Automobile Safety Essay -- Automobile Safety Essays

People in developed countries all over the world have come to see automobiles as the preferred way to travel. They allow independence: point to point transportation without having to rely on others to get where we want to go, to do what we want to do. Long range travel and short range travel can be undertaken whenever one desires, either alone or with other people. Citizens of the modern world must often wonder how people ever lived without automobiles. To think that human beings once traveled everywhere by foot or on horseback is not just a humorous idea to reminisce; it is foreign concept that would not allow the social and business culture of today to exist. It is almost as foreign a concept that early automobiles were driven by steam. The challenge of steam engines was making them small, but still powerful enough to provide enough power to move more than themselves. In addition, these engines burned coal, a messy, inefficient fuel.1 With the invention of the internal combustion engine came a long line of innovations around the world that led us to the automobiles we enjoy today. Along the way, automobiles have become an essential part of life for many people in the United States. Their operation and usefulness have also become commonplace; something most people take for granted, without any knowledge of the years of innovation that led to the automobiles we enjoy today. Dangers of Driving With the convenience of driving comes many risks. Automobiles are heavy, powerful objects moving at rapid rates. When they collide with each other or other objects, enormous unfavorable forces come into play. The composition of the human body is not designed to fend against mishaps that can occur with such machi... ... and the General Estimates System (Washington, DC: ) i. [back to text] 4. Inventor Profile: Nils Bohlin, 2002, National Inventor’s Hall of Fame, 28 Feb. 2004, . [back to text] 5. Technical Recruitment, 2004, Volvo, 28 Feb. 2004, . [back to text] 6. Volvo Safety Center, 2004, Volvo, 28 Feb. 2004, . [back to text] 7. Volvo Saved My Life, 2004, Volvo, 28 Feb. 2004, . [back to text] 8. Autoliv, Inc, 2003, Illustrations, 1 March 2004, . [back to text]

Modern Robotics :: essays research papers

The design challenge is to navigate a robot through a preset course using the knowledge from previous labs and additional research of any kind. Solutions are free from restraint except for the requirement that the voltage source may not exceed 9 volts (standard layout would dictate a 7.2 voltage source). The course layout, dubbed a maze, is a simple square enclosure with 2 barriers protruding from the near and far rails. Black and white tape is laid out inside suggested a course for robots to take or for optic sensors to follow. The interior walls create the challenge while the rest of the course remains very limitless in navigation. Time and accuracy must be taken in consideration, as grade is based on both course time and the robot’s ability to maintain consistent time. The open ended ness of the assignment led to many proposed choices concerning the path of robot, type of control and implantation of chosen design. The most obvious choice was optic sensors, as the tape would ensure a consistent route through the maze and the most accurate times. The design would be as obvious as the route: two sensors controlling the speed or direction of the wheels. When one sensor drifted from the light the wheels would compensate to bring the robot back on track. The idea seemed simple and a sure way to rapidly complete the assignment without trouble. Further thought engendered many concerns: not only must the robot navigate the course but it must also do it faster than the competing teams. Sensors would ensure the robot would cross the finish line, but not with a fast time. The course the sensors must take is loopy and has somewhat sharp turns for the non agile robot. Speed would have to be decreased in order to keep the robot on the track, as a fast and sharp t urn could throw the robot off the tape, destroying any possibility of a finish. Another problem arose with sensitivity. The robot, once of the tape a little, would not be able to smoothly get back on the course, resulting in swerving and thus making the course twice as long. With these considerations in mind, we decided that the sensor idea would not be the best choice for our final design. Our second proposed option gained a notch in the level of thinking, although it was still simple and to the point.

