Derecho and Derecha, Two Confusing Spanish Words

Two easily confused Spanish words are derecho and derecha. Both are distant cousins of the English words right and direct, and that is the source of the confusion: Depending on the context and usage, these words can carry meanings such as right (the opposite of left), right (entitlement), straight, upright and directly. ‘Derecho’ and ‘Derecha’ Explained These words are easiest to understand as nouns: El derecho is never a term of direction and is used to refer to something that is due a person according to law, moral principle or custom — in other words, a right. When used in the plural, it typically means rights such as in the phrase derechos humanos, human rights. It can also refer to a type of right that is less abstract. For example, derechos del autor (literally, authors rights) refers to royalties.La derecha refers to something that is on the right (opposite of left) side. It can refer to, for example, the right hand and the political right. The adverbial phrase a la derecha is common and means to the right or on the right. As an adjective, derecho (and derived forms derecha, derechos and derechas) can mean right (the opposite of left, as in el lado derecho, the right side), upright (as in el palo derecho, the upright pole), and straight (as in là ­nea derecha, straight line). Usually the context will make the meaning clear. Except in bad Spanglish, derecho as an adjective does not mean correct. As an adverb, the form is derecho. It typically means straight ahead or in a straight line as in anduvieron derecho, they walked straight ahead. Sample Sentences Here are some examples of these words in use: No tienes el derecho de iniciar la fuerza contra la vida, libertad, o propiedad de otros. (You dont have the right to initiate the use of force against the life, liberty or property of others.)Estos cambios pueden tener un impacto negativo contra los derechos al voto de minorà ­as raciales. (These changes can have a negative effect against the voting rights of racial minorities.)Queremos el derecho a decidir para toda la gente. (We want the right to decide for all the people.)Como consecuencia de este incidente sufrià ³ una herida grave en el ojo derecho. (As a result of this incident he suffered a serious injury in his right eye.)El coche es caro, pero no me funciona la luz de cruce derecha. (The car is expensive, but the right turn signal doesnt work for me.)El espejo derecho no es obligatorio salvo que algo nos obstaculice el uso del espejo interior. (The right-side mirror isnt mandatory unless something blocks our use of the interior mirror.)Siguià ³ derecho por un tiempo ante s de que parara. (She continued straight ahead for some time before she stopped.)Nunca he negado que hay diferente tipos de derechas. (I have never denied there are different types of conservatives.)Espero que la pared de la cocina està © derecha. (I hope the kitchen wall is straight up and down.)Gire a la derecha desde la rampa de salida. (Turn to the right from the exit ramp.)Por tradicià ³n el à ¡guila de la bandera mira a la derecha. (Traditionally, the eagle on the flag looks to the right.) If You Need To Say ‘Left’ Whether referring to physical direction or politics, the noun form for left is izquierda. The adjective form is izquierdo and its variations for number and gender. Zurdo is the adjective usually used to refer to someone who is left-handed. Some sample sentences: Sufro de constante inflamacià ³n en el ojo izquierdo. (I constantly suffer from inflammation in my left eye.)Se dice que un partido es de la izquierda cuando tiende a buscar una mayor distribucià ³n de las riquezas. (They say that a party is from the left when it tends to pursue a greater distribution of wealth.)La imagen a la izquierda muestra la rotacià ³n del planeta. (The image on the left shows the planets rotation.)Fue designado como mejor atleta zurdo del paà ­s. (He was named the countrys best left-handed athlete.) Key Takeaways As an adjective, derecho (and its feminine and plural forms) can mean the opposite of left as well as upright or straight, and it can also serve as an adverb to refer to action straight ahead.But as a noun, el derecho never refers to a direction. but to an entitlement.The noun form for something on the right (opposite of left) side is derecha.

Agricultural Finance And The Scheme Of India Essay

â€Å"They say, an Indian agriculturist is born in debt, lives in debt and dies in debt.† This proverb still holds true in most parts of India. Yet, Indian farmers have to take loans for agriculture, medical treatments, marriage ceremonies, etc. State Bank of India is not only the storehouse of the country’s wealth but also the reservoir of resources necessary for economic development. Economic development in developing economies like India, requires the development of agriculture and small-scale industries in rural areas. In this research work, the main emphasis is given on agricultural finance and the scheme of KISAN CREDIT CARD, offered by STATE BANK OF INDIA, is critically analysed. It is referred to as â€Å"the scheme to cover term loans for agriculture and allied activities.† Kisan Credit Card (KCC) emerged as an innovative credit delivery mechanism to meet the production credit requirements of the farmers in a timely and hassle free manner. Launched in 1998-99 by then finance minister Yashwant Sinha, the KCC scheme aims at providing adequate and timely support to the farmers for their cultivation needs including purchase of inputs in a flexible, cost effective and hassle free manner. TABLE: INFORMATION OF KISAN CREDIT CARD ISSUED BY SBI FROM 2004-2010 S.N YEAR CARDS APPROVED CARDS DISTRIBUTED TOTAL CARDS REMAINING TILL 31st MARCH O/S AMOUNT AS ON 31st MARCH NO. AMOUNT (in lakhs) NO. AMOUNT (in lakhs) NO. AMOUNT (in lakhs) 1 2004-05 657 419.19 657 419.9 1963 841.81 2Show MoreRelatedDevelopment Role of Rbi1196 Words   |  5 Pageswell as extension of banking service to all, through the thrust on financial inclusion. Rural Credit Given the predominantly agrarian character of the Indian economy, the Reserve Bank’s role has been to ensure timely and adequate credit to the agricultural sector and other economic activities in rural area at affordable cost. 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This is due to theRead MoreUrbanization in India1258 Words   |  5 PagesWhile researching on the topic of urbanization in India, I came across a plethora of scholarly articles that suggested issues with India’s limiting urbanization policies that jeopardize its potential for growth and employment. If India’s physical expansion is left unattended, this will deplete its available resources, and lead to economic, social, and environmental challenges (Hardoy, Diana, Satterthwaite, 2001). Although India’s physical expansion has already led to many such challenges, the optimismRead MoreThe Rural Women of India998 Words   |  4 Pagesopportunities, and by the legal rights afforded to it. The group under discussion here, rural women, has been disadvantaged in terms of privilege and opportunities, but has nevertheless contributed considerably to economic growth and social development in India. An example of rural success is the story of Humsana. 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Social Problem †Grandparents Raising Grandchildren Sample Essay Example For Students

Social Problem – Grandparents Raising Grandchildren Sample Essay This paper will research the fiscal emphasis and deficiency of resource emphasis that Grandparents experience while taking attention of their Grandchildren. Grandparents have ever played a function in the household kineticss. Grandparents are known for taking attention of their grandchildren when the parents are ill. deceased or out of town. In the past several old ages Grandparents are going the primary health professional for their grandchildren. The parents are no longer vomit or out of town. bulk of the parents are either asleep. mistreating drugs. or enduring from a mental unwellness. This has become an epidemic and a major societal job. Grandparents are enduring financially. mentally. and physically because the biological parents are no longer a portion of the household construction and they have taken over the primary attention of their grandchildren. This job is nil new but is going a sore oculus to the populace. Badness of the Problem Grandparents who have taken on the primary function of rearing their Grandchildren normally had to take on that function instantly. Grandparents did non hold any sum of clip to fix mentally. financially or physically as they would hold with their ain gestation. Majority of the clip the kids were taken because of the parent’s inability to care for them. There have been times where parents have been killed in accidents or passed off due to medical grounds and the grandparents had to take on the parenting function. Taking on primary attention at that point is different due to the kids no longer holding a parent to care for them. There have besides been times when the Child Welfare System has stepped in to take detention of the kids due to pretermit or mistreat. Taking on primary attention at that point is dissatisfactory because the biological parents neglected to care for their kids. Whichever manner the grandparent had to step in and take on the parental function they were non ab initio prepared for. There are three different types of Grandparents as health professionals: one type is the grandparent who has legal detention of their grandchild or grandchildren through the tribunal system which is Department of Children and Family Services. secondly is the grandparent who resides in the same place as their grandchildren and take on primary attention while the biological parent is present in the place. and last is the grandparent who merely sees their grandchildren on the weekends or vacations. When Grandparents have legal detention of their Grandchildren/child they are able to set them on their medical insurance if needed. If they are caring for them under the Foster attention system the Grandparents are able to have fiscal and medical aid through the province. When a Grandparent does non hold any legal detention of their Grandchild it can go a job particularly if the parent is non about. The grandparent is non allowed to subscribe off on any educational affairs or medical interven tion and at that point is when the grandparents have no other pick but to affect the province. Conservatives estimations suggest that grandparent health professionals save taxpayers about 6. 5 billion dollars a twelvemonth in federal Foster attention expenditures ( Murphy. 