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Term Paper   Ã‚  Ã‚  Ã‚  Ã‚  The person with whom I sat and collected my data for my term paper was a woman who works in the Ethnic Studies program in the library here at school. I interviewed her not because she work in Ethnic Studies, but because she, like myself was a member of a Greek-Letter organization. For the rest of the population that does not know, she is in a sorority and I am in a fraternity. Due to the fact that we had such a common ground, certainly there was a number of direction that my paper could have taken, but I focused it on the way it was when she pledged, and the way it is now and moreover why numbers of intakes are decline so rapidly in this part of the country.   Ã‚  Ã‚  Ã‚  Ã‚  The woman I spoke with was a girl, a member of Delta Sigma Theta Sorority, Inc. Delta Sigma Theta, along with eight other fraternities and sororities comprise the National Pan-Hellenic Council. This council is the housing body for these nine historically black Greek-Letter Organizations, more commonly named the â€Å"Noble Nine†. The oldest of these organizations is Alpha Phi Alpha Fraternity, Inc.(1908) and the youngest is the fraternity that I am a member of, Iota Phi Theta Fraternity, Inc.(1963). Lisa’s organization was founded in 1913, just the fifth of these organizations founded, and only the second sorority. As has been evidenced, with certain organizations having more years on others, some prejudices and stereotypes have been created and perpetuated, and this is where we began our discussion.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"You guys weren’t even around when I pledged† was one of the first things Lisa said to me in our interview. Although, Lisa did pledge after 1963, Iota Phi Theta Fraternity, Inc., had not yet been an officially inducted in to the NPHC. Although Lisa takes a more pro-active and mature approach to learning about this new organization, there still remain a few that don’t. â€Å"I know about your organization, although they weren’t around when I was in school†, Lisa said. The minority of the Greek population feels as though if you weren’t around when the pledged, then you don’t exist or get recognized. Also the older the organization: the larger the organization. For instance, since Lisa’s sorority was founded an entire fifty years before mine, their membership is significantly higher. Some people from the old school of thought have being enculturated to hold the disposition that an organization’s wort h is directly related to its size.