NCOs in the American Army

Our work aims to research the role of NCOs in the American army in 1775-1865. NCO   means non-commissioned officer in United States Army, it’s the same as sergeant (Allen 118). Within the context of the Army rank system, however, there were often mitigating circumstances and a maze of variables that altered the hierarchy and the privileges associated with rank. Although the rank structure was essentially rigid, occasionally a â€Å"billet† or specific job could be of greater importance for the actual display of power. For example, a commander of any rank was shown more respect and admiration than a staff officer of the same rank.Commanders were often given special privileges because of their positions rather than their rank. Additionally, officers of lower rank and some enlisted soldiers sometimes had responsibilities that provided them with more respect, or at least more power. For example, an enlisted soldier who was post quartermaster wielded unusual power due to h is ability to determine who received coveted government supplies and equipment. However, regardless of the billet or display of power, the enlisted soldier who temporarily held the reins of power within a certain area never ascended to the higher social class of the officers. Social standing–or class association–was never altered by mere power or position. The enlisted soldier who was the quartermaster was still regarded as a member of the enlisted ranks and thus part of the lower class.On the Western frontier the Army's rank system remained unremittingly intact because it was the only structure there was. The post commander was the supreme authority in all matters, and every form of official military etiquette was respected and enforced. This disparity between officers and NCOs disappeared only very slowly as one moved up the rank structure, and it was a very foolish battalion commander who angers his own or a higher commander's sergeant major.At battalion level the s ergeant major served a useful unifying function, assisted the commander in dealing with troops and serving as a trainer for the unit's first sergeants. Above battalion, command sergeants major interfered with subordinate units, contradict local command guidance, and provided a disruptive back-channel for political maneuvering by NCOs dissatisfied with their commanders or their positions in life.So officer could place himself under the tutelage of his senior NCOs and act, in effect, as his platoon sergeant's subordinate and as the unit's mascot.The main task of NCOs was train   soldiers. Ideally, all cadets should be prior-service enlisted personnel, and those who are not should go through a regular-style basic training course, with regular drill sergeants, among normal trainees. At least in the past, trainees have often been terrified of the Army, particularly in the early weeks.They are also physically tired during basic training and only want to relax or perhaps explore their ne w environment during their off-duty time. Recruits do not know each other well enough at this period to develop the relations of trust and affection that are necessary for organizing a resistance movement. The Army appears to watch the trainees most closely during basic training, and it seems to give noncommissioned officers ( NCOs) and officers more license to use their power and authority than at nearly any other time during a soldier's experience in the Army.The NCOs keep a close watch for possible chargeable offenses, and there are many extra, stiffer inspections and vague threats of violence. In marches, the resisting soldier is continually called for being out of step, even if he is marching perfectly. Physical exercise is also used as a punishment. Officer couldn’t holler at nobody.   And if he didn't get the job done, the man who didn't do the job, they didn't say nothing to the private over there. They ask the NCO why the job didn't get done.Many times there is a c onflict between loyal service to one's immediate commander and improving one's image with his boss. The senior rater is rarely directly aware of a junior officer's work. This leads to another baneful effect, perhaps as crippling as any already discussed. Although the senior rater may have his own opinion of the junior officer, and will take the immediate rater's assessment into account, there is another source of input. That is the information fed to him by other members of the unit, including the rated officer's subordinates or, if he is a staff officer, people who are subject to his inspection. Many â€Å"subordinates,† such as senior NCOs, actually have far more prestige and credibility than the rated captain or lieutenant. Many times the senior rating amounts to nothing less than a peer or subordinate rating.A lieutenant or a company commander who has a