. He goes on to say any total war, or even the preparation for it, is likely to carry more evils in its train, without bearing any good promise in the event of victory [7]. Robert E Osgood defined limited war as A limited war is one in which the belligerents restrict the purpose for which they fight to concrete, well defined objectives that do not demand the utmost military effort of which the belligerents are capable and that can be accommodated in a negotiated settlement. The battle is confined to a local geographical area and directed against selected targets primarily those of direct military importance. It permits their economic, social and political patterns of existence to continue without serious disruption. In another study, Osgood defines limited war as a war that was to be fought for ends far short of the complete subordination of one states will to anothers using means that involve far less than the total military resources of the belligerents and leave the civilian life and the armed forces of the belligerents largely intact. Robert Osgood also admitted that limited war was not a uniform phenomena, it meant different things to different p eople. War could be limited in different ways and could be limited in some and not limited in others. For instance, a war limited in geographical terms may be unlimited in weapons employed or the targets involved. Similarly, a war may be limited for one of the adversaries yet unlimited in the eyes of the other [8]. Osgood while writing an epilogue on US experiences in Vietnam war, candidly confessed that even in nuclear age, a category of limited war exists which was still limited because of limitation of means. He examined limited war under three different categories of Central War, Local War and Unconventional war. While Central war involved use of nuclear weapons and was unacceptable, popularity of unconventional wars declined in US post Vietnam war. Hence, Osgood rated conventional local war as the most practical form of limited war though he did factor the contingencies which may arise and require other two categories to become operational [9]. Henry Kissinger, in Nuclear Weapons and Foreign Policy advocated that limited war might be a war confined to a defined geographical area, or war that does not utilize the entire available weapons system (such as refraining from the use of thermonuclear weapons). It may be a war which utilizes entire weapons system but it limits its employment to specific targets [10]. Kissinger, the man behind the Nixon Administrations adoption of the strategy of Limited Nuclear Options popularly known as Schlesinger Doctrine defined limited war as a war fought for specific political objectives which, by their very existence, led to establish a relationship between the force employed and the goal to be attained. It reflects an attempt to affect the opponents will, not to crush it, to make the conditions to be imposed seem more attractive than continued resistance to strive for specific goals and not for complete annihilation [11]. Kissinger , nevertheless, propogated a limited nuclear war strategy which came into conflict with the arguments of known proponets of limited war like Osgood and William Kaufmann, then the greatest critic of limited nuclear war. Kaufmann, a Yale University scholar and the brain behind the McMamara Strategy of flexible response, advocated keeping the war limited and its escalation under control. A more apt definition of limited war in line with contemporary thought process and environment is An armed conflict in which at least one protagonist intentionally restricts his objectives and/or means to accomplish those objectives. Intentional restriction can be self imposed or induced by an opponent or another nation or nations or organizations [12]. Limited war is also defined as a military encounter in which the two warring sides see each other on opposing sides and in which the effort of each falls short of the attempt to use all of its power to destroy the other [13]. Beyond doubt, limitation in warfare has always been impressed upon on the grounds of either morality or other limitations of resources and technology. However, with the advent of nuclear weapons on the one hand and of irreconciliable ideologies on the other, limitation in warfare had become a matter of necessity if the war was to sustain its traditional role of being an instruement of politics. And it is here that the strategy of limited war which seeks to preserve the eternal values of primacy of politics and economy of force even in the nuclear age has assumed supreme importance. Limited war framework does not include wars involving non-nuclear states. Instead, limited wars are conflicts in which vital interests of the nuclear powers are directly or indirectly involved and in which, therefore, the threat of their expansion into a Total War remains omnipresent imminent. Hence, it is this massive and deliberate hobbling of their infinite power by nuclear weapon powers that qualifies a conflict as limited war. Such wars have also been termed as Short Wars and , as seen in numerous conflicts since second World War II, have retained their pre-eminence as the most acceptable category of war in the contemporary nuclear age. The US and the Soviet Union, the two nuclear superpowers in cold war era, had the responsibility to not only ensure limitation of conflicts that involved dangers of exploding into a nuclear war but also to modify its war fighting doctrines to address the imperatives of intense short wars, which were likely to manifest in the nuclear enviornment. However, as the Soviet Union disintegrated, it enjoined on the US to effect a major shift in US war fighting doctrines, wherein it adopted a short war specific logistic structure to support the challenges to US strategic security calculus. The logistic structure catered for highly intense and violent battlefield which would have exacted heavy casualties of men, material and equipment [14]. Limited War In Indian Context The Indian Limited War doctrine had its roots in formulation of our response to the Pakistani aggression in Kargil in 1999. As the Dec 2001 terrorist strike led to mobilization and protracted deployment in Operation Parakram, the Indian strategists offered Limited War as Indias answer to what in security theory is termed as the stability-instability paradox. In the recent years, the limited war theory has acquired highly placed proponents and gained its own doctrinal respectability amidst intense public debates amongst Indian think tanks. Paradoxically, the Pakistani strategic experts community calls our new strategy as a doctrinal response based on regurgitation of American limited war concept of nineteen fifties to threaten and deter Pakistan [15]. Evidently, the Indian perspective on limited conventional war in a nuclear backdrop has witnessed intense and vigorous debate with proponents and opponents posing questions and counter questions on the probability of a limited conventional war escalating into a nuclear conflagaration. Historically, nuclear weapons have engendered caution between adversarial states, wherein the 1969 Soviet-Sino Ussuri River clashes and Indo-Pak Kargil war remains the only two cases where two declared nuclear weapon states have engaged in armed conflict [16]. Therefore, the options for India, to pursue its limited war doctrine against Pakistan, is to either apply military power spaced out in time and concentrated in space or stretched out in space and concentrated in time. In other words, Indian defense doctrine and strategy must seek to apply calibrated force for punitive effect, which does not have a destabilizing effect on the adversary [17]. The nuclear factor in South Asia has rendered total war u nthinkable and limited war has become a necessity and must be central to the military input provided to the political leadership as an option to secure conflict limitation [18]. From the Pak perspective, a limited conventional war in the Indo- Pak context, can be defined as a war designed to achieve specified political objectives by applying compatible resources in a critical area and by acting smartly in a manner so as to leave bare minimum incentive for the opponent to react with nuclear weapons without taking definite risk to suffer more gains [19] . India, of late, is also forced to contend with an increasingly assertive and belligerent China which sees India as the single biggest rival to Chinese pre- eminence in Asia. As numerous strategic and defence experts have began to increase the probability of a Sino-Indian military conflagration in the Himalayas, an objective look at the time frame duration of such a conflict is also mandated. A limited war in our context would envisage a likely time frame of 21- 28 days. This time frame is a logical one as geo-political realities of an armed conflict between two nuclear states along with inherent limitations of developing states in terms of economy, war waging capability etc will preclude continuation of viable operations beyond four weeks. Moreover, in a Sino-Indian conflict, the restrictive campaigning season of approximately two months will be a determinant of duration of hostilities as both sides would need time to build up their forces in the post monsoon phase. Otherwise, too, all our past wars have unambiguously been short wars, limited in duration and objectives and the future wars in a nuclear backdrop are going to be anything but different. Yet, the future wars will be short but highly intense, destructive wars, exacting heavy casualties of men, material and equipment in fast, fluid mobile battles across the entire spectrum of conflict in a technologically drive n war fighting environment with far reaching implications for the war fighting philosophies of the adversaries. Logistics Imperatives The future battlefield in an intense, short war would necessitate a major transformation in our logistic support system with likely changes as under [20] :- Limited preparatory period and highly intense short duration war, necessitating an efficient mobilization plan. Self contained theatre based logistic support structure. High attrition rate due to greater accuracy and lethality of long range weapon systems necessitating forward positioning of a greater quantum of reserves. Greater emphasis on intra theatre regeneration and re-supply of logistics resources. A sense and respond system working on the push model. Adoption of information technology and decision support systems for total asset visibility and improved inventory management [21]. Need to improve survivability of logistics echelons by dispersion and area air defence cover where possible. Maximum reliance on air maintenance for maintenance of momentum especially in mountainous and desert terrains. Need for greater degree of logistics flexibility and redundancy in all theatres. Increased strain on logistics support system due to greater density of high technological equipment in battlefield. The diversity of terrain and our varied operational roles, required to be performed in highly intense, short duration wars pose enormous logistic challenges and demand a dynamic, new approach to include simple, flexible and efficient logistic plans, based on a technology driven, seamless and fully networked logistic system. Such an approach is required to integrate the logistic resources of the three services and to utilize the existing national infrastructure more profitably to improve our logistic efficiency and enhance our operational