How to Calculate Gross Tonnage of a Ship

The term gross tonnage refers to the internal volume of a water-going vessel, and is normally used as a means for categorizing commercial vessels, especially those used for shipping. This volume measured includes all areas of the ship, from keel to funnel and from bow to stern. In modern usage, the measurement deducts the crew spaces and other parts of the ship that cannot hold cargo. Since 1969, gross tonnage has been the principal means by which a  commercial ship is defined. The gross tonnage measurement has a number of legal and administrative uses. It is used to determine regulations, safety rules, registration fees, and port charges for the vessel.   Calculating Gross Tonnage Calculating the gross tonnage of a ship is a somewhat complicated procedure, due to the fact that most ships have an asymmetrical shape that makes calculating volume difficult. There are many ways to make this calculation, depending on the level of precision required and the agency requiring the measurement. Different formulas are used depending on the shape of the vessel, and even the types of waters on which the ship sails. A simplified set of gross tonnage formulas is set forth by the U.S. Coast Guard Marine Safety Center, which are based on three measurements: Length (L), breadth (D), and depth (D). Under this system, the means of estimating gross tonnage is as follows:   For a boat with a simple sailing hull, gross tonnage (GT) (.5 * L * B * D) / 100For a sailing boat with keel, GT   (.375 * L * B * D) / 100For freighters with angled or cylindrical hulls, GT   (.67 * L * B * D) / 100For ships with square barge-shaped hulls, GT   (.84 * L * B * D) / 100 The  International Convention on Tonnage Measurement of Ships  sets forth another, more precise formula for calculating gross tonnage of a vessel, which says GT   K  *  V. Here, K .2 .02 * log10(V), and V interior volume of a vessel in cubic meters (m3). History of Gross Tonnage as a Measurement Standard Since most commercial ships were originally involved with the transport of goods, otherwise known as cartage,  ships at first were rated and valued on the maximum amount of cargo that could be stuffed into every nook inside a ship. On long sailing voyages, after selling their loads of cookware, tools, machinery and other products, private traders often bought bundles of lumber, spices, cloth, and decorative goods to sell upon return to home port. Every space was stuffed full to maximize profit on both legs of the voyage, and thus each boats value depended on just how much open space was available in the vessel. One of the few exempt spaces in these early calculations of a ships volume was the bilge area, where ballast was held. In early shops, no cargo could be stored here without damage since in these wooden ships the bilges were wet. Ballast stones were used on sailing ships that were leaving with a light load and returning with a heavy cargo. This might be the case when transporting a finished metal such as copper to a port where raw copper ore was loaded for the trip back to England for refining. As the lighter load was unloaded and the heavier load brought aboard, the bilge stones were removed to compensate for the extra weight. Today, piles of these foreign stones, roughly the size of bowling balls, can be found underwater near historic ports all over the world. Eventually, with the availability of mechanical pumps,  water as ballast  became the norm,  since it was much more efficient to simply pump water in and out of the bilge to adjust the ships weight rather than use stones or other forms of weight.  Ã‚   The term  tonnage originally  came into usage as a means for referring to the physical space occupied by 100 cubic feet of ballast  water, an amount of water that was the equivalent of about 2.8 tons. This can be confusing since a ton is usually thought of as a measurement of weight, not volume. In the context of maritime shipping, however, the term tonnage refers to the volume of space available to hold cargo.

Summary of Text Book Essentials of Management Information...