bright idea is seen as trying to override his NCOs or to step on what they conceive to be their territory. While the rat ed officer's immediate boss may appreciate his innovations or unusual accomplishments, the senior rater will hear a lot more from the many wounded parties involved. The senior rating becomes a means of social control. Battles are not won by leaders who have adjusted to this kind of groupthink. This is probably why 49 percent of army officers felt that â€Å"the bold, creative officer could not survive† in the army.In the American army NCOs   allowed to take some responsibility in organizing the men, such as during recreation. This technique has the advantages of giving subordinates the experience in leadership they will need should the officer be missing and creates for them a more extensive sense of commitment to the unit. NCOs who take an interest in their squads have had an enormous effect in boosting morale and in creating a link to the officer.   NCOs are always to be backed up and never criticized in front of the men. Officers are less subject to the normative pull of enlisted men and hence do not suffer the conflicts between enlisted men's expectations and military expectations to the extent that NCOs do. Good relations with NCOs is a mark of a professionalized officer.When American soldiers went in combat action, they listen to their NCOs. Sergeants   are the ones who know what's going on and they could give officers a lot of help. In combat the officer in charge of the company, the company commander, is a commissioned officer who is likely to have little close contact with the men. He is concerned with logistics, but he is not primarily concerned with assessing morale. That information he gets from his senior NCOs, who are in close contact with the soldiers and are enlisted men themselves.Thus an NCO must have a great deal of experience in combat, whereas the officer need not have so much field experience. This is why the Army can function with a man in a higher command position. The Army places great importance on these morale indicators . They are easily observed and thought to be valid measures of leadership abilities and are therefore important in the evaluation of officers and NCOs for promotion.Many officers and NCOs respond to their accountability by trying to boost the indicators while paying little attention to the proper leadership techniques. Morale is the cornerstone of professional paternalist control, and paternalists have ways to assess morale; the NCO's function and the use of indicators come to mind.  American officers consistently proposed less severe corrective action than NCOs.  NCOs became more severe as they grew older and as their length of service increased. Interestingly, officers gave their highest effectiveness ratings to those NCOs who were most punitive and least like themselves.Inspector General’s report, Sergeant Major Robert D. Easterling was scathing about Guard noncommissioned officers in the three roundout brigades called up, including the 48th:  As a whole, the NCO cor ps within the National Guard Roundout brigades fail to meet the traditional standards expected of NCOs†¦. Most of the NCOs do not demonstrate an understanding or use of leadership principles. Although the NCO may know his strengths and weaknesses, countless interviews with NCOs reveal no real desire to seek self-improvement.The NCOs see no incentive to put forth additional effort for self-improvement†¦. Most immediate supervisors do not understand the need to care for their subordinates’ physical and safety needs, as well as the need to discipline and reward them fairly†¦. There is little evidence NCOs in the brigades strive to develop a sense of responsibility in their subordinates (Appendix D 64).Those not in units will perform meaningful staff work and a decision will be made regarding a â€Å"command track† for those who are gifted with soldier leadership skills. When a combat arms officer or NCO scrambles to get back in a unit, then we will know tha t the culture is correct. Officers and NCOs who have relied for years on coercive techniques may experience a great deal of stress as the Army limits their techniques. They feel discipline is eroding and that new soldiers will be ineffective and vulnerable to great losses in combat.Works Cited PageAllen,   Edward Frank. Allen's Dictionary of Abbreviations and Symbols. New York: Coward-McCann, 1946.Mackesy, Piers. The War for America: 1775-1783. Lincoln, NE: University of Nebraska Press, 1992.â€Å"Special Assessment Dept. of the Army,† Appendix D,1965.Volo, Dorothy Denneen. Daily Life during the American Revolution. Westport: Greenwood Press, 2003.Werner , Herman O. Men in Arms: A History of Warfare and Its Interrelationships with Western Society. New York: Frederick A. Praeger, 1956.