readiness [22]. CHAPTER IV ANALYSIS TO INCLUDE SHORTCOMINGS OF EXISTING LOGISTIC ORGANISATION Existing Defence Logistic System National Level In India, the Cabinet Committee on Security (CCS) is the highest decision making body on national security and strategic issues and is mandated to formulate policies for the defence of the country through the National Security Council ( NSC ) established in 1998. The Defence Minister, who is a member of the Cabinet Committee on Security, heads the Ministry of Defence ( MOD )and is responsible for implementing the governments defence policies. The defence policies get implemented through various committees functioning under the MOD [23]. Details of such committees are as under :- Defence Ministers Committee. Defence Ministers Production and Supply Committee. Defence Research and Development Council. Chiefs of Staff Committee. The Defence Ministers committee is responsible for defence planning while the Production and Supply Committee is most important as it covers the entire gamut of planning force levels and equipment planning related to availabilty of resources. The Chiefs of Staff Committee advise the Defence Minister on all military matters including logistics matters. Another committee called the Joint Adminstration Planning Committee (JAPC) having representatives from the Services, is placed under the Chiefs of Staff Committee to coordinate the logistics effort of the three services and to prepare a joint adminstration plan to supplement and support the overall mobilisation and operational plan evolved by the Joint Planning Committee ( JPC ) [24]. Army Logistics At Army Headquarters level, the agencies responsibile for providing logistics are the Adjutant General (AG), Quartermaster general (QMG), Master General of Ordnance (MGO) and Engineering-in-Chief (E-in-C). Basically the existing system is influenced by what was primarily inherited from the British Army. In the present organization, the supply and transport are under the QMG while Ordnance and EME are with the MGO and the Medical services have been placed under the AG. Moreover, selection and introduction of any new equipment though a joint responsibility, is with the Weapons and Equipment (WE) Directorate while maintenance of such equipment is a logistic function. In order to coordinate various branches and to ensure smooth flow, Directorate General Operational Logistics (DGOL) has been created. However, the management and control of the logistic services has not been brought under a unified single management or control, which gives rise to a number of intra-service logistical proble ms , thereby making the task of DGOL difficult [25]. Utilisation of army budget also is a problem area as the QMG Branch, which is responsible for large portion of Armys logistic planning, spends almost two-fifths of the army budget [26]. Thus the staff support is highly fragmented and does not approximate to the concept of integrated logistic support. IAF Logistics In IAF, the Logistics Branch handles all the equipment, materials management and distribution functions [27]. At the Air Headquarters, Air Officer-in-charge Maintenance ( AOM ) and Air Officer-in-charge administration ( AOA ) perform functions similar to those of the AG and the QMG in the army and partly similar to those of MGO. The AOM is assisted by four Additional Chiefs of Air Staff ( ACAS ) and Air Officer Logistics ( AOL ). The AOM to a large extent, provides single point management and control, wherein all specialist aspects of aircraft and equipment maintenance, overhaul and provisioning of stores in respect of each weapon system is looked after. In addition, the Initial Provisioning Committee and Maintenance Planning Teams provide logistic support for the newly introduced aircraft and weapon systems [28]. As regards, functions of AOA, he is assisted by two ACsAS and controls administrative aspects such as organization, works, accounts, legal ,medical, pay and provost. Navy Logistics In Navy, the Chief of Materials (COM ), a Principle Staff Officer to the Naval Chief at Naval Headquarters is responsible for entire Logistics management function in the Navy. He is assisted by the Controller of Logistics Support, who functions directly under the Chief of Material and deals with logistics support, clothing and victualling, armament supply and transport. In addition, there are two Assistant Chiefs of Materials aiding the Chief of Material to deal with Systems and DR. The Chief of Personnel (COP) heads the personnel branch and handles the medical services, recruitment, welfare and service conditions [29]. Analysis of the Existing System An analysis of the existing logistics system reveals some glaring and profound weaknesses which need to be redressed forthwith, in order to obviate potential adverse effects on our national security. The systemic weaknesses are pronounced in the fields of our logistic organization, both at national and services level and also in our failure to integrate our logistics system. The later, in fact, is a manifestation of a flawed organizational set up, being carried forward as a legacy of the colonial times. That so many past studies and writings by experts on the subject have failed to elicit the attention of the decision makers concerned is a sad reflection on our system and underlines a lack of overall national perspective for logistics. Further, it is apparent that the decision making structures at the national and services level are either inappropriate or simply unresponsive. Our logistic system, though has taken the obvious weaknesses and the shortcomings in its stride and has deli vered the goods in all wars fought by us in the post independence period. As such, it is of utmost importance that the obvious shortcomings are identified and addressed in order to integrate and optimize our logistics system as a true component of the National Effort, needed to respond to growing threats to our national security. Shortcomings of our Logistic System Organisational Weakness. At the top echelons of the MOD and Chiefs of Staff Committee ( COSC ), Defence by Committees is the accepted style of functioning, which is hardly conducive to efficient functioning. The Service chiefs are responsible for operational and logistic preparedness, but exercise little or no control over budget and provisioning of war like material, which remains the direct prerogative of the MOD. No National Level Organisation. Neither any national level organisation exists to oversee, coordinate and integrate our defence needs with national development nor any visible efforts are seen towards orienting national level logistical planning to our defence requirements. Lack of Common Logistic Doctrine. Despite jointness and integration being the buzzwords, the three services have failed to evolve a common logistics doctrine and philosophy of logistic support. Multiplicity of Logistic Agencies. There is a multiplicity in logistic agencies with no single authority responsible to the Chief of Army Staff ( COAS ) for logistics preparedness. Lack of centralized logistic support encourages duplication and wasteful expenditure. Multiple Procurement Agencies. Multiple procurement agencies in the services with lack of interaction, work against the principle of economy and lead to increased costs. Lack of Standardisation and Codification . It leads to duplication and high inventories. Multiple stocking echelons ,too, lead to a high level of stocking and is compounded due to lack of an integrated systems approach to determine stock levels. A vast range of assorted equipment, both imported and indigenous, has only exacerbated the problems of providing effective logistics backup [30]. Inventory Automation. Despite commonality of procedures, separate inventory automation has been undertaken by all three services, thus violating the administration principal of economy. Private Sector Involvement in Defence Research and Development. Despite the dynamic changes ushered by Defence Procurement Procedure 2005 2009, the private sector involvement in defence research development and defence production has not reached the desired levels. Attitudinal Change towards logistics, In Indian Army, an attitude has been prevalent for long, wherein logistics consideration in an operational plan are invariably given short shrift under the mistaken belief that a commanders tactical brilliance will some how compensate for inadequate consideration of logistics. The practice of not involving the logistics functionary in formulation of operational plans and then leaving the logistics planning entirely to logisticians is an inevitable recipe for disaster. Mobilisation. Mobilisation involves movement of men and material, wherein move by rail is carried out under the aegis of the Operational Rail Movement Plan (ORMP). Though the plan has been validated during OP VIJAY and OP PARAKRAM , concerns remain as regards the move and dispersion of strike and dual task formations as also the creation of requisite infrastructure for unloading / loading at railway stations concerned. Besides this, shortage of defence rolling stocks exist which will inhibit speedy mobilisation. Functioning of Ordnance Factories and the PSUs. Director General of Ordnance Factories and the Defence Public Sector Undertakings are major defence manufacturers. However, the present organisational structure precludes the optimum functioning of these organisations. Despite being an intrinsic part of Defence Ministers Production and Supply Committee ( DPSC ) , the Ordnance Factory Board ( OFB ) usually functions independently and in any case is not accountable to the Army or the defence, though the funding for the OFB is made from the Army Budget. As such, the Chief of Army Staff has very little say with respect to production and priority in delivery of items. The OFB items also have quality concerns especially in general stores and clothing items. Multiple Echelon System. The multiple echelon system which is existing as the chain of supply to the field formations need critical examination and reduction of echelons where feasible. Logistics support need not be the same across the board for all formations in the country, it can be tailor-made to meet the requirement of a particular sector, the terrain, the type of operations and equipment likely to operate in the area. This will cut down the time factor for move from source to the field formation. Push Model. The push model of pumping the logistics requirement of troops forward has been partially implemented in certain areas. It needs to be implemented across the board to ensure that the troops do not have to look over their shoulders for logistics support. CHAPTER V ANALYSIS OF CONTEMPORARY LOGISTICS ORGANISATION OF MAJOR MILITARY POWERS US System The US Armed Forces have a highly efficient and responsive logistic system, based on a dynamic organizational structure which has evolved to meet the ever changing operational requirements. The Defence Logistic Agency ( DLA ), a US Department of Defence ( DOD ) agency supplies the nations military services and several civilian agencies with the wide ranging logistical support for peacetime and wartime operations as well as emergency preparedness and humanitarian missions [31]. The DLA Director reports to the Under Secretary of Defence for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defence ( Logistics and Material Readiness ).The DLA has evolved from Defence Supply Agency ( DSA ), which worked on the Single Manager Concept, wherein