Course Related Virtual Expert Jack Brown (Business Analyst) JSB Inc. Car Accessory Dealership James S. Black (Company founder) An entrepreneur with a love for cars. Abigail Foley (Senior vice president of Business Development) Reported an increase in customers cancelling their accounts. Mark Thompson (Business Development Manager) Prepared proposal for implementing an information system. Major Business Functions (In JSB) Manufacturing Assembling the product, checking for quality, producing bills of materials Sales and Marketing Identifying customers, making customers aware of product, and selling the product Human Resources Hiring employees, evaluating job performance, enrolling employees in benefits. Finance and†¦show more content†¦20-23) SEE ALSO PAGE 381-387 This may require a system development team (pg. 384) 1. Problem Identification System analysis refers to the first three steps in the problem solving method. (pg. 382) Dimensions of Business Problems Organizations (E.g. Poor business processes, unsupportive culture, political in-fighting, changed in the organization’s surrounding environment, complexity of tasks, inadequate resources.) Technology (E.g. Insufficient or aging hardware, outdated software, inadequate database capacity, insufficient telecommunications capacity, the incompatibility of old systems with new technology, and rapid technological change.) (Example: Power grids were unable to monitor and control power consumption until Smart Grids came along. Pg. 35) (E.g. Tato used Digital Manufacturing (DM) (Specifically DELMIA) to produce new car (Tato) more quickly and at lower cost. The system is also flexible allowing other cars to be designed, evaluated and produced. pg. 39) People (E.g. Lack of employee training, difficulties of evaluating performance, legal and regulatory compliance, work environment/ergonomics, poor or indecisive management, interrelationships between people and groups, and lack of employee support and participation. Examples Manually inputting data into spreadsheets, manually tracking sales (experiencing loss and theft), manually tracking inventory (or not tracking it). 2. Solution Design 3. Solution EvaluationShow MoreRelatedCase 1-3 Canyon Ranch1383 Words   |  6 PagesContents 1. Summary of the problem 3 2. The technology that is used to analyze the case and the technology that was discussed in the case. 3 3. Summary of Available Information 3 4. Pre-Analysis of the study 4 5. The analysis section 4 6. Recommendations 7 References 8 Lessons learned from the case 9 Meeting minutes 9 Case 1-3 Canyon Ranch Summary of the problem In spite of dramatic growth of the spa industry, little attention is still paid to information technologiesRead MoreSyllabus Essay1480 Words   |  6 PagesWinter 2015 Time: 3:30-5:17 PM ï‚ ·MW Instructor: Tianxu Chen, Ph.D. Office: Elliot Hall Room 300 Office Hours: By appointment. E-Mail: tchen234@oakland.edu I. 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Global Human Resource Strategies Samples †MyAssignmenthelp.com

Question: Discuss about the Global Human Resource Strategies. Answer: Introduction This is a report on human resource management, which depicts the global human resource strategies, which has been used by a fictitious company. There are few assumptions that have been made such as the company is trying to make an expansion in the country of Japan and the human resource environment of the market in Japan is quite different from that of the host country (Ahmed Akram, 2016). Globalization has changed the perspective of the world and the effects of globalization have made the environment of the international human resource management very challenging. The market and the economy at the global level have changed significantly and the multinational organizations all over the world are facing difficulties in adapting to the work culture of the subsidiaries. Thus, the multinational companies all over the world are trying to operate in a better way so that they can gain competitive advantage in the market. The employees of a company are asset to the organization and proper m anagement will help in increasing the productivity of the company. The multinational companies are growing at a rapid rate and the expansion of the company at different part of the world has changed the focus of the companies on human resource management. International human resource management in Japan The subsidiaries that are localized in Japan have localized personnel in the higher positions of management. The Japanese officials are more comfortable in communicating with the Japanese employees. The skill levels of the employees in Japan are considered to be more than the employees in the foreign countries (Bonache Zrraga-Oberty, 2017). The culture in Japan is complex and ancient and the human resource management developed by the company is very unique. The core value in the human resource management system includes employment for lifetime, compensation based on seniority, promotion based on seniority and unionism in the enterprise. There are other factors, which are included in the human resource practices in Japan such as management of quality, agreement in the decision-making, loyalty of the employees towards the organization. The employees who are recruited in the Japanese organization are promised full time job security. This proves to be advantageous for the companies as they provide employment for the lifetime and the employees become devoted towards their specific organization. The employees in the organization remain loyal, which provides them with motivation. The growth of the employees increase which in turn increase the productivity of the company (Brewster et al., 2016). The Japanese companies try to provide the employees with continuous training, which helps the employees to become versatile in the work they do. Thus, the employees are able to contribute to the company to their fullest capabilities and increase the turnover of the companies. There are two most important