Indian Telecom Sector Employability Skills

( Employability Skills for Indian Mobile Phones Telecom Sector First Author: Rishi Kapal, BE, LLB, PGPM (Vice President-Sony Mobile Communications, India) Abstract It may not known to many that after Alexander Graham bell invented the first telephone, Motorola’s Martin Cooper is understood to have created the first mobile phone, followed by IBM-Bellsouth making the first Smartphone. However, in the present day, not much is heard about the companies that pioneered the mobile and Smartphones revolution.Indian telecom sector story is only getting better by the day, however, the growth sustenance and leveraging technology for better use in only possible if our population could be transformed to a real productive employment asset. In this paper, the important aspect of employability in Indian telecom Sector will be highlighted INTRODUCTION Indian telecom industry underwent a high pace of market liberalization and growth since 1990s and now has become the world's most competitive an d one of the fastest growing telecom markets.The Industry has grown over twenty times in just ten years, from under 37 million subscribers in the year 2001 to over 846 million subscribers in the year 2011. India has the  world's second-largest  mobile phone user base with over 929. 37 million users as of May 2012. It has the  world's third-largest  Internet user-base with over 137 million as of June 2012. [pic] THE RISE OF INDIA MOBILE PHONES INDUSTRY The explosion of mobile phones sector is attributed to the following three factors: 1. Opening up of new technology 2. Convergence of computing and telephony 3. Mobile Phones EnablementOPENING UP OF NEW WIRELESS TECHNNOLOGY Till 2010, India was a pure-play GSM and CDMA technology driven country whereas rest of the world had moved to 3G(HSPA+) and few advanced nations(like Japan) already launching LTE(Long Term Evolution) high speed wireless technologies. Post the 3G and BWA auctions in India, the wireless technology landscape s tarted changing and alongside it brought the need for differently (enhanced) skilled professionals to handle new technology and associated devices. A brief snapshot of the wireless technologies deployed in India is below: [pic]India today is on the forefront of telecom services and related content. This changes the way the telecom products are conceptualized, priced, launched and their life cycle is managed. Not much of this is known to the budding leaders during their academic orientations. CONVERGENCE OF COMPUTING AND TELEPHONY In today’s world, computers are used to make voice calls (Gtalk, Skype) and phones are used for data access. So each device has evolved from its original function and become multi tasked. This convergence of devices ecosystem is happening due to the following:For most time in computing technology, microprocessors were traditionally associated with computers and other IT related products. However, since the last two years, phones are also sold based o n the GHZ speed of processor that makes them run, various related aspects like single core, dual core and quad core processors. Now, this has brought about a major shift in consumer behavior whereby a buyer actually decides about a phone not just by looks and geeks but begins with the processor strengths and data speeds supported.This all comes with perceived compromise on battery life however the mobile phones processor manufacturers are fast gaining ground in terms of optimizing battery life for higher processor power. MOBILE PHONES ENABLEMENT A natural question about why is the mobile phone industry growing at a strong pace is obvious. Firstly, India is now moving to be a strong mobile replacement market. The mobile sales ratio is skewed to replacement buyers as compared to first term buyers as per industry sources. Hence there is a two-fold demand now.Alongside, mobile phones have become the first internet access device for the youth and hence the mobile internet penetration mom entum is making up the volume. Lastly, a mobile phone is no longer a luxury and is affordable by anyone, at a cost as low as $15. All these factors are leading to a strong growth in mobile phone sales. MOBILE PHONES DISTRUBUTION SYSTEM Let us now examine the mobile phones sales and distribution systems to better understand the required skills that need to be acquired by professionals aspiring to work in this sector. [pic]The firs layer does product sell-in to the second layer which in-turn works for shop level product placement and sales. The final sales to end customer is referred to as Sell thru. The mobile distribution model is extremely dynamic and need of the hour may change regularly due to competitive launches and initiatives. Each product has its own merits, positioning and technological implications. Traditional models of distribution don’t always work in realms of the mobile words due to the amount of need-of-the-hour and flexibility mechanisms required to be adopte d. EMPLOYABILITY SKILLS FOR THE MOBILE SECTORROI : Relationship, Ownership, Initiative †¢ Relationship: mobile phone industry is too diverse and needs one on one relationship mapping with the ecosystem stakeholders in product development and distribution. The †¢ Ownership: professionals without adequacy of understanding of ownership will not cut it into the telecom †¢ Initiative: India is a distribution led mobile market, unlike the mature markets like US where wireless operators dominate mobile phones sales channel. Every skilled professional aspiring for working in the Indian telecom sector needs to have self initiative to innovate reach and execution.Alongside the above, the professionals must understand that the mobile phones propositions are undergoing a change: VRS (Value, Range, Service) †¢ Value : value proposition to the customers is fast changing with the advent of Smartphones †¢ Range: Customer associated with brands that have a range(portfolio) a nd not one off products(iPhone is an exception) †¢ Service: Post sales support for sophisticated devices has become a strong reason to buy. As per the nationwide study conducted by MeriTrac, of marks secured by 2264 MBAs who sat for tests by recruiting companies, only 21% were found to be actually employable.The latest figures show a sharp decline – the last such survey done in 2007 placed employability at 25%. Drawn from over 100 B-Schools beyond the Top 25 in the country, the students who were covered by the survey were tested for verbal ability, quantitative ability and reasoning. This despite the fact that more and more B-schools are mushrooming across the country churning out hundreds upon thousands of freshly-minted MBAs every year. There are other cornerstones of employability skills