eight service agencies viz army, navy, air force etc handled one commodity each and became DSA supply centers. In 1977, DLA was established with the aim of centralizing the management of common military logistics support and to introduce uniform financial management practices. Later, the Goldwater-Nichols Act of 1986, for integration of US Armed Forces, identified DLA as a combat support agency. In Feb 2000, a new DLA organization structure part of an integrated plan called DLA 21 integrated all distribution depots of the military services into a single, unified material distribution system to reduce overhead costs and place them under DLA for management. It also created four major sub agencies under the DLA as under :- Def Logistics Support Command ( DLSC). Responsible for integration of logistics operations, supply chain management, readiness and contigency operations support. It is also responsible for procurement, storage and distribution of consumable parts, fuel, medical, subsistence and clothing and textile support. It has subsequently been reorganised as DLA Logistics Operations Directorate ( DLALO J-3 ). Def Contract Management Command. Responsible for DODs primary contract administration activity. Information Operations. Responsible for DLAs information technology activities to enhance e-commerce, logistics support system and document automation in support of military logistics. Financial Operations. Responsible for streamlining DLAs financial system for agencys future initiatives. UK System UK, too, has been a fore runner in initiation of defence reforms, which began with th Defence Logistics Organisation Analysis for War Suitability Defence Logistics Organisation Analysis for War Suitability CHAPTER 1 INTRODUCTION Historically, nation states have used military power as an instruement of state to achieve their national aims objectives. Towards that end, logistics along with strategy and tactics constitute an important sub division of the practical art of war fighting [1]. It therefore evolves upon students of military history to grasp the nuances of logistics, the way it affects the very essence of modern, contemporary war fighting philosophy. To begin with, it is not incorrect to say that the military activity known as logistics is probably as old as war itself. The word logistics is derived from the Greek adjective, logistikus meaning skilled in calculating. Research indicates that the first use of the word with reference to an organised military administrative service was by the French writer Jomini who served as a staff officer in Napoleons army. In 1838, he set down logistics as one of the six branches of the military art, the other five being statesmanship in its relationship to war, strategy or art of properly directing masses upon the theatre of war, grand tactics, engineering and minor tactics. He included the phrase it is the execution of strategic and tactical enterprises in his definition of logistics. In short, he devised a theory of war upon the trinity of strategy, ground tactics and logistics. He defined it as practical art of moving armies [2]. Based on the experience gained over the years, the term was redefined in 1968 wherein Logistics was referred to as the art and science of creating and maintaining a military capability. It consists of the process of determining requirements, acquisitions, distributions and maintenance of materials. As regards, our Indian manuals, they define logistics as the science of planning and carrying out the movement and maintenance of forces[3]. In todays usage, logistics is the function of providing all the material and services that a military force needs in Peace or War. Logistics, therefore, covers a wide canvas broadly includes all military activities, other than strategy and tactics. It would therefore, be prudent to refer to logistics as the bridge between our combat troops and the industry natural resources of our country. Logistics perse is a key element of Doctrine, too, which describes it as a process that consists of planning and executing the movement and sustenance of operating forces in executing a military strategy and operations. It is essentially moving, supplying and maintaining military forces and is basic to the ability of armies, fleets and air forces to operate indeed to exist. It has a direct bearing on a countrys capability to support a national strategy [4]. As the rapidly evolving modern battlefield milieu transforms into short, intense and technologically intensive wars, the over bearing need for a fool proof and highly responsive logistic organizational structure for Indian Army to meet the logistic imperatives of a short war cannot be over emphasized. Our existing logistics system has been inherited from the British. Though the logistic system in general and the logistic organisation in particular have been subjected to numerous improvements and changes over the last six decades, the logistic system perse has failed to evolve with changing times and has more or less retained its archaic character. The major, Mathew[5] reason for the antiquated character of our logistic system is the flawed organisational structure which inhibits and precludes optimum utilisation of our well developed and vast national logistic capacities. Restructuring of our existing defence logistics organisation, therefore, is a pre-requisite to restructure our logistic system to meet the logistic imperatives of a short war. CHAPTER II METHODOLOGY Statement of the Problem To study and analyse the existing defence logistics organisation and to ascertain its suitability to meet the logistics imperatives of a short war. Hypothesis Our existing defence logistics organization is based on archaic concepts and will not be able to deliver adequately in a short war. Scope The scope of this study is restricted to analysis of the existing defence logistics organisation and to suggest a viable and responsive organisational structure that can meet the logistics imperatives of a short war. Methods of Data Collection. The data and information has been gathered from books, journals, periodicals, internet sites and also from own exposure and experience. The bibliography of sources is appended at the end of the text. CHAPTER III LIMITED / SHORT WAR IN THE INDIAN CONTEXT AND ITS IMPERATIVES War has been the single most important instruement by which most of the great facts of human history have been accomplished and maintained. It has been used as an instruement against aggression as also as an instruement of aggression itself. It has played the most dominant role in nearly all important crisis of humankind ; it has been used to achieve liberty, to ensure democracy as also in building great empires and in enforcing dictatorships. The term war today has come to include many more kinds of hostile activities ; limited war, short war, total war, cold war, hot war, propaganda war, psychological war, ground war, space war as also various other low -intensity conflicts such as guerilla war and fourth generation warfare. Thus war today is not only far more horrifying and a far more complex affair, it has also come to pervade all other aspects of mans social life [6]. Limited War The concept of limited war goes back to the 19th century when miitary theorists underscored the determinative relationship between political ends and military means. Both 19th century theorist Clausewitz and his 20th century successor Liddell Hart were committed advocates of the use of limited war or limited force as opposed to total war. In the 19th century, when concepts of blitzkrieg and wars of annihilation dominated military thoughts and policies, Clausewitz opposed such concepts. He stated, Political objectives, as the original motives of the war, should be the standard for determining both the aim of the military force and also the aim of effort to be made. With the advancement in automatic warfare in the middle of World War II, Liddell Hart realised that because of the destructive nature of the weapons, wars should be limited; however, he did not advocate limited war as a strategy. Later after the development of nuclear weapons, Liddell Hart came up with the concept of limite d war. He said, Where both sides possess atomic power, total war makes nonsense and any unlimited war waged with atomic power would make worse than nonsense; it would be mutually suicidal. He goes on to say any total war, or even the preparation for it, is likely to carry more evils in its train, without bearing any good promise in the event of victory [7]. Robert E Osgood defined limited war as A limited war is one in which the belligerents restrict the purpose for which they fight to concrete, well defined objectives that do not demand the utmost military effort of which the belligerents are capable and that can be accommodated in a negotiated settlement. The battle is confined to a local geographical area and directed against selected targets primarily those of direct military importance. It permits their economic, social and political patterns of existence to continue without serious disruption. In another study, Osgood defines limited war as a war that was to be fought for ends far short of the complete subordination of one states will to anothers using means that involve far less than the total military resources of the belligerents and leave the civilian life and the armed forces of the belligerents largely intact. Robert Osgood also admitted that limited war was not a uniform phenomena, it meant different things to different p eople. War could be limited in different ways and could be limited in some and not limited in others. For instance, a war limited in geographical terms may be unlimited in weapons employed or the targets involved. Similarly, a war may be limited for one of the adversaries yet unlimited in the eyes of the other [8]. Osgood while writing an epilogue on US experiences in Vietnam war, candidly confessed that even in nuclear age, a category of limited war exists which was still limited because of limitation of means. He examined limited war under three different categories of Central War, Local War and Unconventional war. While Central war involved use of nuclear weapons and was unacceptable, popularity of unconventional wars declined in US post Vietnam war. Hence, Osgood rated conventional local war as the most practical form of limited war though he did factor the contingencies which may arise and require other two categories to become operational [9]. Henry Kissinger, in Nuclear Weapons and Foreign Policy advocated that limited war might be a war confined to a defined geographical area, or war that does not utilize the entire available weapons system (such as refraining from the use of thermonuclear weapons). It may be a war which utilizes entire weapons system but it limits its employment to specific targets [10]. Kissinger, the man behind the Nixon Administrations adoption of the strategy of Limited Nuclear Options popularly known as Schlesinger Doctrine defined limited war as a war fought for specific political objectives which, by their very existence, led to establish a relationship between the force employed and the goal to be attained. It reflects an attempt to affect the opponents will, not to crush it, to make the conditions to be imposed seem more attractive than continued resistance to strive for specific goals and not for complete annihilation [11]. Kissinger , nevertheless, propogated a limited nuclear war strategy which came into conflict with the