2008 ) . These statistics show that grandparents are willing to take attention of their grandchildren without puting them in the attention of the province. At the same clip grandparents are fighting financially taken on primary attention of their grandchildren. Statistics study there are 103. 717 grandparents who report that they are responsible for their grandchildren populating with them and 41. 328 in Chicago and 1. 576 in Rockford: 41 % of these grandparents are African American ; 16 % are Hispanic/Latino ; 2 % are Asiatic ; and 39 % are White. 28 % of these grandparents live in families without the children’s parents present. 76 % are under the age of 60 ; 12 % unrecorded in poorness ( A province fact sheet for Grandparents and Other Relatives Raising Children. 2007 ) . Ghosts EssayThe decision that came out of this research was that the system makes it impossible for a Grandparent to raise their grandchild or kids without the province taking detention of them. The grandparent is stuck with small or no fiscal aid and no educational or medical aid. At least when the province is involved there is a social worker and a tribunal system that helps the grandparent out with resources. Most grandparents don’t want anyone involved with them caring for their grandchild but society makes it hard to last and to give them a stable and appropriate upbringing. With the drug epidemic and the high figure of people with mental wellness issues grandparents will go on to hold to care for their grandchildren unless they allow them to travel into surrogate attention. The policy shapers should help grandparents more with caring for their grandchildren seeing that they save the federal authorities so much money by maintaining them out of the provinces attention. The policy shapers could utilize half of the money that is saved on helping the grandparents with resources to assist them care for their grandchildren. This manner the teenage grandchildren won’t have to travel in the streets and sell drugs or the adolescent misss won’t have to prostitute to do money for the household. These bad behaviours will merely be a rhythm for the following set of grandparents to hold to raise their grandchildren. If this is what society wants so they will hold to go more knowing about this job and work diligently to happen a solution so the job could halt. Mentions A province fact sheet for Grandparents and Other Relatives Raising Children. ( 2007. October ) . Retrieved May 26. 2009. from GrandFacts: World Wide Web. grandfactsheets. org American Bar Association. ( 2004. July ) . Retrieved May 26. 2009. from Grandparents and other relations raising kids: World Wide Web. abanet. org/chil/kinshipcare. shtml Baldock. E. ( 2007 ) . Grandparents raising grandchildren because of intoxicant and other drug issues. Family Matters. Bert Hayslip jr. . C. C. ( 2007 ) . Grandparents Raising Grandchildren: Benefits and Drawbacks? Journal of Intergenerational Relationships. 117-119. Leder. S. G. ( Jan-Mar 2003 ) . Psychotherapeutic intervention results in grandparent-raised kids. Journal of Child and Adolescent Psychiatric Nursing. Marian Wright Edelman’s Child Watch ® Column: â€Å"Join the GrandRally and Help Grandparents and Other Relatives Raising Children† . ( 2008. April 18 ) . Retrieved May 26. 2009. from Children’s Defense Fund: hypertext transfer protocol: //www. childrensdefense. org/child-research-data-publications/data/marian-wright-edelman-child-watch-column/join-the-grandrally. hypertext markup language Murphy. S. Y. ( 2008 ) . Voices of African American Grandmothers Raising Grandchildren: Informing Child Welfare Kinship Care Policy-Practice. Journal of Intergenerational Relationships. 26.

Minimization of Losses in HVDC Distribution System Essay Sample free essay sample

1. 1 Overview: Economic development of a state depends on the energy handiness and its ingestion. In nature energy exists in different signifier but the most of import signifier is the electrical energy. If the supply of electrical energy arrests even for few proceedingss. many necessary maps of contemporary life halt. Electrical energy has played a great function in constructing up of present twenty-four hours civilisation. Electrical energy has made our life easier. comfy and saves our clip. Now there is shorter working twenty-four hours and engineering based on electricity resulted in a higher agricultural and industrial production. and better transit installations. Even the criterion of life of a individual is decided by its energy ingestion. In fact. the greater the per capita ingestion of energy in a state. the higher is the criterion of life of its people. Today modern society is so much dependant upon the usage of electrical energy that it has become an of import portion of our life. We will write a custom essay sample on Minimization of Losses in HVDC Distribution System Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Earlier it was non so. electricity was used for the basic intent of visible radiation and heat and therefore there was small demand for electrical energy and it was easy for the power companies to run into their demand. But in today’s modern universe. energy demand is increasing twenty-four hours by twenty-four hours and to run into this of all time increasing demand power companies are doing every attempt to increase the energy handiness. Approximately 30 to 40 % of entire investings in the electrical sector go to distribution systems. but however. they have non received the technological impact in the same mode as the coevals and transmittal systems. Modern distribution system is invariably being faced with of all time turning load demand. this addition in load demand consequences into increase load and decreased electromotive force. The distribution web has besides a typical characteristic that the electromotive force at coachs reduces as it moves off from substation. This lessening in electromotive force is chiefly due to deficient sum of reactive power. Therefore. to better electromotive force profile and to voltage prostration reactive compensation is required. It is seen that distribution losingss are high as compared to transmittal system. To better efficiency of power bringing in distribution system assorted agreements can be worked out like web constellation. shunt capacitance arrangements etc. As these shunt capacitances supply reactive power demand which in bend reduces current and MVA in lines. Installation of capacitances helps in cut downing energy losingss. peak demand losingss and betterment in electromotive force profiles. power factor of the system and system stableness. However. to accomplish these aims. sizes and location of capacitances and economic system should be decided. 1. 2 Power System:Electric power is usually generated at 11 kilovolt in a power station. As the burden centres are located at a far distance from the bring forthing station. therefore there is a demand to convey the electric power from bring forthing station to the burden Centre. To convey power over long distances. it is so stepped-up to 400kV. 220kV or 132kV as per demand. Power is carried through a transmittal web of high electromotive force lines. Normally. these lines run into 100s of kilometres and present the power into a common power pool called the grid. The grid is connected to burden centres ( metropoliss ) through a sub-transmission web of usually 33kV ( or sometimes 66kV ) lines. These lines terminate into a 33kV ( or 66kV ) substation. where the electromotive force is stepped-down to 11kV for power distribution to burden points through a distribution web of lines at 11kV and lower to supply supply to the clients both three stage and individual stage as shown in Fig 1. 1 [ movie ] Fig1. 1 Typical Power Transmission and Distribution System1. 3 DISTRIBUTION SYSTEM:The primary and secondary power distribution web. which by and large concerns the consumer. is the distribution web of 11kV lines or feeders downstream of the 33kV substation. Each 11kV feeder which emanates from the 33kV substation subdivisions further into several subordinate 11kV feeders to transport power near to the burden points ( vicinities. industrial countries. small towns. etc ) . At these burden points. a transformer further reduces the electromotive force from 11kV to 415V to supply the last-mile connexion through 415V line besides called every bit Low Tension ( LT ) line to single clients. either at 240V as single-phase supply or at 415V as three-phase supply. A feeder could be either an overhead line or an belowground overseas telegram. In urban countries. owing to the denseness of clients. the length of an 11kV feeder is by and large up to 3 kilometers. On the other manus. in rural count ries. the feeder length is much larger even up to 20 kilometer. A 415V line should usually be restricted to about 0. 5-1. 0 kilometer. Distribution webs are typically of two types radial or interconnected. A radial web leaves the station and base on ballss through the web country with no normal connexion to any other supply. This is typical of long rural lines with stray burden countries. An interrelated web is by and large found in more urban countries and will hold multiple connexions to other points of supply. These points of connexion are usually unfastened but allow assorted constellations by the operating public-service corporation by shutting and gap switches. The benefit of the interrelated theoretical account is that in the event of a mistake or required care a little country of web can be isolated and the staying kept on supply. In bing distribution systems. the electromotive force at coachs reduces when moved off from the substation. besides the losingss are high. The ground for high losingss is the usage of low electromotive force for distribution as the current is high in the low electromotive force system and therefore more losingss. Therefore by utilizing high electromotive force for distribution we can cut down the losingss as current in high electromotive force distribution system ( HVDS ) is low. In the bing system pilferage is really easy because of drawn-out bare LT music director. and therefore many unauthorised connexions are tapped from the bare LT music director. 1. 3. 1 LOSSES IN THE DISTRIBUTION SYSTEM The losingss predominating in the bing power distribution web can be classified as: 1. Technical losingss2. Non Technical losingss 1. Technical losingssTechnical losingss on distribution systems are chiefly due to heat dissipation ensuing from current go throughing through music directors and from magnetic losingss in transformers. Technical losingss occur during transmittal and distribution involves substation. transformer. and line related losingss. These include resistive losingss of the primary feeders. the distribution transformer losingss ( resistive loses in twists and the nucleus losingss ) . resistive losingss in secondary web. resistive losingss in service beads and losingss in KWh metre. These losingss are built-in to the distribution of electricity and can non be eliminated but can be reduced. Fig. 1. 