required in the mobile sector that are influenced by †¢ Consumer purchase behavior †¢ Mobiles Operating System CONSUMER PURCHASE BEHAVIOR [pic]The above purchase behaviors d ictate a different skill set required in professionals dealing with individual or a mix of groups above. A person aspiring to work in the mobile sector must know the purchase behavior intricacies that are closely linked to the technology supported by the phones. MOBILE OPERATING SYSTEMS There are few dominant mobile operating systems viz Android, iOS, Symbian and RIM OS that are most dominant in India. Windows is a fast emerging ecosystem supported by Microsoft and Nokia. A professional must know the advantages of each OS so that the right strategy of product and marketing management can evolve.The strength and diversity of operating system is also ensuring that a mobile phone becomes much more than a mere communication device. It now is a gadget that effects and influences one’s lifestyle, something no one can deny or ignore. [pic][pic] A mobile phone does off jobs of a compass, mirror and a rattler as well. These contemporary, un-orthodox applications are becoming a reason to inquire and buying a phone by many. SUMMARY Indian telecom sector will provide employment to around one crore people by 2012, a study by PwC has said.The telecom industry will provide about 28 lakh direct jobs and around 70 indirect jobs by 2012, the study commissioned by the Cellular Operators Association of India (COAI) and done by PwC said. While the above aspiration is good to have however the industry is able to attract talent but struggling to get the right one. The employability skills required for mobile sector include a thorough understanding of mobile phones technology, various operating systems, consumer purchase behavior, OEM to Market distribution model and multi screen convergence.There are too many mobbing parts in the Indian mobile phone industry and the same are not evidently addressed as a subject matter in various institutions. It is important for colleges to step up and recognize that lack of employability skills for the telecom and especially mobile phone sec tor leaves the new industry entrants in a very awkward and â€Å" I don’t know much† state of mind. This can definitely be changed with institutions opening up their gates to industry professionals and to consulting companies specializing in transition of classrooms to telecom corporates.Steadily, now certain learning and development organizations are evolving that dedicatedly focus on transition programs for students, aimed at the telecom and mobile phones sector. Organizations like MindActiv Consulting (www. mindactiv. co. in) are pioneering in this critical requirement and having the right industry resources at their disposal. Strong and structured programs by MindActiv and such organizations are going to be much more required in the immediate future when the push back for better employable andidates will come from the telecom industry itself. References: 1. The Indian Telecom Services Performance Indicators June 2012, TRAI 2. Economic Times Article August 2011: Tel ecom sector to provide 1 crore jobs by 2012: Study 3. Times of India, August 7, 2012: Only 21% MBAs in India employable: Survey 4. Industry sources About the author: Rishi Kapal completed his schooling from Delhi Public School, RK Puram in 1989. This was followed by a degree in Electronics Engineering in 1993 from Shivaji university.He started his career with HCL in 1993 and during his ongoing career span of 19+ years, has worked with coveted organizations like Tata Telecom, Ericsson, Castrol, Sony Ericsson and Qualcomm to name a few. Presently, Rishi is a Vice President with Sony Mobile Communications. During his professional tenure, Rishi completed his PGPM from International Management Institute and LLB from CCS University. Rishi is passionate about instilling employability skills in the budding new leadership generation and is closely associated with the academia sector for guest lectures and grooming students for their first corporate interface.He has a strong knowledge of mana gement practices required in students pursuing graduate and post graduate courses and has prepared specific training and orientation modules for employability skills enhancement in students. ———————– The total revenue of the Indian telecom sector grew by 7% to  [pic]283,207  crore  (US$53. 53 billion)  for 2010–11 financial year, while revenues from telecom equipment segment stood at  [pic]117,039  crore  (US$22. 12 billion).The depicted increase in telecom penetration has been facilitated with a strong and every growing mobile phone industry, reaching an unprecedented proportion of more than 12Million handsets sold in India every month. IOIP: Most popular, individual pays for the phone and owns it IOCP: Individual owns the phone, paid by the company COCP: Company purchases and provide the phone to employees LTE TDD and HSPA+ is already launched in India. The country is now neck to neck with the world on av ailability of latest wireless technologies.Alongside, consumers are much more aware of the broadband phenomenon and the benefits this advent can deliver. The access device for the new technologies has to be a mobile phone since other consumer equipments are bulky and more appropriate for inhouse only. With this evolution, the need for skilled workforce in technology, strategy, sales, marketing and operations and much more diverse and unique as compared to that exists today. The Indian handset market is growing consistently with a rate of over 12% annually, of which the Smartphones base is expected to grow at a rate of over 60% year of year.The advent of operating systems like Android along-with new broadband wireless internet access technologies is opening up the mobile phones space in India. The OEM (Original Equipment Manufacturer) works on three retail engagement models: †¢ Master national distributor: imports the products and then associated with regional partners for place ment and sales †¢ Direct Billing: to exclusive stores and conglomerates of high importance †¢ Entrepreneurial Regional partners: Distributors with strong regional command and those who want to deal directly with the company.With the changing shape of Indian telecom sector and need for the skilled population to keep up with the industry resources requirement, there are six dimensions of employability skills that the professionals must have in order to leap into the telecom sector. Each of these dimensions is unique in terms of the capability build up required in professionals, especially graduates and post graduates. Mobile phone industry is part of a unique eco system and must be studied and imbibed from close quarters.