arguments of known proponets of limited war like Osgood and William Kaufmann, then the greatest critic of limited nuclear war. Kaufmann, a Yale University scholar and the brain behind the McMamara Strategy of flexible response, advocated keeping the war limited and its escalation under control. A more apt definition of limited war in line with contemporary thought process and environment is An armed conflict in which at least one protagonist intentionally restricts his objectives and/or means to accomplish those objectives. Intentional restriction can be self imposed or induced by an opponent or another nation or nations or organizations [12]. Limited war is also defined as a military encounter in which the two warring sides see each other on opposing sides and in which the effort of each falls short of the attempt to use all of its power to destroy the other [13]. Beyond doubt, limitation in warfare has always been impressed upon on the grounds of either morality or other limitations of resources and technology. However, with the advent of nuclear weapons on the one hand and of irreconciliable ideologies on the other, limitation in warfare had become a matter of necessity if the war was to sustain its traditional role of being an instruement of politics. And it is here that the strategy of limited war which seeks to preserve the eternal values of primacy of politics and economy of force even in the nuclear age has assumed supreme importance. Limited war framework does not include wars involving non-nuclear states. Instead, limited wars are conflicts in which vital interests of the nuclear powers are directly or indirectly involved and in which, therefore, the threat of their expansion into a Total War remains omnipresent imminent. Hence, it is this massive and deliberate hobbling of their infinite power by nuclear weapon powers that qualifies a conflict as limited war. Such wars have also been termed as Short Wars and , as seen in numerous conflicts since second World War II, have retained their pre-eminence as the most acceptable category of war in the contemporary nuclear age. The US and the Soviet Union, the two nuclear superpowers in cold war era, had the responsibility to not only ensure limitation of conflicts that involved dangers of exploding into a nuclear war but also to modify its war fighting doctrines to address the imperatives of intense short wars, which were likely to manifest in the nuclear enviornment. However, as the Soviet Union disintegrated, it enjoined on the US to effect a major shift in US war fighting doctrines, wherein it adopted a short war specific logistic structure to support the challenges to US strategic security calculus. The logistic structure catered for highly intense and violent battlefield which would have exacted heavy casualties of men, material and equipment [14]. Limited War In Indian Context The Indian Limited War doctrine had its roots in formulation of our response to the Pakistani aggression in Kargil in 1999. As the Dec 2001 terrorist strike led to mobilization and protracted deployment in Operation Parakram, the Indian strategists offered Limited War as Indias answer to what in security theory is termed as the stability-instability paradox. In the recent years, the limited war theory has acquired highly placed proponents and gained its own doctrinal respectability amidst intense public debates amongst Indian think tanks. Paradoxically, the Pakistani strategic experts community calls our new strategy as a doctrinal response based on regurgitation of American limited war concept of nineteen fifties to threaten and deter Pakistan [15]. Evidently, the Indian perspective on limited conventional war in a nuclear backdrop has witnessed intense and vigorous debate with proponents and opponents posing questions and counter questions on the probability of a limited conventional war escalating into a nuclear conflagaration. Historically, nuclear weapons have engendered caution between adversarial states, wherein the 1969 Soviet-Sino Ussuri River clashes and Indo-Pak Kargil war remains the only two cases where two declared nuclear weapon states have engaged in armed conflict [16]. Therefore, the options for India, to pursue its limited war doctrine against Pakistan, is to either apply military power spaced out in time and concentrated in space or stretched out in space and concentrated in time. In other words, Indian defense doctrine and strategy must seek to apply calibrated force for punitive effect, which does not have a destabilizing effect on the adversary [17]. The nuclear factor in South Asia has rendered total war u nthinkable and limited war has become a necessity and must be central to the military input provided to the political leadership as an option to secure conflict limitation [18]. From the Pak perspective, a limited conventional war in the Indo- Pak context, can be defined as a war designed to achieve specified political objectives by applying compatible resources in a critical area and by acting smartly in a manner so as to leave bare minimum incentive for the opponent to react with nuclear weapons without taking definite risk to suffer more gains [19] . India, of late, is also forced to contend with an increasingly assertive and belligerent China which sees India as the single biggest rival to Chinese pre- eminence in Asia. As numerous strategic and defence experts have began to increase the probability of a Sino-Indian military conflagration in the Himalayas, an objective look at the time frame duration of such a conflict is also mandated. A limited war in our context would envisage a likely time frame of 21- 28 days. This time frame is a logical one as geo-political realities of an armed conflict between two nuclear states along with inherent limitations of developing states in terms of economy, war waging capability etc will preclude continuation of viable operations beyond four weeks. Moreover, in a Sino-Indian conflict, the restrictive campaigning season of approximately two months will be a determinant of duration of hostilities as both sides would need time to build up their forces in the post monsoon phase. Otherwise, too, all our past wars have unambiguously been short wars, limited in duration and objectives and the future wars in a nuclear backdrop are going to be anything but different. Yet, the future wars will be short but highly intense, destructive wars, exacting heavy casualties of men, material and equipment in fast, fluid mobile battles across the entire spectrum of conflict in a technologically drive n war fighting environment with far reaching implications for the war fighting philosophies of the adversaries. Logistics Imperatives The future battlefield in an intense, short war would necessitate a major transformation in our logistic support system with likely changes as under [20] :- Limited preparatory period and highly intense short duration war, necessitating an efficient mobilization plan. Self contained theatre based logistic support structure. High attrition rate due to greater accuracy and lethality of long range weapon systems necessitating forward positioning of a greater quantum of reserves. Greater emphasis on intra theatre regeneration and re-supply of logistics resources. A sense and respond system working on the push model. Adoption of information technology and decision support systems for total asset visibility and improved inventory management [21]. Need to improve survivability of logistics echelons by dispersion and area air defence cover where possible. Maximum reliance on air maintenance for maintenance of momentum especially in mountainous and desert terrains. Need for greater degree of logistics flexibility and redundancy in all theatres. Increased strain on logistics support system due to greater density of high technological equipment in battlefield. The diversity of terrain and our varied operational roles, required to be performed in highly intense, short duration wars pose enormous logistic challenges and demand a dynamic, new approach to include simple, flexible and efficient logistic plans, based on a technology driven, seamless and fully networked logistic system. Such an approach is required to integrate the logistic resources of the three services and to utilize the existing national infrastructure more profitably to improve our logistic efficiency and enhance our operational readiness [22]. CHAPTER IV ANALYSIS TO INCLUDE SHORTCOMINGS OF EXISTING LOGISTIC ORGANISATION Existing Defence Logistic System National Level In India, the Cabinet Committee on Security (CCS) is the highest decision making body on national security and strategic issues and is mandated to formulate policies for the defence of the country through the National Security Council ( NSC ) established in 1998. The Defence Minister, who is a member of the Cabinet Committee on Security, heads the Ministry of Defence ( MOD )and is responsible for implementing the governments defence policies. The defence policies get implemented through various committees functioning under the MOD [23]. Details of such committees are as under :- Defence Ministers Committee. Defence Ministers Production and Supply Committee. Defence Research and Development Council. Chiefs of Staff Committee. The Defence Ministers committee is responsible for defence planning while the Production and Supply Committee is most important as it covers the entire gamut of planning force levels and equipment planning related to availabilty of resources. The Chiefs of Staff Committee advise the Defence Minister on all military matters including logistics matters. Another committee called the Joint Adminstration Planning Committee (JAPC) having representatives from the Services, is placed under the Chiefs of Staff Committee to coordinate the logistics effort of the three services and to prepare a joint adminstration plan to supplement and support the overall mobilisation and operational plan evolved by the Joint Planning Committee ( JPC ) [24]. Army Logistics At Army Headquarters level, the agencies responsibile for providing logistics are the Adjutant General (AG), Quartermaster general (QMG), Master General of Ordnance (MGO) and Engineering-in-Chief (E-in-C). Basically the existing system is influenced by what was primarily inherited from the British Army. In the present organization, the supply and transport are under the QMG while Ordnance and EME are with the MGO and the Medical services have been placed under the AG. Moreover, selection and introduction of any new equipment though a joint responsibility, is with the Weapons and Equipment (WE) Directorate while maintenance of such equipment is a logistic function. In order to coordinate various branches and to ensure smooth flow, Directorate General Operational Logistics (DGOL) has been created. However, the management and control of the logistic services has not been brought under a unified single management or control, which gives rise to a number of intra-service logistical proble ms , thereby making the task of DGOL difficult [25]. Utilisation of army budget also is a problem area as the QMG Branch, which is responsible for large portion of Armys logistic planning, spends almost two-fifths of the army budget [26]. Thus the staff support is highly fragmented and does not approximate to the concept of integrated logistic support. IAF Logistics In IAF, the Logistics Branch handles all the equipment, materials management and distribution functions [27]. At the Air Headquarters, Air Officer-in-charge