2 LOSSES IN DISTRIBUTION SYSTEM 2. Non -technical losingss Non-Technical losingss ( NTL ) include electricity larceny. Electricity larceny is defined as a scruples effort by a individual to cut down or extinguish the sum of money he will owe the public-service corporation for electric energy. It can be done by fiddling with the metre to make false metre reading i. e. create false ingestion information used in Billingss. metres non read. non executing and under executing metres. doing unauthorised connexions and direct tapping. Non-payment. as the name implies. refers to instances where clients refuse or are unable to pay for their electricity ingestion. It is estimated that electricity larceny costs in our state is in crores in a twelvemonth. Both the proficient and non-technical losingss are together termed as T A ; D ( transmittal and distribution ) losingss. In India. norm T A ; D losingss are estimated as 23 % of the electricity generated. But in existent pattern these losingss are every bit high as 50 % in some provinces of India. In add-on to above two types of losingss. there is besides a loss in gross due to non realisation of gross billed and the sum of all these losingss is termed as AT A ; C ( aggregative proficient and commercial ) losingss. For this issue. Electricity Board is seeking to pull attending to the demand for reforms in electricity transmittal and distribution sector. create mass consciousness about transmittal losingss due to theft and misapply of electric energy. Besides effectual cheques and balances in power distribution at assorted degrees are imperative and to purely implement seasonably gross aggregation. 1. 3. 2 REASONS FOR HIGH T A ; D LOSSES To understand the method to cut down the losingss. it is necessary to look for assorted grounds responsible for higher losingss in the bing system. The chief grounds are: I. Drawn-out distribution lines In rural countries the 11 kilovolt and 415 Vs lines are hastily extended over long distances to feed tonss scattered over big countries. This consequences in high line opposition and hence. high resistive losingss i. e. i2r losingss in the line. two. Inadequate size of music directorsThe size of the music directors should be selected on the footing of KVA X KM capacity of the standard music director for a needed electromotive force ordinance. As the rural tonss are normally scattered and by and large fed by the radial feeders. the unequal size of music directors lead to the overloading of music director and therefore more losingss. three. Over-rated distribution transformers and hence their under use It is revealed from the survey of 11 kilovolt feeders that the evaluation of DTs is much higher than the maximal KVA demand on the feeder. Over rated transformers draw an unneeded Fe losingss every bit good as high capital costs has locked up in over rated DTs. four. Low power factor It is found that the power factor ranges from 0. 65 to 0. 75 in most of the LT distribution circuits. A high current is drawn for low power factor for a given burden and accordingly the losingss relative to i2r losingss will be more. v. Poor HT/LT ratio Ideally the HT/LT ratio should be 1:1. But. due to the attendant enlargement of LT lines because of the extended electrification of the domestic sector in the State. ratio is now 1:6. 25. six. Low electromotive force looking at transformers and consumers terminuss Performance of the motor is affected whenever the electromotive force varied from the rated electromotive force. For a voltage bead of 10 % . the full burden current drawn by the initiation motor additions by about 10 % to 15 % the starting torsion lessenings by about 19 % and the line losingss in the distributer additions by about 20 % . seven. Distribution transformer non located at burden centre Frequently DTs are non located centrally with regard to consumers. Consequently. the farthest consumers obtain an highly low electromotive force even though a moderately good electromotive force degrees maintained at the transformers secondary and this leads to higher losingss due to reduced electromotive force and increased current at the consumer terminal. eight. Poor quality of equipments In rural countries hapless quality of equipment are used in agricultural pumping and in urban countries hapless quality of ice chest. air-conditioners and industrial burden consequences in high power losingss. nine. Unbalanced stagesSince the burden points are indiscriminately distributed and it is non possible to split the burden every bit among all the stages. This imbalanced phases causes the current to flux in the impersonal as good which leads to power losingss. ten. Direct tapping by the non-customers In certain countries chiefly in domestic and agricultural classs. direct tapping of power by non-customers is widely prevailing. Since it is frequently non possible to happen out perpetrator. the stolen energy can non be measured and therefore can non be charged to anyone. Stolen energy is. hence. considered as a portion of line losingss. eleven. Too many phases of transmutations While conveying the electrical power from bring forthing station to consumer terminal. it undergoes excessively many transmutation phases and the losingss occur during each transmutation phase. As a consequence high power losingss occur in the bing system. twelve. Transformer Losingss Distribution transformer losingss include resistive loses in twists and the Fe losingss in the nucleus. Today the bulk of transformer’s nucleus is made of CRGO ( conventional Si steel ) which leads to an addition in Cu every bit good as Fe losingss in the transformer. thirteen. Bad craft Addition in distribution losingss is besides due to bad craft. As the power loss occurs at articulations and bad craft ensuing in hapless contacts at articulations and connexions which leads to pilferage of energy. fourteen. Defective metering. charge and aggregation maps It is due to the willful combustion of metres. mistakes in metre reading and recording. and improper testing and standardization of metres. These losingss are due to the dishonest workers and deficiency of acceptance of engineering in the section and contribute to the loss in gross. fifteen. Pilferage by the bing clients Pilferage or larceny by the bing consumers is the prevailing cause of loss of gross to the electrical public-service corporations. It is largely done by direct short-circuiting the metre and besides by fiddling the metre. Meddling can be done by mechanical dorks. arrangement of powerful magnets or upseting the disc rotary motion with foreign affairs. 1. 3. 3 LOSS REDUCTION TECHNIQUES The assorted loss decrease attacks are:I. Network reconfiguration and Phase Load BalanceNetwork reconfiguration includes the formation of new links within a feeder to organize a tree construction and bifurcation of bing feeder to organize parallel waies of power flow. Erection of complecting lines to alter the country of provender from one substation to another and equilibrate the burden among the substation. two. Automatic electromotive force supporter Automatic electromotive force supporter ( AVB ) boosts the electromotive force in distinct stairss at its point of location and it consequences in betterment of electromotive force profile. It besides reduces the losingss in the subdivision beyond the point of location of automatic electromotive force supporter towards having terminal. three. Network reconductoring Network reconductoring is the replacing of the bing music director on the feeder with optimum music director size for optimum length of feeder. In developing state like India where burden growing is high and the music director sizes are chosen to minimise the initial capital investing. web reconductoring is highly fruitful to minimise the losingss and improves the electromotive force profile. four. Reactive Power Compensation The burden on the distribution system is largely inductive and requires big reactive power. Shunt capacitance provide reactive power compensation at its location. independent of the burden. Series capacitance introduces negative reactance in line and improves the electromotive force which in bend besides reduces the power losingss. v. Distribution Transformers Locating and SizingDTs should be located as near to the burden centre as possible and replacing of big transformers by the transformers of little evaluation such that one transformer serves four or five consumers. six. High-efficient Transformer Use of high-efficient transformer i. e. utilizing formless nucleus transformers alternatively of CRGO transformer will cut down nucleus losingss ( magnetising or no burden losingss ) . seven. High electromotive force distribution system ( HVDS ) HVDS is most effectual method in cut downing the proficient losingss and bettering the quality of supply in power distribution system. In this system high electromotive force lines are extended to as nearer to the tonss as possible and vertical little size transformers. This system aims at LT less system or less LT and the ineluctable short LT lengths to be covered by insulated wires like ABC ( Aerial Bunched Cables ) . eight. Aerial Bunched Cables ( ABC ) Aerial Bunched Cable ( ABC ) is a really fresh construct for over caput power distribution. ABC provides higher safety and dependability. lower power losingss and eliminates the draw. This system is ideal for rural distribution and particularly attractive for installing in hard terrains such as hilly countries. forest countries. coastal countries etc. In engorged urban countries with narrow lanes and by-lanes. the best pick for power distribution is ABC. From the above points it is seen that there are figure of ways to cut down the losingss but. in this thesis optimisation and web constellation technique is used. 1. 