Organizational Project Management Maturity Model Essay

1. Introduction Successful implementation of a new organizational strategy can turn a good organization into a great one. Conversely, strategies that fail or generate poor results can quickly damage the organization’s reputation and brand, internally and externally. Effective strategy execution is the responsibility of all levels of management, who must be involved actively and consistently to orchestrate required organizational changes and to manage the portfolio of investments that underpin these change initiatives. The Organizational Project Management Maturity Model is a framework that provides an organization wide view of portfolio management, program management, and project management to support achieving best Practices within each of these domains. This holistic perspective is a powerful tool enabling successful execution of organizational strategies, portfolios, programs, and projects, especially when these transcend functional and hierarchical boundaries. Moreover, OPM3 global best P ractices, applied to the execution of strategy, can drive superior and sustainable results. Effective strategy execution is the responsibility of the organization’s strategic planning and governance structures, which must be involved accurately and consistently to orchestrate required organizational changes. They manage the portfolio of investments that underpin these change initiatives. 2. Organizational project management Organizational project management is the systematic management of projects, programs and portfolios in allignment with the achievements of strategic goals. The concept of organizational project management is based on the idea that there is correlation between organization’s capabilities in project management, program management and portfolio management and its effectiveness implementing strategy. Organizational Project Management Project Portfolio Program Strategic Goals * Project – A temporary endeavor undertaken to create a unique product, service or result. * Program – A group of realated projects managed in a coordinated way to obtain benefits and control not available from managing them individually. * Portfolio – Acolloection of projects or programs and other work that are grouped together to facilitate effective management to meet strategic business objectives. 3. OPM3 Model OPM3 is an acronym for the Organizational Project Management Maturity Model, a standard wich is developed under the stewardship of the project management institute. The purpose of this standard is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad based set of organizational project management best practices. OPM3 also helps organizations to increase their organizational project management maturity to plan for improvement. 4.1. Primary physical parts of the standard There are three parts; i. Narrative text – presents the OPM3 foundational concepts, with various appendices and glossary ii. Self assessment – provide a tool in support of the assessment step out lined in OPM3 iii. Directories – contain data on nearly 600 organizational project management best practices and their constituent capabilities 4.2. OPM3 Stages There are four sequential stages of process improvement; STANDARDIZE| MEASURE| CONTROL| CONTINUOUSLY IMPROVEMENT| 4. How does the OPM3 work? OPM3 offers the key to organizational project management maturity with three interlocking elements; i. The KNOWLEDGE element lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3. ii. The self ASSESSMENT element is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity. iii. The IMPROVEMENT element will help map out the steps needed to achieve their goals. * KNOWLEDGE element which drives Assessment * ASSESSMENT element which in turn drives Improvement * IMPROVEMENT element. 5. Benefits of OPM3 to the organization I. It bridges the gap between strategy and individual project. II. It provides a comprehensive body of knowledge regarding what constitutes best practices in organizational project management. III. By using OPM3, an organization can determine exactly which organizational project management best practices and capabilities it does and does not have. IV. If the organization decides to pursue improvements, OPM3 provides guidance on prioritizing and planning. 6. What kind of commitment is required to launch OPM3 in an organization? The process of applying OPM3 in an organization is difficult to quantify. It depends on factors such as the size, complexity and initial maturity of the organization, the thoroughness of the assessment, the nature of the organization’s strategic objectives, and the level of resources available also impact any estimate. However, the assessment portion of such an initiative is most likely to take from several weeks to several months. Should an organization decide to embark upon improvements, the planning and implementation steps are likely to take longer, depending on how many best practices and related capabilities an organization decides to work on at one time. 7. Importance of OPM3 to the project management profession The Project Manager Competency Development Framework is the standard to guide the professional development of project of project managers and those aspiring to be project managers. OPM3 is the first iteration of a standard for organizations. It has the potential to create a new environment for those who are working in the project management profession, by illuminating the important link between projects and organizational strategy and the importance of organizational support to project management practices. The information in OPM3 is based on very broad based input from project management practitioners and consultants. 8. Summary The current global economic climate has ushered in an era of uncertainty that throws the importance of Organizational Project Management (OPM) maturity into sharp relief. It is critical for organizations to renew their ability to create cost efficiencies, economies of scale and agility to adapt to the changing business environment through projects. Companies need the organizational capability to choose the right projects, manage costs, and innovate. They need the organizational capability to delivery projects successfully, consistently, and predictably. The Project Management Institute’s OPM3 Standard was developed with input from thousands of project practitioners and represents best practices in Project, Program, and Portfolio Management. OPM3 incorporates the PMI’s PMBOK Guide, the most widely adopted standard for managing individual projects, and expands this into the domains of Program Management and Portfolio Management. OPM3 emphasizes choosing the right projects to advance organizational strategies and implementing the processes, structures, and behaviors necessary to deliver projects successfully, consistently , and predictably. Standardization of project work methods lays the foundation for achieving higher levels of maturity and excellence to create the organizational agility and resilience you need in today’s marketplace. Leading organizations of all types and sizes across multiple industries are adopting OPM3 to transform their ability to close the gap between strategic intent and tactical outcomes through successful project selection and delivery. The preferred method for implementing OPM3 begins with an OPM3 Assessment by a PMI certified OPM3 Professional. 9. References * Project Management Institute, Inc. (2003). Organizational Project Management Maturity Model (OPM3). Organizational Project Management Maturity Model (OPM3). 1 (1), 1-195. * Project Management Institute, Inc. (2004). An executive’s guide to OPM3. An executive’s guide to OPM3. 1 (1), 1-5.