Maintenance ( AOM ) and Air Officer-in-charge administration ( AOA ) perform functions similar to those of the AG and the QMG in the army and partly similar to those of MGO. The AOM is assisted by four Additional Chiefs of Air Staff ( ACAS ) and Air Officer Logistics ( AOL ). The AOM to a large extent, provides single point management and control, wherein all specialist aspects of aircraft and equipment maintenance, overhaul and provisioning of stores in respect of each weapon system is looked after. In addition, the Initial Provisioning Committee and Maintenance Planning Teams provide logistic support for the newly introduced aircraft and weapon systems [28]. As regards, functions of AOA, he is assisted by two ACsAS and controls administrative aspects such as organization, works, accounts, legal ,medical, pay and provost. Navy Logistics In Navy, the Chief of Materials (COM ), a Principle Staff Officer to the Naval Chief at Naval Headquarters is responsible for entire Logistics management function in the Navy. He is assisted by the Controller of Logistics Support, who functions directly under the Chief of Material and deals with logistics support, clothing and victualling, armament supply and transport. In addition, there are two Assistant Chiefs of Materials aiding the Chief of Material to deal with Systems and DR. The Chief of Personnel (COP) heads the personnel branch and handles the medical services, recruitment, welfare and service conditions [29]. Analysis of the Existing System An analysis of the existing logistics system reveals some glaring and profound weaknesses which need to be redressed forthwith, in order to obviate potential adverse effects on our national security. The systemic weaknesses are pronounced in the fields of our logistic organization, both at national and services level and also in our failure to integrate our logistics system. The later, in fact, is a manifestation of a flawed organizational set up, being carried forward as a legacy of the colonial times. That so many past studies and writings by experts on the subject have failed to elicit the attention of the decision makers concerned is a sad reflection on our system and underlines a lack of overall national perspective for logistics. Further, it is apparent that the decision making structures at the national and services level are either inappropriate or simply unresponsive. Our logistic system, though has taken the obvious weaknesses and the shortcomings in its stride and has deli vered the goods in all wars fought by us in the post independence period. As such, it is of utmost importance that the obvious shortcomings are identified and addressed in order to integrate and optimize our logistics system as a true component of the National Effort, needed to respond to growing threats to our national security. Shortcomings of our Logistic System Organisational Weakness. At the top echelons of the MOD and Chiefs of Staff Committee ( COSC ), Defence by Committees is the accepted style of functioning, which is hardly conducive to efficient functioning. The Service chiefs are responsible for operational and logistic preparedness, but exercise little or no control over budget and provisioning of war like material, which remains the direct prerogative of the MOD. No National Level Organisation. Neither any national level organisation exists to oversee, coordinate and integrate our defence needs with national development nor any visible efforts are seen towards orienting national level logistical planning to our defence requirements. Lack of Common Logistic Doctrine. Despite jointness and integration being the buzzwords, the three services have failed to evolve a common logistics doctrine and philosophy of logistic support. Multiplicity of Logistic Agencies. There is a multiplicity in logistic agencies with no single authority responsible to the Chief of Army Staff ( COAS ) for logistics preparedness. Lack of centralized logistic support encourages duplication and wasteful expenditure. Multiple Procurement Agencies. Multiple procurement agencies in the services with lack of interaction, work against the principle of economy and lead to increased costs. Lack of Standardisation and Codification . It leads to duplication and high inventories. Multiple stocking echelons ,too, lead to a high level of stocking and is compounded due to lack of an integrated systems approach to determine stock levels. A vast range of assorted equipment, both imported and indigenous, has only exacerbated the problems of providing effective logistics backup [30]. Inventory Automation. Despite commonality of procedures, separate inventory automation has been undertaken by all three services, thus violating the administration principal of economy. Private Sector Involvement in Defence Research and Development. Despite the dynamic changes ushered by Defence Procurement Procedure 2005 2009, the private sector involvement in defence research development and defence production has not reached the desired levels. Attitudinal Change towards logistics, In Indian Army, an attitude has been prevalent for long, wherein logistics consideration in an operational plan are invariably given short shrift under the mistaken belief that a commanders tactical brilliance will some how compensate for inadequate consideration of logistics. The practice of not involving the logistics functionary in formulation of operational plans and then leaving the logistics planning entirely to logisticians is an inevitable recipe for disaster. Mobilisation. Mobilisation involves movement of men and material, wherein move by rail is carried out under the aegis of the Operational Rail Movement Plan (ORMP). Though the plan has been validated during OP VIJAY and OP PARAKRAM , concerns remain as regards the move and dispersion of strike and dual task formations as also the creation of requisite infrastructure for unloading / loading at railway stations concerned. Besides this, shortage of defence rolling stocks exist which will inhibit speedy mobilisation. Functioning of Ordnance Factories and the PSUs. Director General of Ordnance Factories and the Defence Public Sector Undertakings are major defence manufacturers. However, the present organisational structure precludes the optimum functioning of these organisations. Despite being an intrinsic part of Defence Ministers Production and Supply Committee ( DPSC ) , the Ordnance Factory Board ( OFB ) usually functions independently and in any case is not accountable to the Army or the defence, though the funding for the OFB is made from the Army Budget. As such, the Chief of Army Staff has very little say with respect to production and priority in delivery of items. The OFB items also have quality concerns especially in general stores and clothing items. Multiple Echelon System. The multiple echelon system which is existing as the chain of supply to the field formations need critical examination and reduction of echelons where feasible. Logistics support need not be the same across the board for all formations in the country, it can be tailor-made to meet the requirement of a particular sector, the terrain, the type of operations and equipment likely to operate in the area. This will cut down the time factor for move from source to the field formation. Push Model. The push model of pumping the logistics requirement of troops forward has been partially implemented in certain areas. It needs to be implemented across the board to ensure that the troops do not have to look over their shoulders for logistics support. CHAPTER V ANALYSIS OF CONTEMPORARY LOGISTICS ORGANISATION OF MAJOR MILITARY POWERS US System The US Armed Forces have a highly efficient and responsive logistic system, based on a dynamic organizational structure which has evolved to meet the ever changing operational requirements. The Defence Logistic Agency ( DLA ), a US Department of Defence ( DOD ) agency supplies the nations military services and several civilian agencies with the wide ranging logistical support for peacetime and wartime operations as well as emergency preparedness and humanitarian missions [31]. The DLA Director reports to the Under Secretary of Defence for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defence ( Logistics and Material Readiness ).The DLA has evolved from Defence Supply Agency ( DSA ), which worked on the Single Manager Concept, wherein eight service agencies viz army, navy, air force etc handled one commodity each and became DSA supply centers. In 1977, DLA was established with the aim of centralizing the management of common military logistics support and to introduce uniform financial management practices. Later, the Goldwater-Nichols Act of 1986, for integration of US Armed Forces, identified DLA as a combat support agency. In Feb 2000, a new DLA organization structure part of an integrated plan called DLA 21 integrated all distribution depots of the military services into a single, unified material distribution system to reduce overhead costs and place them under DLA for management. It also created four major sub agencies under the DLA as under :- Def Logistics Support Command ( DLSC). Responsible for integration of logistics operations, supply chain management, readiness and contigency operations support. It is also responsible for procurement, storage and distribution of consumable parts, fuel, medical, subsistence and clothing and textile support. It has subsequently been reorganised as DLA Logistics Operations Directorate ( DLALO J-3 ). Def Contract Management Command. Responsible for DODs primary contract administration activity. Information Operations. Responsible for DLAs information technology activities to enhance e-commerce, logistics support system and document automation in support of military logistics. Financial Operations. Responsible for streamlining DLAs financial system for agencys future initiatives. UK System UK, too, has been a fore runner in initiation of defence reforms, which began with th

Scientific Method Essay -- Science Experiments Essays

Scientific Method Thales of Miletus (624-546 B.C.) was the first to suggest a single material substratum for the universe--namely water or moisture. His cosmology proposes that all objects in the universe are composed of water. His choice of water as the component building block of all matter may have been due to the apparent motion of bodies of water and the conversion of water to vapor and back. Anaximander of Miletus (610-545 B.C.) was the foremost student of Thales. He denied Thales claim that water was the basic matter of the universe, stating instead that the world was derived from apeiron (meaning "unlimited"). The state of apeiron preceeded the separation into other qualities, such as hot and cold or wet and dry , and thus represents the primitive unity of all things. Anaximenes of Miletus was a student of Thales and Anaximander. He, however, proposed "aer" as the component matter of the universe. He believed that when aer was evenly distributed it was the air of the atmosphere, and as it condensed it became mist, water, and eventually other solid matter. If aer was rarefied it became fire. The progression of ideas from Thales to Anaximenes, held by Aristotle to be the fathers of philosophy, shows a sequence of refinements in the beliefs regarding the nature of the universe. Though no modern scientists would suscribe to their theories regarding the nature of the basic constituents of matter, they illustrate the process of refining previous theories in l...