4 OPTIMIZATION AND NETWORK CONFIGURATION: At present. the Power System is big. complex and critical. Three stage imbalance is a serious issue in distribution feeder. The badness is due to the handiness of three types of stages i. e. . individual. two and three stages in the distribution feeder. The fluctuation of stages is due to industrial. commercial and household client. Customer demand is responsible for changing the feeder burden and it affects the burden prediction of a peculiar country. It really depends on the nature of electricity ingestion of that vicinity and it is wholly dependent on the measure and quality of occupants or consumers of that country. Therefore an optimized strategy should be incorporated in the system to hold minimal loss with economical benefits. This micro degree aim can be approached by making capacitance allotment at the sensitive burden coachs with optimal value. Network reconfiguration can be done with capacitance allotment to hold more benefits. Reconfiguration of the web balances the congl omerated burden. If there is a ball of burden at a certain coach. so by switching the burden expeditiously to another light burden coach can cut down the active power loss. It besides stabilizes the system and maintains the nominal electromotive force at the coachs. Though with the predominating status of Power System capacitance allotment and web reconfiguration is really much tough and cumbrous attack to cut down the line loss. But it is a utile and less risky manner to minimise the line loss economically. However physically it is a good understood fact that capacitance allotment and web reconfiguration is necessary for loss minimisation. But it requires a mathematical survey for seeking the exact constellation i. e. . sensitive coach locations and optimum values of capacitance. These yearss. optimisation techniques chiefly soft calculating techniques are accepted as mathematical tool for seeking the best constellation. Soft calculating techniques particularly Metaheuristic Techniques such as Genet ic Algorithm. Particle Swarm Optimization. Fuzzy logic attack. Ant Colony optimisation attack. etc. are late used for seeking optimum constellations. Basic overview of optimisation technique and application of it that used in this work for existent loss minimisation are described in the chapter 3. CHAPTER:2 LITERATURE REVIEW: Tanuj Manglani. Y. S Shishodia describes assorted capacitance arrangement techniques inrefrence [ 1 ] . The paper focuses on both classical and unreal intelligence ( AI ) methods. The aim of this paper is to study on assorted methods and it has concluded after study that classical methods are simpler but have some demerits like hapless handling of qualitative restraints and slow calculation with variables. Besides. they are expensive for big and non additive systems. Whereas. AI methods are fast and versatile. These methods are convenient and suited for big and nonlinear systems. Shunt capacitance arrangement for radial distribution systems is explained in mention [ 2 ] . The aim of this method is to show a graph hunt algorithm that determines the figure. sizes. locations. types and exchanging times for capacitance to be placed on distribution system so that nest eggs increased due to decrease in peak power and energy losingss. It can manage standard capacitance sizes and costs. and the ensuing non differentiable nonsubjective map with easiness. The mathematical simpleness of the method used in the paper. makes it possible to include many characteristics in the algorithm that would be instead hard. This graph hunt algorithm is used for arrangement of shunt capacitances on distribution system of big electric public-service corporation. The optimum location and sizes of capacitances on a radial distribution systems to better electromotive force profile and to cut down the active power loss is described in mention [ 3 ] . In this paper. K. Prakash. uses Loss sensitiveness factor ( LSF ) and Particle Swarm Optimization ( PSO ) for capacitance arrangement and sizing severally. PSO is used for appraisal of needed degree of shunt capacitive compensation to better electromotive force profile. The chief advantage of this proposed method is that it decides the location and size of capacitances to recognize the optimum ample decrease in active power loss and important betterment in electromotive force profiles. This method is tested on 10. 15 and 34 coach radial distribution systems and consequences are really promising. The method topographic points capacitance at less figure of locations with optimal sizes and offer salvaging in intial investing and regular care. Hamouda and Zeher nowadayss analytical preparation of the reactive energy compensation which are characterised by their radial constellation on distribution lines. The aim of this paper to find sizes and locations of a given figure of fixed capacitance Bankss placed on a non-homogenous radial line with non changeless electromotive force. In this paper. an iterative method called electromotive force bead method is applied to cipher electromotive force rms values and stage angles at all the nodes and on the capacitance Bankss. For reactive and active power losingss. the mathematical theoretical accounts of the current distributions are made. Besides. new theoretical accounts are used for reactive optimization procedure and for the power and energy loss. With these theoretical accounts. assorted capacitances sizes are found but non of standard size ; so find the consequence of all the capacitances in the computation of the loss decreases due to peculiar one. The consequence obtained so. are assuring. An improved local fluctuation algorithm for optimum arrangement and size of fixed and switched capacitance Bankss in radial distribution webs under non sinusoidal runing conditions is explained in mention [ 5 ] . The aim of this paper is to proposed method which is a combination of maximal sensitivenesss choice and fuzzed theorem and are used to better convergence features of local fluctuations method for distinct optimisation job of fixed and switched shunt capacitance arrangement and sizing with different burden degrees. The nonsubjective maps used are salvaging of energy loss cost due to installed capacitances and cost of switched and fixed capacitances and salvaging due to decrease in extremum losingss. In this paper. inclusion of sensitiveness analysis for constrains and nonsubjective map to better convergence and lessening calculating times ; and inclusion of fuzzed combination with nonsubjective map prevents the occurance of resonance harmonic. An efficient and simple attack to make up ones mind the optimum locations and sizes of the compensation shunt capacitances in a distributuion system based on the entire reactive loss is explained in mention [ 6 ] . The attack is implemented in two phases. First. a capacitance rated at the reactive power needed at certain busbar is straight connected at this busbar. This is applied on all coachs of the distribution system at the same time. The 2nd is to link a individual capacitance rated at the entire reactive power losingss needed by the distribution system at certain coach. Optimization technique is used to find the campaigner coach at which this capacitance should be connected. This attack is tested on two practical distribution systems with 9 and 34-buses severally. With this attack. the power loss decrease and electromotive force profile can be improved. Use of fixed capacitances is one of the most of import methods in loss decrease and bettering the electromotive force profile of distribution systems [ 7 ] . The aim of the paper is to happen the optimum locations and sizes of capacitance by utilizing index vector method and by Loss sensitiveness factor method and Particle drove optimisation method. And the sizes of capacitances. electromotive forces. and power losingss are compared and it has concluded that loss decrease is same but. the sum of reactive power demands is less in Loss sensitiveness method and Particle swarm optimisation as compared to index vector method. The electromotive forces obtained by LSF and PSO methods are somewhat less. they are in acceptable bounds and efficient. This paper besides intend that the locations and sizes find by both the methods are different. But. entire reactive power used for compensation is closer to each other. The maximal decrease in active and reactive power loss is besides same for the given system A fresh method to find suited campaigner nodes in distribution systems for arrangement of capacitances is described in mention [ 8 ] . The aim of paper to show a power losingss based attack to find appropriate capacitance locations and an Index and familial algorithm based attack for optimum capacitance sizing. With this attack. efficient and suited location and the corresponding sizes of capacitance are determined and power loss decrease is more than 50 % which is really important for a radial distribution system. A computationally efficient methodological analysis for the optimum location and size of inactive and switched shunt capacitances in big distribution systems is described in mention [ 9 ] . The job is formulated as the maximization of the nest eggs produced by the decrease in energy losingss and the avoided costs due to investing recess in the enlargement of the web. The proposed method selects the nodes to be compensated. every bit good as the optimum capacitance evaluations and their operational features. i. e. fixed or switched. After an appropriate linearization. the optimisation job was formulated as a large-scale mixed-integer linear job. suited for being solved by agencies of a widespread commercial bundle. Consequences of the proposed optimizing method are compared with another recent methodological analysis reported in the literature utilizing two trial instances: a 15-bus and a 33-bus distribution web. For the both instances tested. the proposed methodological analysis deli vers better solutions indicated by higher loss nest eggs. which are achieved with lower sums of capacitive compensation. Sushant Paul and Dr. Ward Jewell present a proposed methodological analysis to find the optimum capacitance locations and sizes for powerloss decrease in a radial distribution system in mention [ 10 ] . The aim is to minimise energy loss by sing capacitance cost. In this paper. both the power loss index ( PLI ) -based attack and the loss sensitiveness coefficient-based attack are relatively studied to find the optimum capacitance location. The index-based attack combined with a familial algorithm is used to find the capacitance sizes. They besides discuss about how client tonss and costs change after reactive power compensation. The proposed method were tested on the IEEE 13-bus and 34-bus trial systems. and the consequences are relatively analyzed and promising. A process for work outing the capacitance arrangement job is presented in mention [ 11 ] . The aim is to find the minimal investing required to fulfill suited reactive restraints. Due to the distinct nature of reactive compensation devices. optimum capacitance arrangement leads to a nonlinear