History of Pueblo Revolt Essay

â€Å"Every piece of written history starts when somebody becomes curious and asks questions.†[1] In Weber’s compilation he gathers several of these curious peoples works and binds their writings together to form a sort of continued discussion. Arguing from different sources and coming from different backgrounds, they indubitably arrive at different conclusions. From Garner to Gutià ©rrez and from Chà ¡vez to Knaut, they all are part of a continued dialogue on what that caused the Pueblo Revolt of 1680. By addressing the readings as a sum instead of individual accounts, one can gain a more detailed view. While some poke holes in others theories, most of the time, the writers simply offer different perspectives. The vast range of the arguments speak to the difficulty of the topic. Examining an event (or series of events, as the case may be) 300 years ago is an arduous task, but trying to determine causation of such events is even more cumbersome. Typically numerous factors exist and to give these factors any sort of rankings requires a fair bit of perspiration on the part of the researcher. This essay will attempt to evaluate this eclectic mix of commentaries to sift out the strong arguments from the weak. In 1598, when Juan de Oà ±ate arrived in northern New Mexico with a small group of colonists to Pueblo country, Spain demanded payment of tribute and the friars demanded allegiance of religion. For over 80 years Spanish lived with Pueblo before the revolt – multiple generations.[2] As Knaut points out, that as â€Å"colonists were isolated from the south in a land where indigenous inhabitants numbered in the tens of thousands†, meaning there was plenty of contact between the two groups.[3] Within that time families intermarried, and a large mestizo population arose, creating an intersection in the Venn diagram of early New Mexico. What Knaut argues in Acculturation and Miscegenation is not necessarily as hard as the others to prove who or what caused the revolt, but rather works in earnest to present what he sees as the creation of a mixed culture, with syncretism occurring on both sides. Perhaps in this essay more questions that answers are created†¦ why after 82 years of living together would the Pueblos revolt? Garner has a more direct answer to this question. He, unlike Knaut, does not spend as much time underlining the syncretism that occurs, but spends more time examining the relationship between Pueblo and Franciscan, and reigning in the perhaps unfair harshness of previous works in relation to the government. Garner believed that drought, famine and Apache raids caused the revolt, shedding the competing notions that religious incompatibility or having a suitable leader as primary causes.[4] The two arguments in the proceeding articles before Garner – that religion was the primary cause – fall flat from Garner’s lens. In one instance, he cites the friction between Father Isidro Ordonez and Governor Pedro de Peralta as a result of the governments unfair treatment of the Indian. Peralta eventually decides to have Ordonez arrested, but the colonists (or ecomenderos) proceed to abandon the governor.[5] Garner goes on that governors of early New Mexico are interpreted in a negative light primarily because â€Å"documents are strongly biased against them.†[6] He explains that the reason that these documents are so biased is because of the natural tension between the writers of these records, the Franciscans, and those whom they wrote about, the governors.[7] Garner continues to impress that the Franciscans were the friend to the Indian and foe to the governor. He cites Scholes who states, â€Å"the religious and economic motives of empire were anta gonistic if not essentially incompatible.† Having earlier established a different relationship structure than what was typically seen, (a shift from the Hispanic-Pueblo dichotomy to a more complex relationship of priest-Indian-mestizo-colonist-governor) Garner then moves on to the crux of the issue – the cause of the revolt. â€Å"The kind of peace that had been pervading New Mexico was contingent upon relative prosperity,† writes Garner. The Spanish had used their organizational skills to create surpluses in the Pueblo economy – but the famine of 1670 was so implacable it essentially collapsed the system. The drought of the 1660s – the precursor to the famine – was so severe it caused â€Å"Indians and Spanish alike to eat hides and straps,† as written by Fray Francisco de Ayeta in an account to the King. In the face of such an oppressive environment, Indians naturally began to question why Spanish controlled their food source. This, coupled with a new emphasis on nativism, turned up the heat and brought the already tense situation to a simmer. This movement towards nativism perhaps may have been a reaction to Indian culture sprouting up in both mestizo and Spanish life. Garner continues on this thread noting that Governor Lopez de Mendizabal was forced to â€Å"crack down on Pueblo religious and cultural activity.† While syncretism among the Pueblos was tolerable, among the Spanish it was viewed as inexcusable. These two factors were the foci of the Pueblo Revolt of 1680.