Payne vs Cave Essay

The defendant had made the highest bid in an auction. The defendant had withdrawn his offer before the auctioneer had knocked his hammer. The plaintiff’s counsel opened the case with as: the goods were put up in one lot at an auction. There were several bidders of which the defendant was the last bidder. The defendant had bid 401. The auctioneer had dwelt on the bidding. As the auctioneer dwelt the defendant said, â€Å"Why do you dwell? You will get no more. The defendant said he was informed the worm weighed at least 1300 cwt and was worth more than 401. The defendant asked him if he could warrant it to weigh so much, and receiving a answer in the negative he then declared that he would not take it, and refused to pay for it. It was re-sold on the subsequent day’s sale for 301 to the defendant. Against which the action was brought for the difference. ISSUES OF THE CASE The issues in the case PAYNE against CAVE Saturday, May 2nd, 1789 are: 1.The highest bidder (the defendant) withdrew his offer before the hammer was knocked. The hammer is put down to assure that the bidder’s bid is accepted and there are no more bids to come in. The time given between the bid being made and  the hammer knocked is for other bidder’s to bid higher or the highest bidder to withdraw his offer. When a bidder bids an amount he is giving an offer and the offer is accepted when the auctioneer knocks his hammer. An offer can be withdrawn before it has been accepted. 2.Walton set aside the nonsuit, on the ground that the bidder was bound by the conditions of the sale to abide by his bidding, and could not retract. The defendant when he started bidding he is to abide by the rules of the auction that is that the highest bidder will be the buyer of the property. He withdrew his bid because of a negative reply from the auctioneer. But he should have paid the amount he had bid. PRINCIPLES OF THE CASE An auction is a public sale of property where willing buyers bid prices at which they are ready to buy the property. The basic rule of an auction is the highest bidder is the buyer. A contract of sale is formed in an auction by means of competitive bids, submitted and confirmed according to the pre-established terms and conditions that govern the auction sale. The act that presides over auction sales is â€Å"Sale of Goods Act 1979† section 57 where it says: Auction Sales 1.Where goods are put up for sale by auction in lots, each lot is prima facie deemed to be the subject of a separate contract of sale. 2.A sale by auction is complete when the auctioneer announces its completion by the fall of the hammer, or in other customary manner; and until the announcement is made any bidder may retract his bid. 3.A sale by auction may be notified to be subject to a reserve or upset price, and a right to bid may also be reserved expressly by or on behalf of the seller. 4.Where a sale by auction is not notified to be subject to a right to bid by or on behalf of the seller, it is not lawful for the seller to bid himself or to employ any person to bid at the sale, or for the auctioneer knowingly to take any bid from the seller or any such person. 5.A sale contravening subsection (4) above may be treated as fraudulent by the buyer. 6.Where, in respect of a sale by auction, a right to bid is expressly reserved (but not otherwise) the seller or any one person on his behalf may bid at the auction. As we can see the law states according to the second point the auctioneer confirms the sale with the knocking of the hammer or else the bidder has the right to withdraw the bid. This law was setup in 1979 in reference to the case stated above. HELD The court thought the nonsuit very proper. The auctioneer is the agent of the vendor, and the assent of both parties is necessary to make the contract binding; that is signified on the part of the seller by knocking down the hammer, which was not done here till the defendant had retracted. Every bidding is nothing more than an offer on one side, which is not binding on either side till it, is assented to. But according to what is now contended for, one party would be bound by the offer, and the other not, which can never be allowed. Rule refused. COMMENTS The decision given in the case â€Å"PAYNE against CAVE. Saturday, May 2nd, 1789† is according to us a correct decision. The decision that an offer was made but the acceptance was not shown is an accurate decision. The defendant had the right to retract his offer if he is not willing to buy at that price. ISLAMIC PRESPECTIVE If we look at the case form an Islamic perspective we can look at the case from different views. The case can be seen from: 1.The perspective of the plaintiff. When an offer is made by the defendant, he should not retract the offer. As he knows that the bidding means he willing to buy at that price he should keep his word and pay the price he bid for. In Islam a person should not say anything which he will not be able to keep his word against. Whatever man says he should do so. 2.The perspective of the defendant. The defendant should have the right to withdraw his bid is he is not happy with the price he bid or the environment. He withdrew is bid not because he could not pay the amount he withdrew his bid because of the negative answer from the auctioneer. He did not like the way the auctioneer had replied as we can imply from the case. The decision given by the court is right if we look at it from an Islamic perspective. The defendant has every right to withdraw the bid if he if it not accepted. If a person offers something and the other does not accept it, till the acceptance the offer can be withdrawn.

Fast Food Nation Analysis Essay Essay

The non-fiction book â€Å"Fast Food Nation† by Eric Schlosser writes about how the fast food industry works from different viewpoints. Throughout the book it can be very disturbing and very real about the fast food industry. Changing American society and causing many great problems. The author established well credibility by providing well facts and supporting it. He talks about the success and failures of what happened in the fast food nation. Many failures happened in the past such as mistreating the cattle and poultry. The animals were mistreated because they were being fed dead animal and chemicals. The cattle would get injected by hormones to make them bigger so once they get slaughtered there would be a lot of meat. This book is different from the other books I’ve read in my past English classes because the author supports and backed his claims and facts with evidence. Workers at slaughter houses would use lack of health care to treat the meat which caused infectious diseases. From pg. 195 the author talks about the foodborne disease which is very common. Ã'”Every day in the United States, roughly 200,000 people are sickened by a foodborne disease, 900 are hospitalized, and fourteen die. I agreed from everything of what the author wrote. Fast food business owners are mostly greedy and do not care about the public’s health. Read Also:  Analytical Essay Example Topics Teenagers, uneducated adults, and undocumented people work for low wages. Meatpacking jobs is the most horrendous and dangerous jobs today. Fast food has shaped American society because it contributes obesity that many Americans face every day. Fast food companies spend a lot of money to sponsor their food and make people buy their food. For an example Mc Donald’s spend millions to bring consumers especially children. Toys and a Mc Donald’s TV show manipulated children to make their parents take them to eat at Mc Donald’s and get the toys that were sponsored. Now thankfully there is more awareness of the fast food problem. More people are spreading the word of being healthy mostly at schools. Encouraging students to exercise and eat healthy. Natural and organic foods are becoming more popular in the country. Even though the government haven’t really taken any steps to stop the mistreating of animals and of what goes in our food.

buy custom Cup Cake Business essay

buy custom Cup Cake Business essay Mission statement Our mission at Blue Cream Cakes Investments is to make social functions tasty, creamy and sweet experiences to both confectionery and passive consumers of the same. We pride in delighting cup cake enthusiasts with high quality products taking into consideration a variety and customized brands to satisfy a wide range of customer preferences. With our detailed survey report concerning the rising number of both active and passive confectionery fans; who would not mind having tasty but cheaper confectionery to match those moments of celebration, we intend to reach out to them at all convenient venues to satisfy their needs. Vision Statement Four years from now, Blue Cream Cakes Investments will be one of the best suppliers of cheap but quality confectionery especially cup cakes within the country with a fully satisfied customer base. This should translate to annual revenues of over one million by being consistent in timely delivery, reasonably priced products and organizing thrilling events for both active and passive confectionery enthusiasts. This should boost the societys interest in Bakery through encouraging more of the population to shift from passive to active confectionery enthusiasm. Executive Summary; management strategy The Blue Cream Cakes Investments is a small business venture that operates in the university. The venture is in its pilot state and run by Shneda Edgar an all round Confectionery enthusiast. He is an experienced Baker of quality cup cakes and other confectionery both as a hobby and occasionally provides upon request services to match specific occasions within the institution and interested external clientele. He is familiar with the citys community festivals and seasonal needs and has an advantage of an intensive network of all events within and around the institution. The current target market has no serious competition basing on a study that clearly indicates that no individual or institution had seriously considered institutional celebrations within the city except for the beverages and brewery industry (Cohen, 2006). This is with respect to their short notices and our need to market our Bakerys quality product with minimal advertisement costs. The niche is cut by the fact that consumers only consider a variety in confectionery long after confirming the price levels with regards to the quantity, size and quality on confectionery. Provision of cheaper but excellent quality cup cakes should encourage more active consumption thus an enlarged consumer market. This can also be seen as a forum of offering excellence personal training for confectionery enthusiasts the opportunity for good cake sampling techniques. Therefore they will be able to differentiate our quality products from other available products from possible competitors thus build on bran d loyalty (Kennedy, 2000). Through provision of high standards of staff training within the city, Blue Cream Cakes Investments intends to command personalized customer attention at an affordable price hence a great business opportunity (Kennedy, 2000). The director has secured a central location in the city for easier correspondence with external customers. This should provide a collection point easily accessible from any part of the city through all available means of transport. Proper shop layout combined with Students knowledge and interest should make Blue Cream Cakes Investments a worthwhile and profitable venture. Situation Analysis (SWOT) Blue Cream Cakes Investments is a start-up business currently operating at a low level thus marketing is an integral aspect in its prosperity and subsequent financial gains in high revenues (Cohen, 2006). The venture provides a wide variety of confectionery with specialization being in cup cakes, randomly for new customers and on order placement by existing customers. The basic demand of the market is top quality and reasonably priced cup cakes for all round celebrations. Blue Cream Cakes Investments through extensive market research has information about common desires of the market base which consists of busy customers either studying or working that have serious time constraints to purchase desired confectionery. This is reiterated through our existing loyal customers hence Blue Cream Cakes Investments