scheduling job with assorted ( distinct and uninterrupted ) variables. It is solved with an iterative algorithm based on consecutive linearizations of the original nonlinear theoretical account. The assorted whole number linear programming job to be solved at each loop of the process is tackled by using both a deterministic method ( subdivision and edge ) and familial algorithm techniques. A intercrossed process. taking to work the best characteristics of both algorithms is besides considered. This process consists in transporting out a limited  µGA hunt including the uncomplete subdivision and bound solution in the initial population. The intercrossed process achieved a economy in installing cost of approximately 16 % with regard to the uncomplete subdivision and bound solution. A fuzzy-based attack for optimum arrangement and size of fixed capacitance Bankss in radial distribution webs in the presence of electromotive force and current harmonics in mention [ 12 ] . The nonsubjective map includes the cost of power losingss. energy losingss. and capacitor Bankss. Constraints include voltage bounds. number/size and locations of installed capacitances. and the power quality bounds of IEEE-519 criterion. Candidate coachs for capacitance arrangement are selected utilizing the sensitivenesss of restraints and the nonsubjective map with regard to reactive power injection at each coach. Using fuzzed set theory. a suited combination of nonsubjective map and restraints is generated as a standard to choose the most suited coach for capacitance arrangement. The -cut procedure is applied at each loop to vouch coincident betterments of nonsubjective map and fulfilling given restraints. Simulation consequences for the 18 coach IEEE distorted web demo the advantages of the proposed method as compared to the maximal sensitivenesss choice algorithm. CHAPTER:3 High VOLTAGE DISTRIBUTION SYSTEM 3. 1 Introduction: Modern distribution system in India is consists of mostly 3 stage 11 KV chief distribution feeders with 3 stage goad lines and 11/0. 4 KV three stage distribution transformers. The distribution system on low electromotive force side is done by 3 stage 4 wire. 3 stage 5 wire. individual stage 3 wire. and individual stage 2 wire LT lines. This system involves about 2:1 ratio of LV and HV line lengths. Large LT webs consequences in high happening of Lt mistakes taking to frequent breaks in supply and high incidence of distribution transformers failure due to LT mistake currents. This system is unsuitable for countries like desert. tribal and woods. where the burden denseness is really low and the development of burden in these countries is slow. Heavy capital investing on 3 stage 11KV lines with higher evaluation 3 stage transformer is non economically justified. To better the quality of supply. one of the recommendations is the execution of individual stage HT distribution system with little capacity individual stage transformers. Under this system. HT line is extended up to or as near the burden as possible and to raise little capacity distribution transformers i. e. 10 KV. 16 KVA and to widen supply to the consumer through short length of LT lines. sooner insulated operating expense overseas telegram system. Due to utilize of smaller evaluation transformers. either 3 stage or individual stage length of LT line is well reduced and power is distributed chiefly through HV ( 11KV ) lines. Distribution system employs a suited mix of 3 stage nd individual stage or 3 stage constellation for giving supply either to little evaluation lines. With the chief line being 3 stage. the spur line comprises of either individual stage or 3-phase constellation for giving supply to little evaluation individual stage or three stage distribution transformers. 3. 2 TYPES OF HVDS: a ) Single stage and one impersonal ( continous neutral from substation ) B ) 2 stage 2 wire ( stiffly earthed natural system )degree Celsius ) 3 stage little evaluation transformers with 3 stage In instance of individual stage transformers with stage to impersonal system. a continous earthed wire is required to be drawn from 33/11 substation and Earth wire is to be earthed at all the poles. The impersonal of the distribution transformers is besides earthed on HV and LV lines. The electromotive force on the secondary side of transformer is 0-250V. the individual stage transformer can be oil-filled or dry type. The failure of individual stage distribution transformers is reported to be less as compared to conventional distribution transformers. Merely some group of connexions with aerial clump overseas telegrams are given and no overloading of distribution transformers occurs. 3. 3 ADVANTAGES OF HVDS:†¢ Reduction of distribution losingss by 75 % .†¢ Negligible transformer failures.†¢ Excellent electromotive force profile.†¢ The HVDS is cost effectual to electrify distant small towns where delivery of 3 stage lines is dearly-won due to low demands †¢ No extra coevals capacity is needed for giving new tonss due to decrease in power drawl †¢ In position of less LT system and use of ABC. which has tough insulating screen. direct tapping by unscrupulous consumers is avoided. Chapter: 4 GENETIC ALGORITHM Familial Algorithms ( GAs ) are adaptative heuristic hunt algorithm based on the evolutionary thoughts of natural choice and natural genetic sciences. A familial algorithm is a heuristically guided random hunt technique that at the same time evaluates 1000s of postulated solutions. Biased random choice and commixture of the evaluated hunts is so carried out in order to come on towards better solutions. The cryptography and use of searched information is based upon the operation of familial DNA and the choice procedure is derived from Darwin’s endurance of the fittest. Search informations are normally coded as binary strings called chromosomes. which jointly from populations. Evaluation is carried out over the whole population and involves the application of. frequently complex ‘fitness’ maps to the twine of values within each chromosome. Typically. blending involves recombining the information that are held in two chromosomes that are selected from the whole population. Evolutionary computer science was introduced in the 1960’s by I. Rechenberg in his work â€Å"Evolution strategies† . His thought was so developed by other research workers Familial Algorithms were invented by John Holland at the University of Michigan. The ends of there researches have been two creases: 1. To abstract and strictly explicate the adaptative procedures of natural systems 2. To plan the unreal system package that retain of import mechanism of natural systems. The cardinal subject of research on Genetic algorithms has been robustness. the balance between efficiency and efficaciousness necessary for endurance in many different environments. GAs Vs Conventional algorithms:Familial algorithms are different from normal optimisation and hunt methods in four ways: 1. GAs work with cryptography of the parametric quantities set. non the parametric quantities themselves. 2. GAs hunt from population of points non a individual point. 3. GAs usage wage off ( nonsubjective map ) information non derived functions or other subsidiary cognition. 4. GAs usage probabilistic passage regulations non deterministic regulations. The mechanics of simple familial algorithm involves nil more complex than copying strings and trading partial strings. The strings of unreal familial systems are correspondent to chromosomes in biological systems. Entire bundle of strings is called construction. The constructions decode to organize peculiar parametric quantity set. solution option or point. which correspond to phenotype. String sections are composed of characteristics or sensors. which take on different values. Features may be located at different place on the twine. GENETIC ALGORITHM DESCRIPTION:The GA is a hunt algorithm that iteratively transforms a set ( called a population ) of mathematically objects. each with an associated fittingness value. into new population of offspring objects utilizing Darwinian rule of natural choice and utilizing operations such as crossing over and mutuation. Algorithm begins with set of solutions ( represented by chromosomes ) called population. Solution from one population are taken and used to organize a new population. This is motivated by hope. that a new population will be better than old one. Solutions which are so selected to organize a new solutions are selected harmonizing to their fittingness. the most suited they are the more opportunities they have to reproduce. This is repeated until some status is satisfied. The infinite of all executable solution is called hunt infinite. Each point in the hunt infinite represents one possible solutions. Each possible solution can be marked by its value ( or fitting ness ) for the job. With GA we look for the best solution among a figure of solutions. The job is that the hunt can be really complicated. One may non cognize where to look for solution or where to get down. There are many methods one can utilize for happening a suited solution. but these methods do non needfully supply the best solution. A simple familial algorithm that outputs good consequences in many practical jobs is composed of three operators: 1. Reproduction: This operator is unreal version of natural choice based on Darwinian endurance of the first fittest twine animals. Reproduction operator can be implemented in algorithmic signifier in a figure of ways. 2. Crossing over: It occurs after reproduction or choice. It creates two new strings or population from two bing 1s by genetically recombining indiscriminately chosen parts formed by indiscriminately chosen crossing over point. 3. Mutant: It is the occasional random change of the value of a string place. Mutation creates a new twine by changing value of bing twine. Stairss in basic familial algorithm: 1. [ Start ] Generate random population of n chromosomes ( suited solution for the job ) . 2. [ Fitness ] Evaluate the fittingness degree Fahrenheit ( x ) of each chromosome ten in the population. 3. [ New population ] Create a new population by reiterating following stairss until the new population is complete. a ) [ Selection ] Select two parent chromosomes from a population harmonizing to their fittingness. B ) [ Crossover ] With the crossing over chance cross over the parents to organize a new progeny. If no crossing over is performed. progeny is the exact transcript of parents. degree Celsius ) [ Mutation ] With mutant chance mutate offspring at each venue ( place in chromosome ) vitamin D ) [ Accepting ] Place new offspring in the new population. 