The Requirement for Employers to Allow Maternity Leave under United Essay

The Requirement for Employers to Allow Maternity Leave under United Kingdom Law Is a Disadvantage to Women in the Workplace - Essay Example This paper illustrates that many have argued that maternity leave is disadvantageous for working women since it holds back women’s progress in the workplace. Under the present UK law, a working woman who gives birth to a child is allowed to take maternity leave up to a year. For six weeks they are paid 90 percent of their usual salary, but after that, they rules vary and it can be around  £ 135 per week or even less than that. But maternity leave is becoming a huge burden on many businesses and women. The legislation thus directs many employers not to employ women and the companies are reluctant to give jobs to women of childbearing age. This part of the legislation, which is called family-friendly legislation, is wrong and needs to be abandoned. Many ordinary women in ordinary jobs do badly when they take advantage of the family-friendly legislation. When they join their work it becomes difficult for them to return to their earlier earnings and they don’t get their p ension rights when they were away. But organizations display a good pretty picture of the facilities which they offer to their working new mother. But the reality is actually very different. The new mother has to abandon her job for a fixed term. After first six weeks, her income possibly falls huskily and it takes her time to return back to normal salary level. These statutory benefits and provisions create a perverse incentive for a short term to return to work against what might be a longer-term interest. It is important to understand that the decision whether to return to work or not is difficult and individual. This may include personal inclination, circumstances, family income, costs at home, job and childcare.