[8] In contrast, the setting that Bowden and Gutià ©rrez attempt to construct in their essays is a religious clash, one that, while not noticeable immediately, was exacerbated by the droughts and famine. After introducing the essay, Bowden then discusses the similarities of the Pueblo religion, and then highlights some of the missteps the Franciscans took in their interactions and, most of all, the conversion process. First they insisted that the Pueblos should learn Spanish, and â€Å"almost without exception,† failed to make any attempt to learn native language. Also, they instituted mandatory mass attendance for all Indians – but strangely not all Spaniards. On top of this, leaders who continued practicing the previous traditions were whipped or executed.[9] (27-28) Bowden raises a number of valid points – the Franciscans do not appear to be the same persons that protested against the injustices to the Pueblos by the Governor Peralta. Rather, they seem to be creators of an oppressive environment that was quite insensitive to the Pueblo people. However, if you note Bowden’s sources, he cites textbooks for his long diatribe. Garner, in contrast, relies heavier on topic specific articles written by respected names such as France V. Scholes and Jack D. Forbes. While Bowden’s sources are legitimate, he seems to be using information that is more generalized, and not as focused on the relevant issues. Gutià ©rrez points to â€Å"loss of authority† among the Franciscans as the central reason for the revolt.[10] He notes that this gradual loss of power began in 1640s. Because of the uncertainty and unease that followed, the Friars pushed for more drastic measure to balance out this loss of power – a crackdown on syncretism and an emphasis on martyrdom. But the connections that Gutià ©rrez makes are weak; he points to the loss of power in the 1640s, but does not cite any kind of example to support his point until 1655.[11] In addition, most of examples of this â€Å"loss of authority† do not come until the mid 1660s and the early 1670s in the midst of drought, quarreling among Spaniards and attacks by Athapascan raiders. And Gutià ©rrez’ examples of Franciscan brutality arise, interestingly enough, around the time that Garner points to heavy handed response by the Spanish to combat syncretism. Gutià ©rrez’ illustrations seem to support Garner’s idea of the Indians being â€Å"like children in a new world and entrapped in the struggle between the Franciscans and Hispanic community.†[12] Angà ©lico Chà ¡vez provides yet another take on the Pueblo Revolt. While Gutià ©rrez, Garner and Bowden all spend considerable time on relations, Chà ¡vez – as his title Pohà ©-yemo’s Representative and the Pueblo Revolt of 1680 – puts much more emphasis on establishing a new leader as a primary cause of the Pueblo revolt. Chà ¡vez seems to avoid tackling the revolt squarely (like Knaut) partly because he devotes most of his time supporting his argument for Domingo Naranjo as the leader (arguably 21 of the 24 pages). Despite Chà ¡vez lengthy narrative supporting Domingo Naranjo, the black leader with yellow eyes, many scholars reject this notion, because it seems to runs counter to what most sources suggest. Historian Stefanie Beninato agrees that Naranjo was a leader, but â€Å"one of several† as â€Å"the concept of a single leader is not viable in the theocratic social structure of the Pueblo world.†[13] Garner too, while recognizing Popà © as instrumental, rejects the idea that he was a â€Å"unique Indian leader,† but rather he arose out of necessity, as opposed to the creation of necessity.[14] While, many critique Chà ¡vez’ uncommon interpretation, it reminds one to reexamine the mestizo and mulatto population in New Mexico. Naranjo, real or not, represents the truth that the black/white Pueblo/Hispanic definition was increasingly blurred in the years leading up to the revolt, and an entirely different culture had emerged. Pohà ©-yemo had multiple windows in to this culture of multiplicity. Garner’s essay seems to be built around the most logic because his essay points to lack of basic necessities as the true cause of the revolt. When there is enough food and prosperity people get along. When there is a shortage, it pushes groups to exceptional measures. Rarely has a revolt occurred without certain factors mitigating access to peoples’ basic needs. Garner also spends ample time with the battle itself, and provides plenty of evidence of to why it was a success; particularly because of the cultural coexistence with the Spanish. Garner is not without flaw – he fails to address certain issues, notably that of the presence of a larger mestizo culture. While he acknowledges it somewhat, he seems more preoccupied with the Franciscan-ecomedero versus government dynamic. This oversight, however excusable, provides good reason for holding onto multiple sources while dissecting historical events such as these. In the absence of primary documents, the importance of rigorous scholarship is especially crucial. To hold the works of these â€Å"curious† scholars together stresses the value for careful thought and due diligence.