intends to take advantage of this knowledge to fully exploit the untapped customer bases through expansion plans which includes door to door marketing and delivery networks. The acronym SWOT stands for Strength, Weaknesses, Opportunities and Threats within any existing competitive market (Debelak, 2000). Our analysis highlights key strengths and weaknesses and further indicates threats and opportunities Blue Cream Cakes Investments is likely to face. Strengths A strong working bond with suppliers and producers of ingredients which enables us to meet our orders in good time. Exceptional location which is mre accessible through all mode of transport in the city (Kennedy, 2000). Properly trained staff members in customer service that are trustworthy and highly efficient in meeting deadlines, thus ensuring a huge chunk of our income comes from repeat business. Weaknesses Blue Cream Cakes Investments has a limited financial outlay to meet branding requirements which is important in our expansion program. It is costly to acquire quality cooking equipment used in mass baking and also train more employees with regards to our current target market. Opportunities An expanding market that is significant in terms of our financial projection that has limited knowledge about Blue Cream Cakes Investments existence. An increasing number of the citys population that are constantly hosting celebrations and social occasions with restricted and low budgets. There is a high profit margin with considerably static costs which makes it easy for budgeting and operational planning. Stiff competition that originates from web based companies who offer constant discounts. Struggle in always having fresh products for the expanding market. Threats Market Needs The venture intends to provide a wide variety of confectionery products which should be able to address most if not all the customer needs. We intend to also have communication options through our website whereby our customers can input their order specifications in good time for maximum satisfaction of their needs to be achieved. The store will be open for reasonable and fluctuating extended hours suitable for any prevailing social events. Further accessibility will be enhanced through our website for special delivery considerations. We intend to maintain and improve quality standards and from time to time provide extra magical moments to our customers through bonus gifts and surprise prizes (Cohen, 2006). Apart from the normal profit pricing factors, our products will be priced according to the celebration atmosphere in the specific times of the annual calendar. This is a unique way of considering emotions in pricing thus a sure point of attracting and retaining clientele. Market Trends The prevailing trend in the confectionery industry is to acquire quality products at a good discount. Blue Cream Cakes Investments has the ability to exploit this because whether new or existing clients, we will provide for extra and free supplies basing on economies of scale that can generally yield high profits at any reasonable discounting rate. Competition At the moment there exists no known serious competition within the city. The bulk of competition arises from scattered general traders who do not specifically bake their own products but retail for other bakers existing outside the city. The competition further deals in bulk consignments that are majorly composed of products suitable for large scale consumption by institutions and large scale dealers like super stores. These products are mostly of uniform nature and luck much in diversity to suit the highly varied customer base in terms of taste. Marketing Mix Elements: Pricing Blue Cream Cakes Investments intends to minimize expansion costs by selling through the consignment contracts whereby we will partially collect ingredients and only pay suppliers after sale of final products. This will fluctuate with the market demand. With proper savings and business establishment, we intend to also deal in a few beverage products to further address any new needs of our existing and most prized customers. Basing on our existing citys consumer base, our positioning in the market will highly rely on excellent customer care that will deliver quality cup cakes that are not common in the city. This is strengthened by the fact that our niche is not explored extensively and our pricing is negotiable between us and the suppliers and might change due to prevailing circumstances in the market. The consignment contract of ingredients gives us room to cover from any financial setbacks in the market hence only pay for storage before considering our suppliers. Pricing As discussed, our startup business has two major pricing objectives which include: To increase our customer base from the university by taking care of other city dwellers too thus increasing our market share. To increase the quantity in sales volume as we target a larger market share. Pricing constraints are those factors which hinder or control our process of setting prices (Debelak, 2000). These factors introduce boundaries and other limits which we have little or no power to decide against them. Some of the possible pricing constraints are: Customers demand will be a major determinant of the set prices because if it goes up we will raise our prices and if it goes down, cup cakes being perishable, we will have no choice but to lower prices in order to move sales volumes and avoid loses. Our Break-even point will determine our least price even in the wake of lower price demands by customers. The customers sometimes determine the price ceilings basing on prevailing market prices in the same industry. This will also affect any additional costs absorption incurred for quality thus controlling our pricing. Our 3 possible sales prices per unit will be; 1, 2 and 3 dollars. The variable cost per unit is 0.5 dollars. The total fixed expenses are 100 dollars. Break-even point can be computed by finding that place where the total sales are equal to the total costs of sale and therefore neither profit nor loss is incurred (Cohen, 2006). Therefore: Sales= Cost of sales. Sales= Variable expenses + Fixed expenses+ profit Sales @ 1 dollar/unit Sales @ 2 dollars/unit Sales @ 3 dollars/unit 1Q= 0.5Q+ 100+ 0 1Q- 0.5Q= 100 0.5Q= 100 Q= 100/0.5= 200 units 2Q= 0.5Q+ 100+ 0 2Q-0.5Q= 100 1.5Q=100 Q= 100/1.5= 66.7 which is 67 units. 3Q=0.5Q+ 100+ 0 3Q-0.5Q= 100 2.5Q= 100 Q= 40 units. 200 units 67 units 40 units Graphical Representation of the 3 break-even points Basing on my diagram, the fixed cost (F. C) is at $100 at all production units. The variable cost (V. C) is worth half a dollar for each unit. Therefore Total cost (T. C) curve is a combination of the F.C curve and V.C curve. It should be noted that the V. C is constant thus at the breakeven level for the: $1 sales price per unit, the value of total cost will be; $100+ 0.5Q. Q = 200 thus T.C= ($100+ 0.5*200). T. C= $ 100+$ 100= $200. Therefore for $1 price per unit, the BEP will be at the 200 units of sales and $200 sales value. The BEP is at P1. $2 sales price per unit will yield a BEP at 67 units of sales and a sales value of ($100+ 0.5*67) which is $ 133.50. The BEP is at P2. $3 sales price per unit will yield a BEP at 40 units of sales and a sales value of ($100+ 0.5*40) which is $ 120. The BEP is at P3. In case the prices adjust reasons being demand, cost, profit or competition oriented, the only way to stay ahead is to ensure we either minimize our expenses/costs or increase our profit margin thus our break even points will shift to the right side but upwards meaning an increase in sales volume but a decrease in prices. Discounts, allowances and geographical adjustments call for an increase in sales volume too, so as to carter for any dip in our current profits thus the BEP will shift to the right but upwards. Therefore my new prices will be: Sales @ 0.6 dollar/unit Sales @ 1.8 dollars/unit Sales @ 2.6 dollars/unit 0.6Q= 0.5Q+ 100+ 0 0.6Q- 0.5Q= 100 0.1Q= 100 Q= 100/0.1= 1000 units 1.8Q= 0.5Q+ 100+ 0 1.8Q-0.5Q= 100 1.3Q=100 Q= 100/1.3= 76.9 which is 77 units. 2.6Q=0.5Q+ 100+ 0 2.6Q-0.5Q= 100 2.1Q= 100 Q= 47.6 which is 48 units. 1000 units 77 units 48 units Basing on the change in environment considerations, our final price will be at $1.8 per unit. Controls The purpose ofBlue Cream Cakes Investmentsmarketing plan is to guide the venture into profit maximization and customer satisfaction hence proper monitoring of Revenues and expenditures on a monthly and annual basis. Conclusion Blue Cream Cakes Investments new market segment and small scale start up does not enable it to have constant financial projections but with the expansion vision we intend to establish a permanent finance and budgeting department. We have consequently established an office space in the City centre fully equipped with the resources to seriously embark on all our departments this year. Buy custom Cup Cake Business essay

Historical notes on The Handmaids Tale Essays

Historical notes on The Handmaids Tale Essays Historical notes on The Handmaids Tale Paper Historical notes on The Handmaids Tale Paper Essay Topic: Notes From Underground The Handmaids Tale Why do you think that Margaret Atwood included the historical notes in The Handmaids Tale? I believe that Margaret Atwood included the historical notes in The Handmaids Tale for a number of reasons. In my opinion, the central reason for the inclusion of the historical notes is to demonstrate to the reader where ideas for the novel originated. The first hint at where Atwoods ideas came from is during Maryann Crescent Moons speech, as she says, Iran and Gilead: Two Late Twentieth Century Monotheocracies. This shows that Atwood largely based her novel on the Islamic revolution that took place in Iran in 1979. The revolution fiercely restricted womens rights and their freedom, which is parallel to the events that occurred in The Handmaids Tale. Furthermore, in Pieixotos speech the reader is told, Romania, for instance, had anticipated Gilead in the eighties by banning all forms of birth control. This actually took place so we understand that the aspect of Atwoods novel, which concerns fertility, and pregnancy is strongly related with this event. I think it is very important that Atwood chose to base her novel on actual events that took place in the world because it emphasises that The Handmaids Tale is not solely a story, but is based on horrors that have occurred. This, therefore, illustrates the injustices that human beings are capable of. This leads on to the next possibility of why Margaret Atwood could have chosen to include the historical notes. As the novel is based on real-life events, Atwood is warning the human race to recognise injustice and then fight against it before it is too late, and we have a recreation of the Islamic Revolution and the situation in Romania. The incorporation of the historical notes is a vast contrast in tone and style to the novel itself. In my opinion, Atwood included them to show that while the reader may be extremely interested in Offreds testimony, her character and her emotions, Pieixoto is not at all. He is solely concerned with the history of Gilead and this is shown through his lighthearted tone of voice. He calls his speech a little chat, which could show that he is not willing to spend a lot of his time pondering over Offreds story because he does not consider it as important. In addition to this, Atwood included the historical notes to portray the fact that women will perpetually be considered as inferior to men, and will be belittled and looked down upon. This is predominantly shown through Pieixotos attitude towards Offred as he says I am sure all puns were intentional the archaic vulgar significance of the word tail. This quotation implies that Pieixoto solely sees Offred as a sex object. The reader is told that the audience applaud this comment (Laughter, applause). Therefore, the reader could be concerned about the morals of the audience if they find such a comment amusing. Furthermore, Pieixoto makes a number of sexist jokes such as referring to women as The Underground Frailroad which suggests that he views women as weak. Atwood may have included these sexist jokes to point out that this treatment of women is undoubtedly wrong, yet for some reason they are accepted in our society.