4. [ Replace ] Use new generated population for a farther tally of the algorithm. 5. [ Test ] If the terminal status is satisfied. halt. and return the best solution in current population. 6. [ Loop ] Go to step 2. 4. CHAPTER:5 5. 1 PROBLEM FORMULATION Minimization of losingss are of import in distribution system as it improves efficiency and electromotive force profiles and to better electromotive force prostration reactive compensation. There are assorted web constellation techniques for decrease of losingss like fuzzed logic method. familial algorithm. etc. But in my work. Is used familial algorithm to cut down losingss in HV distribution system. Because GAs are chiefly used in optimisation and give outstanding public presentation. GAs are treated as map optimiser. Here. GAs have been used to establish optimal size of capacitance and LSF for figure of campaigner coachs for the arrangement of capacitances. Previously. this work had been done on 11KV balanced distribution system to better electromotive force profiles but my work is to cut down losingss in imbalanced distribution system. 5. 2 OBJECTIVE OF THE WORK: The aim of the work is to happen the optimum location and size of capacitances to be placed in radial distribution systems have the overall economic system utilizing familial algorithm. Loss sensitiveness factors have been used for placing campaigner coachs for capacitance arrangement. The sizes of capacitance have been found utilizing Familial Algorithm. while optimising the overall economic system calculated sing the energy cost and capacitance cost. 5. 3 Future Scope:The completion of one research undertaking opens the avenues for work in many other related countries. The followers is identified for future work:a ) The same can be extended to 69 coach system. Mentions Research Documents 1. Tanuj Manglani. Y. S. Shishodia. â€Å"A Survey of Optimal Capacitor Placement Techniques on Distribution Lines to Reduce Losses† . International Journal of Recent Research and Review. Vol. I. March 2012. 2. J. C. Carlisle and A. A. El-Keib. â€Å"A Graph Search Algorithm for Optimal Placement of Fixed and Switched Capacitors on Radial Distribution systems† IEEE minutess on power bringing. Vol. 15. No. 1. January 2000. 3. K. Prakash. member IEEE. and M. Sydulu. â€Å"Particle Swarm Optimization Based Capacitor Placement on Radial Distribution Systems† . 2007. 4. Abdellatif Hamouda. Khaled Zehar. â€Å"Improvement of the Power Transmission of Distribution Feeders by Fixed Capacitor Banks† . Acta Polytechnica Hungarica. Vol. No. 4. No. 2. 2007. 5. M. A. S. Masoum. M. Ladjevardi. M. Sarvi. A. Jafarian. â€Å" Application of Fuzzy Theory and Local Variation Algorithm for Optimal Placement of Capacitor Banks in Distorted Distribution Feeders† Department of Electrical Engineering. Iran University of Science A ; Technology. 6. Mohamed M. Hamada. Mohamed A. A. Wahab. Abou-Hashema M. El-Sayed. and Husam A. Ramadan. â€Å"A New Approach for Capacitor Allocation in Radial Distribution feeders† . The Online Journal on Electronics and Electrical Engineering ( OJEEE ) . Vol. No. 1. No. 1. 7. K. V. S. Ramachandra Murthy. M. Ramalinga Raju. G. Govinda Rao. K. Narasimha Rao. â€Å"Comparison of Loss Sensitivity Factor A ; Index Vector methods in Determining Optimal Capacitor Locations in Agricultural Distribution† . 16th National Power Systems Conference. December. 2010. 8. V. V. K. Reddy. M. Sydulu. â€Å"Index and GA based Optimal Location and Sizing of Distribution System Capacitors. 2007. 9. H. M. Khodr. Member IEEE. J. M. Yusta. Member IEEE. Zita Vale. Member IEEE and Carlos Ramos. Member IEEE. â€Å"An Efficient Method for Optimal Location and Sizing of Fixed and Switched Shunt Capacitors in Large Distribution Systems† . 2008 IEEE. 10. Sushanta Paul. Student. and Dr. Ward Jewell. Senior Member. IEEE. â€Å"Optimal Capacitor Placement and Sizes for Power Loss Reduction utilizing Combined Power Loss Index-Loss Sensitivity Factor and Genetic Algorithm† . 2012 IEEE. 11. Maurizo Delfanti. Gianpietro P. Granelli. Member. IEEE. Paolo Marannino. Senior Member. IEEE. and Mario Montagna. Member. IEEE. â€Å"Optimal Capacitor Placement Using Deterministic and Genetic Algorithms† . IEEE Transactions on Power Systems. Vol. 15. No. 3. August 2000. 12. M. A. S. Masoum. A. Jafarian. M. Ladjevardi. E. F. Fuchs. and W. M. Grady. â€Å"Fuzzy Approach for Optimal Placement and Sizing of Capacitor Banks in the Presence of Harmonics† IEEE Transactions on Power Systems. Vol. 19. No. 2. April 2004. Books:1. Impersonal web. Fuzzy logic method and Genetic Algorithm by â€Å" G. A Pai† . 2. Power system by â€Å"J. B Gupta† .

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British Airways Flying into a Storm Essay Introduction 3 1. A brand new company management 4 1.1- Major evolutions in the corporate strategy 4 a) Several breaking points in the policy statement 4 b) Actions implemented 5 1.2- A less people-oriented leadership 7 a) Before Ayling: a severe but participative management 7 b) After Aylings coming: a management centred on administrative and financial objectives 7 2. A failure due to the negligence of three key factors: culture, leadership and structure 9 2.1- An unsuitable management to BAs culture and identity 9 2.2- Bob Ayling : an ambitious but self-centred leader 11 2.3- A structure which does not square enough with the company 12 3. What should be Eddingtons main concerns for the future? 14 3.1- Increase the level of service thanks to structure and culture 14 3.2- Maintain and improve internal cohesion through a better communication 15 3.3- Go on improving rentability through organization and new values 15 Conclusion 16 Introduction London, March 2000. The reign of Bob Ayling as chief executive of the airline British Airways (BA) is over. The crisis reflects the economic difficulties the company has been experiencing for the last three years. In order to set the outlines of our study, let us define in a few words BAs field of activity. As airline, BAs basic function is to carry passengers. This is a customer service industry, which implies that BA also supplies in-flight services/products (various cabin classes, meal supplies, entertainment facilities) and out-flight-services (luggage retrieval, e-sale of tickets). This field of activity is characterized by a tough concurrence, a real sensitivity to economic cycles, thin margins available as well as increasingly demanding clients. In such a context, Bob Ayling didnt manage to reach his strategic objectives. As one of Aylings predecessors puts it: the airlines strategy remained the right one but Mr Ayling was the wrong man to execute it. This comes down to say that Ayling did not implement the strategy the right way. To which extent do we agree with this statement? We will first examine the major changes that were operated in BAs strategy with Ayling. Then we will try to understand why he didnt manage to implement completely his strategy and thus why he didnt target his objectives. To end with, we will look into what Rod Eddington should do after Bob Aylings dismissal to implement the strategy of the company. 1. A brand new company management 1.1- Major evolutions in the corporate strategy a) Several breaking points in the policy statement Since Sir John King came over BA in 1981, strategic speeches followed each other, translating the leader priorities in a given environment. Nevertheless, we can easily notice a change in communication of the corporate strategy with Aylings arrival. At the beginning of the 1980s, Lord Kings first preoccupation was to make as long as he could BA a customer service oriented company, with high standards of quality. He had to take the company out of its public sector approach. All along his reign as the companys leader, and later within Lord Marshall too, the policy statement kept a focus on the customers without changing the priorities for 15 years. During Bob Aylings four years mandate as chief executive, yet really shorter than his predecessors, we can distinguish three very different phases in the announced strategic choices. Read more:  Swot Analysis of British Airways His first concern when he came to power in 1996 was to make costs cuts. He introduced the Business Efficiency Programme in 1996, requiring the company to take heavy structural decisions that were -according to him- vital to ensure BA competitiveness for the future. Costs reduction has always been a concern for BAs managers, but to put it on the top of the agenda was a new kind of strategic vision. After that one-year quite painful period, he decided the company had to combine customer service excellence with cost competitiveness, with a target of doubling its operating margin during the next five years. This mix policy included concentrating on four key issues: * Customers, by providing the highest levels of service and innovative products * People, with an ambitious target: becoming the best managed company in the UK * Costs efficiency, by keeping a high level of profitability * New alliances (particularly with American Airlines), by using the potential of a global airline industry. This policy had the disadvantage to divide the attention on several problems in opposition to King and Marshall management that kept focused on one main objective. Soon after, Bob Ayling was confronted to a phenomenon of large strikes, and he decided to put people back on BA top agenda. His predecessors used human resources as a means to achieve their target of a high customer service but Bob Ayling was obliged to take it as a whole stake. Finally, we can observe that Bob Aylings policy statement changed quite often under the pressure of the environment; such a thing had never happened for the 15 years before his arrival. b) Actions implemented Audacious actions to assert BA as a leader Soon after he had been nominated chief executive, Bob Ayling started to implement a large panel of audacious actions to assert BA as a world leader company. First of all, he dared to cut the top executive team from 25 to 14, to improve its efficiency and limit its cost. One of his first concerns was an alliance with American Airlines, to ensure the two companies to control 60 % of flights between the UK and the US, the worlds most lucrative airlines routes. In 1997, he decided to make an identity change because the airline, carrying 60% of foreign passengers, had to show off as a citizen of the world rather than a national company. The challenge of the new visual identity consisted in weakening the British nature of the company and modernising it. He chose 50 ethnic designs from artists across the world. Bob Ayling also decided the acquisition of 43 new aircrafts, as well as the building of a new head