Sales boost techniques

When we talk about boosting up sales of any product, it has to be assessed with its marketing techniques and price evaluation. To enhance our sales results for our multimedia LCD televisions, we have to bog ourselves down to the earlier said facets. The thing with our products ,15 inch multimedia television and 17 inch multimedia television, is that they are already launched in the market, what now is required is to put in more fire in the marketing strategy to enhance our sales. Firstly before making any more new marketing concepts for the products, we should assess that where we are going wrong with our current marketing strategy. Only once when we have identified our problems, then only we can better the strategy for enhancement of sales. We will have to evaluate whether our marketing strategies aren’t based completely wrong ideas, like are we reaching the wrong audience, or are we looking for our target in the wrong places, or we might not be giving compelling messages to the consumer to have faith in the product, or are we not advertising enough to actually catch the eye of our desired consumers. Another marketing blunder which I believe is happening to our products can be explained best by the following line: â€Å"Using the â€Å"sledgehammer† approach, or providing too much information, too soon – â€Å"The less you tell, the more you sell,† (Courtesy: Russell Kern, CEO of the direct marketing specialist, the Kern Organization) The kind of marketing that is required by us should be based on the lines of receiving major sale boosts. According to me the following strategies should be acknowledged for our products, for getting the desired results in the sales quarters. Firstly I feel we should have more of billboard advertising on busy streets, so that our product can reach the audience in a larger way, as on a street there would be students as well as professional in requirement for LCD television like ours. Secondly more expenditure should be done on print ads, in magazines and local papers, as our product’s picture and message should catch the eye of our required audience. We should do aggressive online marketing, and we should tie up with major product sale sites, as sites like eBay and all are doing brisk business every minute. We need to showcase these new ranges of LCD televisions in tech expos, and electronic expos, so that we will be able to gain major advertising advantage, as we will be seen by large crowds, and mainly our target audiences. More has to be done by our sales and PR teams, to approach corporate organizations, and on bulk orders, we should provide substantial discounts for getting corporate mileages. If it is possible by any means that the company can bring down their production costs, as in turn it would bring in slashed prices then we would be able to compete with our competitors more efficiently, and probably even give their similar range products a hard time, as we can have our goods sold at cheaper rates than ours. Even we can setup outsource our contact to an economical BPO, for outsource telemarketing. We should do different advertising for different target segments, like we should have ads more inclined towards the today’s youth for our student targets and we need to have ads portraying professionalism and touch of black elegance for professionals and corporations. I do believe with right strategies we can boost our sales to a new high, uplifting our entire segment of LCD televisions in the process.

Rail Track Design for Line Speed Improvement Research Paper

Rail Track Design for Line Speed Improvement - Research Paper Example The design issue under consideration includes route surveying, track component identification, designing the rail curve and other design aspects that help in improving rail transport. Suggestion indicated can be implemented by any train organization seeking to improve or optimize their services (Mundrey, 1993). Rail tracks are used for the guidance of trains and consist of two steel rails laid in parallel. The rails guide the train in motion without the need for steering. The rails are laid on sleepers. The sleeper is also referred to as the cross ties. The sleepers are embedded in the ballast and form the railroad track. The rails are fastened to the sleeper by the use of spikes, lag screws, bolts clips, and patrol clips. The type of fastening sleepers depends on the type of sleepers. For the concrete sleepers clips are used, for the wooden sleepers' spikes are used and for steel sleepers, bolts are commonly used. Conventional rail design involved route surveying and finding the most economical route for the rail line. The engineer worked on ways of designing the rail so as to surpass the geographical obstacles (Engineering Policy Group (EPG). 2009). Currently, the rail design encompasses many design aspects. This design aspect results from the need for greater speeds and heavy loads. Due to these factors, the most important consideration for the rail design are: Route surveying. This involves planning the rail routes so that it passes through the most economical route (Hickerson, 1967). Long term traffic levels; if the projection shows that in the long run, the traffic will increase. Design consideration for expansion of the rail as well as incorporating trains with high speed and heavy should be taken into consideration. Environmental concern: the design should focus on an environmental friendly rail that does not damage the environment. Politics: Government influences and funding greatly affect the quality of the rail and also its long term benefits. Land issues; when designing for increased speed, huge curves are required; the constraining factor to this is the limitation of land. Economic factors: this determines the type of rail constructed. Well funded projects can archive most of the design requirements. Â  

Terrorism in the Middle East Essay Example | Topics and Well Written Essays - 750 words