About Glenn Murcutt, an Australian Way of Architecture

About Glenn Murcutt, an Australian Way of Architecture Glenn Murcutt (born July 25, 1936) is arguably Australias most famous architect, although he was born in England. He has influenced generations of working architects and has won every major architecture award of the profession, including the 2002 Pritzker. Yet he remains obscure to many of his Australian countrymen, even as he is revered by architects worldwide. Murcutt is said to work alone, yet he opens his farm to professionals and students of architecture every year, giving master classes and promoting his vision:  Architects thinking locally acting globally. Murcutt was born in London, England, but grew up in the Morobe district of Papua New Guinea and in Sydney, Australia, where he learned to value simple, primitive architecture. From his father, Murcutt learned the philosophies of Henry David Thoreau, who believed that we should live simply and in harmony with natures laws. Murcutts father, a self-sufficient man of many talents, also introduced him to the streamlined modernist architecture of Ludwig Mies van der Rohe. Murcutts early work strongly reflects Mies van der Rohes ideals. One of Murcutts favorite quotations is a phrase he often heard his father say. The words, he believes, are from Thoreau: â€Å"Since most of us spend our lives doing ordinary tasks, the most important thing is to carry them out extraordinarily well.† Murcutt is also fond of quoting the Aboriginal proverb  Ã¢â‚¬Å"Touch the earth lightly.† From 1956 to 1961, Murcutt studied architecture at the University of New South Wales. After graduation, Murcutt traveled widely in 1962 and was impressed by the works of Jà ¸rn Utzon. On a later trip in 1973, he remembers the modernist 1932 Maison de Verre in Paris, France, as being influential. He was inspired by the Californian architecture of Richard Neutra and Craig Ellwood, and the crisp, uncomplicated work of Scandinavian architect Alvar Aalto. However, Murcutts designs quickly took on a distinctively Australian flavor. The Pritzker Prize-winning architect Glenn Murcutt is not a builder of skyscrapers. He doesnt design grand, showy structures or use flashy, luxurious materials. Instead, the principled designer pours his creativity into smaller projects that let him work alone and design economical buildings that will conserve energy and blend with the environment. All of his buildings (mostly rural houses) are in Australia. Murcutt chooses materials that can be produced easily and economically: glass, stone, brick, concrete, and corrugated metal. He pays close attention to the movement of the sun, moon, and seasons, and designs his buildings to harmonize with the movement of light and wind. Many of Murcutts buildings are not air-conditioned. Resembling open verandas, Murchutts houses suggest the simplicity of Farnsworth House of Mies van der Rohe, yet have the pragmatism of a sheepherders hut. Murcutt takes on few new projects but is intensely devoted to what he does, often spending many years working with his clients. At times he collaborates with his partner, architect Wendy Lewin. Glenn Murcutt is a master teacher;  Oz.e.tecture is the offical website of the Architecture Foundation Australia and the Glenn Murcutt Master Classes. Murcutt is proud to be the father of the Australian architect Nick Murcutt (1964–2011), whose own firm with partner Rachel Neeson flourishes as Neeson Murcutt Architects.   Murcutts Important Buildings The Marie Short House (1975) is one of Murcutts first homes to combine modern Miesian aesthetics with Australian wool shed practicality. With skylights that track the overhead sun and a galvanized corrugated steel roof, this elongated farmhouse on stilts takes advantage of the environment without harming it. The National Park Visitors Centre at Kempsey (1982) and the Berowra Waters Inn (1983) are two of Murcutts early nonresidential projects, but he worked on these while honing his residential designs. The Ball-Eastaway House (1983) was built as a retreat for the artists Sydney Ball and Lynne Eastaway. Nestled in an arid forest, the main structure of the building is supported on steel columns and steel I-beams.  By raising the house above the earth, Murcutt protected the dry soil and surrounding trees. The curved roof prevents dry leaves from settling on top.  An exterior fire extinguishing system provides emergency protection from forest blazes. Architect Murcutt thoughtfully placed the windows and meditation decks to create a sense of seclusion while still providing scenic views of the Australian landscape.   The Magney House (1984) is often called Glenn Murcutts most famous house as it integrates Murcutts elements of function and design. Also known as Bingie Farm, the architectural masterpiece is now part of the Airbnb program. The Marika-Alderton House (1994) was built for the Aboriginal artist Marmburra Wananumba Banduk Marika and her English husband, Mark Alderton. The house was prefabricated near Sydney and shipped to its location in the unforgiving Northern Territory of Australia. While being built, Murcutt was also working on the Bowali Visitors Centre at Kakadu National Park (1994), also in the Northern Territory, and the Simpson-Lee House (1994) located near Sydney. Glenn Murcutts more recent homes from the 21st century are often bought and sold, somewhat like investments or collectors items. The Walsh House (2005) and the Donaldson House (2016) fall into this category, not that Murcutts care in design is ever diminished. The Australian Islamic Centre (2016) near Melbourne may be the last worldly statement of an 80-year-old architect. Knowing little about mosque architecture, Murcutt studied, sketched, and planned for years before the modern design was approved and built. The traditional minaret is gone, yet the orientation toward Mecca remains. Colorful rooftop lanterns bathe interiors with colored sunlight, yet men and women have different access to those interiors. Like all of Glenn Murcutts work, this Australian mosque is not the first, but it is architecture that- through a thoughtful, iterative process of design- may be the best. I have always believed in the act of discovery rather than creativity, Murcutt said in his 2002 Pritzker acceptance speech. Any work that exists, or which has the potential to exist, is related to discovery. We do not create the work. I believe we, in fact, are discoverers. Murcutts Pritzker Architecture Prize Upon learning of his Pritzker award, Murcutt told reporters, Life is not about maximizing everything, its about giving something back- like light, space, form, serenity, joy. You have to give something back. Why did he become a Pritzker Laureate in 2002? In the words of the Pritzker jury: In an age obsessed with celebrity, the glitz of our starchitects, backed by large staffs and copious public relations support, dominates the headlines. As a total contrast,  our laureate works in a one-person office on the other side of the world...yet has a waiting list of clients, so intent is he to give each project his personal best. He is an innovative architectural technician who is capable of turning his sensitivity to the environment and to locality into forthright, totally honest, non-showy works of art. Bravo! - J. Carter Brown, Pritzker Prize jury chairman Fast Facts: The Glenn Murcutt Library Touch This Earth Lightly: Glenn Murcutt in His Own Words.  In an interview with Philp Drew, Glenn Murcutt talks about his life and describes how he developed the philosophies that shape his architecture. This thin paperback is not a lavish coffee table-book, but provides excellent insight into the thinking behind the designs. Glenn Murcutt: A Singular Architectural Practice.  Murcutts design philosophy presented in his own words is combined with commentary from architecture editors Haig Beck and Jackie Cooper. Through concept sketches, working drawings, photographs, and finished drawings, Murcutts ideas are explored in depth. Glenn Murcutt: Thinking Drawing / Working Drawing by Glenn Murcutt.  The architects solitary process is described by the solitary architect himself. Glenn Murcutt: University of Washington Master Studios and Lectures.  Murcutt has consistently conducted master classes at his farm in Australia, but hes also been forging a relationship with Seattle. This slim book by the University of Washington Press provided edited transcripts of conversations, lectures, and studios. The Architecture of Glenn Murcutt.  In a format large enough to display 13 of Murcutts most successful projects, this is the go-to book of photos, sketches, and descriptions that will introduce any neophyte to what the unwavering Glenn Murcutt is all about. Sources Glenn Murcutt 2002 Pritzker Laureate Acceptance Speech, The Hyatt Foundation, PDF at pritzkerprize.com/sites/default/files/file_fields/field_files_inline/2002_Acceptance_Speech_0.pdfAustralian Architect Becomes the 2002 Laureate of the Pritzker Architecture Prize, The Hyatt Foundation, https://www.pritzkerprize.com/laureates/2002