office. In 1998, to face the emergence of low costs airlines and the increased competition on short haul routes, Bob Ayling decided to launch Go, its own budget airline. Later in 1999, he innovated again with the concept of the Lounges in the sky, a high-standard new service, and some investment in e-commerce. Whatever are the results, we must concede that Bob Ayling did a lot on a short period to put BA as a world leader. An anticipative approach of cost competitiveness Cost cut is a very unpopular practice. Consequently, managers usually do it only when it becomes an emergency. Bob Ayling did not take it like that. He anticipated the future and he kept an unwavering stance to impose the BEP measures while a record profit was announced for the year: he sold sensible activities, relocated the accounting department He asked for volunteers to leave the firm not because he could not afford to pay them, but to replace them with flexible people having more appropriate skills. At last he decided to concentrate BA strategy on high margins activities, and implemented a rationalisation program, paring down unprofitable routes and cutting excess capacity. This anticipative approach triggered the admiration of financial analysts, but the consequences inside the company were not so positive. A changing concern on HR Unlike his predecessors, he did not invest a lot in human resources programs at the beginning of his mandate as far as he was too much involved in cost competitiveness. Eventually, people were affected by this low concern on them. The consequences were a decrease in the customer service level, and a strong mobilisation for a strike. After those events, Bob Ayling was strained to re-involve the company in people matters. He promoted an intensive drive to lift staff morale, actions to involve people in the company. He even decided, as a pendant to the construction of the head office, to build a hotel in Heathrow just for the staff. Bob Ayling set up many changes in the corporate strategy, but let us now see how his management style was different from his predecessors. 1.2- A less people-oriented leadership a) Before Ayling: a severe but participative management Lord King decided to restart from scratch in 1981, when he became the chief executive of BA, and he transformed the airline with Lord Marshall in fifteen years into one of the best carriers in the world. The two leaders helped their employees to turn the corner of privatisation in 1987; they achieved to manage the change slowly. They started to instil a customer service culture into the staff with two large training programs, and always involved their people in the improvement of the airline. Those participative management methods made people proud to work for BA. Thus, Lord Marshall created a new human resources system, a kind of competency-based management, built on the promotion for the best employees. Therefore, they had a real willing to do always better, and their chief executive progressively replaced the State as a strict but kindly father in their collective mind. Lord King and Lord Marshall always did what they said; they were regarded as strong leaders, but they knew how to inspire the whole staff with confidence and how to command their respect. With that support they could explain that drastic maybe painful measures were the only means to improve BAs results and reputation. b) After Aylings coming: a management centred on administrative and financial objectives Everyone expected Robert Ayling to follow the footsteps of his predecessors. However, just before his taking over as chief executive, he clearly announced he would throw off for all time the attributes and attitudes of public sector. That simple first sentence is the symbol of the big change in BAs management in 1996: Bob Ayling thought that people were ready to accept all the constraints of a private company, in terms of adaptability and competitiveness. First we can notice that Bob Ayling didnt take so many precautions in his declarations: for example he directly announced in September 1996 that BA would replace 5000 employees by new recruits, supposed to be more efficient and flexible. He thought that internal training was not enough; competences were out of the firm. Eventually some people felt afraid by this new vision. Then, Bob Ayling decided an unexpected relooking of the aircrafts. That was an important symbol of what he intended to do: make BA forget its British identity, to become an international carrier. At the same time, one of the parts of Aylings Business Efficiency Plan concerned the freezing of wages. As he took that kind of decisions without consulting the employees and their unions, cabin staff, which had the habit of being well treated, felt deceived and went on strike. During his reign, Bob Ayling was the only leader, he was supposed to have the right solutions, he looked forward and his employees had to follow. He did not listen to them and seemed to believe that nobody could understand his long-term vision anyway. This new leadership did not include the human resources and the culture in the decisions; it was an economic management. These major changes in BAs management had unexpected impacts ; let us explain the reasons of Aylings failure. 2. A failure due to the negligence of three key factors: culture, leadership and structure 2.1- An unsuitable management to BAs culture and identity There is no denying that culture is often neglected in the field of firms and business in general. However, culture has to be considered as a real success key in so far as people need to feel all right and involved to be efficient. If the gap between the firms culture (that is to say employees culture) and the top-managers vision is too deep, it leads to huge damages for either the firm, managers and employees as we are going to discover it in the case of BA. In the mid 1980s, BA was considered as a state-owned company with a dire reputation for customer service. Aylings two predecessors succeeded in turning it into a high-quality and cost-efficient company, voted from 1989 to 1996 worlds best airline in the independent Business Traveller survey (voted airline to be avoided at all costs in 1980). Focusing on marketing and innovation / technology, both King and Marshall still put emphasis on human resources. They took care of people in the first place, involving and training employees (Putting People First and Managing People First), encouraging brains trusts and putting customers first. People were of course aware of that attention and were confident, loyal and devoted. In 1996, Bob Ayling stepped up as chief executive with challenging and radical changes in mind. The sentence mentioned above he pronounced in one of his first speeches meant that the very first thing Ayling did was to attack the firm culture and identity, thus disturbing and chocking people unwillingly. In June 1997, Ayling praised a striking new visual identity supposed to be based on market research but that generated emotionally charged controversy. The change was radical; symbols were simply scrapped (new design, new colours, new motto, denial of the psychological national belonging) as if it was possible to start from scratch with new company identity and culture. As strikes immediately showed it, BAs culture was still one of a public sector company. Instead of trying to negotiate, Ayling harshly condemned strikers without taking in account this public sector company background. In spite of Aylings desire to eradicate Britishness from BA, employees and people in general (customers, the press, Margaret Thatcher) were not ready to accept it. Strikes were also the result of incomprehension from employees: were the new salary scheme (part and parcel of the efforts to reduce area costs) and the à ¯Ã‚ ¿Ã‚ ½60 million identity change coherent? Was it possible for employees to stay motivated and involved in BA under those conditions? Furthermore, 160 planes stayed with the Union flag instead of the new design in 1999 because BA lacked time to repaint it. The identity change was as a consequence first of all badly accepted and in addition badly implemented. However, Ayling began to understand after the strikes the high necessity of human resources as part of cultural background in a customer-facing business. He launched a campaign to raise staff moral in October 1997 and started to think about focusing on people on the front-line through interviews and speeches praising communication between management and staff. He built a hotel and developed a new concept for BAs headquarter (no permanent desk-space). Again, in 1999, an opinion survey was sent to all employees, results were alarming, and Ayling introduced training and motivational programmes. We can not say if the improvement of BAs results in 1999-2000 was linked to those efforts from Ayling concerning people but there is no denying that it was a little late anyway People had indeed a hard time with him, describing his management as a macho-management thats destroying peoples feeling for the airline, threatening and intimidating. His vision of change was so ambitious (doing better and better, never enough for him) that he broke the firm culture and identity, introducing fear into staffs feelings and breaking confidence that staff had always shown to management, in cutting jobs and financial bonus with no evident reason (for employees) or restructuring top-management. He questioned and modified too much symbols, values, norms, he disturbed employees in destroying their marks. Ayling justified himself in saying that he had a long-term vision and staff a day-to-day one, but he should at least have better explained and communicated around his decisions. It is however striking and surprising to notice that BAs culture and identity was about the same from BAs beginning to the start of Bob Aylings reign. Privatisation, higher competitiveness, globalisation do not seem to have modified anything. This can also explain why the gap between BAs culture and what Ayling wanted was so deep. His new identity implementation may not have been irrelevant but just inadequate. 