Terrorism in the Middle East - Essay Example The author has also held tenure as visiting professor at New York University and Columbia University. In the author's own words, the " purpose of the book is to shed light on the second effect [of 9/11that of mobilizing the support of Muslims the world over through an example of victory won by violence], by placing these recent events in a historical perspective that covers the unfolding of the Islamic movement over the last twenty five years of the twentieth century" (page 2). The author expands on this theme by suggesting that the terrorist act of September 11, 2001 had at its core the primary aim of engendering solidarity amongst Muslims. It was presumed by the perpetrators, that an attack on the very symbols of US supremacy would surely invite military action resulting in unacceptable civilian casualties in the target country, [in this case Afghanistan], leading to a collective sense of outrage in the Muslim world. The perpetrators of the act hoped, that this would give impetus to the Jihad (Holy War) which was running out of steam. The last quarter of the twentieth century saw the radicalization of Islam in the form of Islamic Political Movements. From the early 1970s, radical factions in various countries revolted against the incumbent regimes and, in some cases, seized power thereby upsetting the prevailing world order leading to regional instability. In the early days, the aim of Jihad was not to wage war against the West, but to establish a global Islamic state, with the Koran as its fountainhead (page 27). During those initial days of the Islamic Political Movement, religious ideology proved to be an excellent binding factor, bringing together people from all walks of life - from students to professionals, urban poor and well settled bourgeoisie under one banner (page 67). However, as Kepel points out, Islamic Fundamentalists do not subscribe to the concept of separation of religion (Church) and political power (State). It is these fundamentalist factions that are propagating Jihad with terrorism as its m anifestation wherever Western nations have in the past dominated on account of their conventional superiority. This trend according to the author has its roots in Afghanistan and the Sudan. After the initial success of Islamic radicals in Iran, Radical Islamic Movements failed to seize political power elsewhere. Even in Afghanistan (post the Soviet withdrawal) and in Sudan, Islamists could not consolidate their gains and the situation in both countries slipped into chaos and anarchy. This failure led to a split. The moderates wanted to develop new concepts of democracy in sync with Muslim ideology. The fundamentalists of the other hand, for whom the Koran itself was unquestionable, gravitated towards large-scale terrorist attacks across the world. What Kepels brings out is that contrary to popular belief, far from being a 'clash of civilizations' [as propounded by Huntington], the targeting of the West is only a tool being used by radical terrorist factions to gain political power over their fellow Muslims. This is a very unique and original hypothesis expounded by the author. In this context the author brings out that the "attack on

Research paper Example | Topics and Well Written Essays - 2250 words - 1

Research Paper Example Android is considered a game changer in the mobile developer community since it is well placed to address the growing needs of the mobile marketplace. Introduction According to Haseman, Android is a Linux based operating system and a platform for which applications are developed. The Android operating system was originally designed and produced for touch screen mobile devices such as tablets and smart phones (2008). The android was originally released in 2007 and sold the first Android powered device in 2008. Android is open source software released under the Apache license and therefore the Android software can be freely modified and distributed by developers and device manufacturers. Being that android is a platform for application development in addition to the fact that it is open source, it has a large community of application developers presenting unlimited applications for the mobile devices running on android. The ease of application development on android platform has presen ted a variety of applications for mobile device customization which in turn has seen android as the most popularly used mobile platforms especially for Smartphones. The Android operating system has grown to be used on game console and television applications despite the fact that it was originally designed for tablets and mobile phones. The applications developed on android extend the functionality of the mobile devices (Haseman, 2008). Interface The user interface provides the display and the user control or command of the Android operating system. It gives the user the power to interact with the operating system directly by use of touch manipulation objects on the display. The display is supported by the fluid enabled interface designed to aid the interaction process between the user and the Operating System. The interface is fully-touch screen enabled with operations such as flicking your finger across the screen to flip to the next page of items. The user interface comes in seve ral shapes and sizes. The user interface is also enabled by simple configuration applications that can make the text on screen appear bigger and clearer such as text size and screen size configuration preferences(Udell, 2009). Android Operating System user interface has a home-screen that hosts the operational application icons and widgets. Icons are graphic symbols that take up the commands to open up the application while widget displays the graphic user interface directly on the screen. The operational application icons and widgets displayed on the home-screen are known as Android views that include Context menu, Options menu, Digital clock and Web view. These applications offer additional options and links to different pages that are not directly visible on the main Menu driven interface on the home-screen. The menu applications also play a vital role in displaying information directing the user on what command it initiates. In addition, the Menu driven interface gives notice on notification messages (Hoog & McCash, 2011). Processes Process management is a distinctive operating system that uses several complex data structures and algorithms to process data on Android devices. Â  Android uses this data processing technique in control