Why the Founders failed to address the question of slavery Essay

Why the Founders failed to address the question of slavery - Essay Example This research will begin with the statement that according to the constitution of the America that was originally drafted, a slave was equivalent to three-fifths of a person; the relation was applied for ensuring proportional representation in the House of Representatives. The South States were slave-heavy states and wanted that each of the slaves to be counted as an equivalent for one full person, whereas the North States ‘ultimately abolitionist states’ also named ‘slave light states’ did not want to apply equivalent relationship between the slaves and independents. The slaves desired active representation and authority of House of Representatives, and in this manner, they were able to achieve their interests in a more aggressive and enthusiastic manner. The Three-Fifth compromise between both the divisions actually reduced the influence of slave states in the national government. According to the compromise accorded, slaves will receive three-fifths of en umeration i.e. tax distribution, and representation at government houses. The major impact of the three-fifth draft was to change and shift the basis for estimating the wealth of each state, and the tax reforms were applied and introduced accordingly.   The North desired that such amendments in the Articles of Confederation to be introduced, such that slaves were counted one, so that South was subject to more tax deduction, however later in the constitutional convention on the reason of representation, South desired more participation.  

Productivity and Cost Case Study Example | Topics and Well Written Essays - 750 words

Productivity and Cost - Case Study Example Given this basic economics law, companies must manage their resources effectively to create a more productive environment given their resources. In this regard, I examined the strategic decision of Company ABC - one of the largest personal computers and laptop manufacturers in the world and how this strategic decision incorporate the law of diminishing marginal productivity and the relationship of productivity and cost. Recently, Company ABC revamped its compensation and benefits program for its operations people. The new compensation and benefits program affects the salaries, wages and benefits of all production people - those employees who are directly involved in the manufacture and production of the company's products. The most prominent revision in the company's compensation package is the awarding of incentive to a production team's productivity rather than on the individual team member's performance. At the end of each month, the team's actual productivity is measured and compared to the team's target productivity for the month, then the team is given a bonus based on how well they exceeded performance and then the team divides the bonus to its members. The division is equal. Say, the team bonus is for $1000 and there are 5 members in the team, then each one will get $200 as incentive bonus. By directly linking the individual employee's incentive with that individual's team's productivity performance, Company ABC virtually acknowledge that the individual has a little impact on productivity and that the team's effort has a much more significant impact. Moreover, by putting the responsibility on productivity at the team level, the company is, in a sense, giving the responsibility to the team on how to fill up slacks in the team so its productivity does not suffer. This means that whenever a team member is absent, whether on sick or vacation leave, the team is responsible in ensuring that the team's productivity does not suffer in spite of the absence. I think that the decision to link incentive and team productivity is a very clever decision. The new incentive program allows the company a chance to increase its productivity without significantly increasing the company's payroll expenses. Moreover, by putting the responsibility to monitor productivity at the team level, slackers or below average employees will be pressured by the rest of the team to contribute more into the team's productivity efforts. However, according to the law of diminishing marginal productivity, the increase in the company's productivity as a result of the revision of the company's incentive program for its production employees will eventually diminishes. Hence, a new incentive program alone is not enough to sustain the increase in productivity for a long time. Another strategic decision should accompany the revised incentive program. According to the neoclassical growth theory, the "real GDP [or gross domestic product] per person grows because technological change induces a level of saving ad investment that make capital per hour of labor grow" (CFA, 2008, p. 440). Hence, a revised incentive program and an introduction of a technological change in the company's production floor will go a long way in terms of Company ABC's productivity. Interview with several production managers and employees of Company ABC reveals that this is actually what the company did and planned from the beginning. The company introduced its new incentive pro