2.2- Bob Ayling : an ambitious but self-centred leader Lord Marshall explained in March 2000 that the airlines strategy remained the right one but that Mr Ayling was the wrong man to execute it. We are going to study why below. Bob Ayling first dealt with BA in the early 1980s. He began working for the firm in 1985 as legal director, became group managing director in 1993 and chief executive in January 1996. He was well-waited and had a rather good reputation. Following King and Marshall was quite challenging but he seemed to have strengths on his own such as strategic understanding, sharp mind, diplomatic skills or legal training. However, his first official act was to slim down the companys top executive team of 25 to 14. Again, in September 1999 this executive team was reduced from 14 to 6. Those measures were aimed at getting to a degree of unanimity quite fast. It can also be noticed that at the end of Aylings reign, there is no realistic successor to him. Those two facts mean above all in our mind that Ayling can be considered as a narcissistic and authoritarian leader who wants to keep as much power and decisions liberty as possible. It seems that he does and decides what he wants to without really thinking of all it involves and implies. As a consequence, he needs to change his mind often, and he forgets to focus on important things, he is distracted from the real job of keeping passengers on seats (his attention is for example consumed by trips between the UK, Europe and America to settle an alliance with American Airlines) which is not a good thing at all for his credibility. His credibility seems also to be affected by the gap between his speeches and his actions. He described for example his second objective for BA as improving customer service in a more demanding environment. Few months after this announcement, the Marketplace Performance Unit (responsible for generating information on customer preferences and perceptions) was scrapped. In 1997, a task group was created and responsible for missions including that of getting the basics of customer service right; but basics are supposed to be mastered if customer service belongs to the four main objectives specified one year ago. The same illogical thing can be noticed concerning putting people first or not. Ayling pretends to put people first and a little bit later states he is going to put people first now. His credibility can also be damaged when he promises staff, concerning the value of their BAs share, we are never going back to that price again and when three months later the share loses 14p. He should not make promises on something he does not master. A leader needs of course to make decisions but needs also to listen to people and especially staff. Ayling thinks he takes employees in account in building a new hotel, create an open concept in the new headquarter but is it really what employees want and need? Several opinion surveys are mentioned but analysis or corrective measures do not seem to be done and taken, which means that those surveys did not match their targets and resulted in losing time, money, frustrating staff and enabling managers to have good conscience. Ayling also wants people to do exactly what he wants them to: People have got to be theyve got to do. Often worn thin, revealing an intensely ambitious and stubborn individual who is only happy when he gets his way. He is excessively exigent maybe with himself but also with others, he seems to be never satisfied and demands a constant improvement. Even when a good news is announced (BA: second most admired company in Europe according to the Financial Time for example), Aylings ambition looms (he asks on the same days 5000 volunteers to leave the company), which reveals a huge lack of diplomatic skills. As a conclusion, we could say that Bob Ayling did not take enough people in account and that his vision was blurred by his ambition. 2.3- A structure which does not square enough with the company Firstly, actions on BAs structure did not correspond to Aylings strategy. Indeed, the second objective of Ayling for building on BAs existing success was to improve customer service. However, his actions on the structure did not match with this objective. For example, Ayling sold BAs in-flight catering operations, BAs ground fleet services, which were both significant aspects of BA customer service. By selling them, Ayling loosed any possibility of controlling the quality of this customer services. It was only after the strike of June 1997 that Ayling decided to set up a task force to ensure the airline gets the basics of customer service right. The words used clearly reflect a discrepancy with the initial objective. Thus, it appears that the structure did not emphasis enough the necessary development of customer service. Secondly, BAs structure did not favour employees effectiveness and involvement. As we already pointed it, BAs staff morale was at a time low. Employees needed to be motivated, to identify themselves to the company. The typically centralized structure of BA (the tasks of BAs board were not divided into many units) did not foster employees motivation and employees feeling of identification to the firm. Consequently, the structure did not seem adapted to BAs culture. In the same way, the centralized structure of BA did not square with environment and activitys field: environment is characterized with an extreme sensitivity of airlines to economic cycles, which requires the necessity of reducing any risks the company could run, as well as a certain reactivity of the companies of this field. More and more demanding clients characterize the field of activity, what requires a non-negligible adaptability of the company to the market. In that context, BAs centralized structure did not facilitate the reduction of risks (compared to a more decentralized structure) and did not enable a great adaptability to the market. For these reasons, the structure did not match with the environment. Having analysed the reasons of Aylings management failure, we will now consider how Eddington should manage BA internal factors to implement the strategy. 3. What should be Eddingtons main concerns for the future? It seems that Bob Ayling often tried to reach many objectives, which were not completely compatible. For example, he could not at the same time improve the level of service and constantly reduce costs. Now that he is gone, his successor has to focus on his strategy and on a few objectives, so that he can reach all of them before defining new ones. That means he probably will have to define some priorities between all his targets. He will also have to make sure they really are well matched so that they do not cancel each other. Rod Eddington claims that he wants to concentrate on people in the front-line, and to work hard with each level of responsibility. He seems to be conscious that an airline is a very particular type of company, where quality of customer service is decisive. Let us see how he can work and which tools he can use to meet his objectives. 3.1- Increase the level of service thanks to structure and culture Improving quality of service means two things: employing an obliging staff and making new fitting-outs in aircrafts. To achieve a high level of service, BA can use two main tools: First of all, he can act on structure and organisation. BA could create for instance a marketing department, which could play two roles: studying clients satisfaction and dealing with complains; and searching far in amount the likings of the customers to offer them what they expect. Thus, they will feel they really are BAs priority. Then, company culture could also help reaching objectives. If managers constantly praised the idea of the client king, everyone and especially front-line employees will take as an evidence that clients must be treated as stars. BA could also set up training programs so that everyone has the skills to deal with customers: for instance languages trainings for front-line employees who have to be able to answer any question asked by a client, wherever he may come from. 3.2- Maintain and improve internal cohesion through a better communication As Human Resources represent a precious asset for a company providing services, and especially for airlines for which the prestation is barely differentiating, BAs managers have decided to focus on their staff. Therefore, they will have to enhance internal cohesion, thanks to structure. Indeed, an internal communication department could be created in order to update and communicate to everyone decisions taken by the CEO and the executive committee. Thus, employees would maybe understand more easily where the company is going and would certainly feel more concerned with the objectives. We can not reach objectives that we are not aware of. Then BAs managers could use their speeches as a means to reach their objectives. If they let know while officially speaking (annual report, to journalists or directly to staff during trainings periods for example) that staffs well-being is on top of agenda, and if they prove to be themselves coherent in doing exactly what they promise, then they will probably enter a new era of social relationships. 3.3- Go on improving rentability through organization and new values Since BA has to preserve its margins, it will have to go on saving money. But as one of Bob Aylings former co-worker explains, all the easy savings are already achieved at the beginning of the year 2000: it means that there are not many possibilities to cut purely costs any more. Thus, the challenge consists in finding new ways of saving money that would not injure service quality. Here again, structure can be used: a new service could be created, that would immediately adapt tickets prices to demand: if many seats have been sold for a flight, then prices should maybe increase. However, if a little part of available seats has been sold, then the prices should decrease until all seats are sold. Such an initiative would avoid half-empty flights, and would eventually lead to savings. Then a work could be done on internal culture: an economy-awareness could be implemented, encouraging everyone in the company to make savings. For instance, managers could show the example in booking middle-class hotels instead of four-stars ones when they have to travel. At last, BA could go on focusing on rentable activities, providing higher margins, as for instance North Routes and First Class flights. Conclusion British Airways needed a charismatic leader; Bob Ayling was just an economic manager. He overestimated the ability of his people to change the way they considered their company and their implication in its evolution. Although he had got indisputable skills to deal with external constraints and to anticipate the environment evolutions, he forgot to take in account the importance of internal factors, such as the firm history and what it involved. Rod Eddingtons first reaction as he came over was to express his respect and his will to make BAs employees happy. It is very likely that the new chief executive had drawn the lessons of his predecessors experience, and that he wanted to start from new bases. Maybe he is the right man for the job