values in the culture of the organization and they are respect for elders and hierarchy. The employees are given promotion based on their seniority and the increments of the salary of the employees are also based on the seniority (Chan Edwards, 2017). This method ensures that the employees are guaranteed development throughout their career but there are various researchers who have criticized this system. They believe that new talents are not allowed to grow in this type of system and there is no shortcut to growing in this organization. The existence of unions ion organization is a common practice in the Japanese system and the unions act as a intermediary between the staffs and the company. The various issue experienced by the staffs and the employees, are discussed by the union with the managers in the organization. The quality of production in the Japanese system is always good and this is one of the main features of the organization in Japan (Sparrow, Brewster Chung, 2016). The main focuses of the companies are maintain the quality of the products they offer. The company tries to use the innovation so they continuously improve the production process to gain competitive advantage in the market. The Japanese companies believe in democracy in any form decision and they try to reach a consensus before exaction of a process. The employees in the organization are considered to be family which makes the employees to be very loyal to their respective organization. They are try to improve the performance of the company by making sure they are able to produce their best effort. The employees are very much dedicated to their work and they work overtime with any extra pay to help the company reach the goals and objectives. Gender inequality is one of the mal practices in the Japanese human resource management. The women in the industry are considered inferior to the men and they find it difficult to find jobs in their institutions. Moreover, the culture prevents women to pursue a career and maintain a family simultaneously. However, there has been significant changes in some of the traditional practices but most of them are still prevalent in the industry. Difference in organizational design and structure The Hoftstede cultural dimension has been used to differentiate between the organization design and structure. There are five factors which has been focused on and these factors will be used to find out the organizational difference between the companies in both the countries (Mazanec et al., 2015). The five factors are Power Distance (PDI), Masculinity or Femininity (MAS), Individualism or Collectivism (IDV), Short term or Long-term orientation (LTO) and Uncertainty Avoidance (UAI). The power distance score for the country is 54, which shows that the company is hierarchical system, which is borderline (Bakir et al., 2015). The decision-making in the companies is slow which show that power is more evenly distributed and the companies try to follow a structure, which is based on consensus. The IDV score for the company is 46, which show that the company is following a structure of collectivism, and mainly of the characteristics of the organization culture is a proof of that. However, the employees in the companies are more loyal to their respective companies, which are based on their individualistic values. When compared to the western countries the company can be considered as collectivistic while comparing to the Asian countries the Japanese culture can be considered as individualistic. The MAS score for the country is 95 that portrays that the society is highly competitive and people are more focused on success and achievements. The level of competition in the Japanese industry is very high and it starts at a very young age. The UAI score for the country is 92 that show that the country tries to avoid uncertainties the most. The country is prone to a lot of uncertainties including earthquakes, volcanoes and typhoons (Mazaheri et al., 2014). The country always takes precautions for various uncertainties that may occur which is reflected in the behavior of the organization. The LTO for the country is 88 that signify that the organization culture is more focused on the long-term orientation. The people in the country are more rooted to their traditional values that have made them focus on the long-term orientation. Indulgence one of the challenges faced by the country and the score for Japan is 42. This shows that the country is restrained in their cultural activities and the people in the country are focused on their work and spent less time on leisure and gratification. Staffing process The culture in Japan is very complex and it is very difficult for people from other countries to cope with the practices in Japan. The working environment is different and it will take a lot of time for the people who come from abroad to adapt to the situations. Thus, it can be determined that hiring of the local people is one of the best ways of staffing people. The people will not have problem in adapting to the work culture of the organization and will be able to guide those people who are being deployed from within the organization (Phillips Gully, 2015). The trust building is quite difficult among the Japanese people and it is time consuming so it healthy to keep a mix between the employees in the subsidiary. The selection tools that will be used by the company includes the telephonic interview, screening, skill assessment, background check and drug test. The initial phase will start by having a telephonic interview with the candidates and then they will be screened according t o the requirement of the vacancy. The company will have to examine the expertise of the candidates in order to find out whether the candidates are suitable for the post or not. The background check and the drug test have to be carried out after the selection of the candidates so that to ensure that they will be productive in the organization by keeping their focus on the set priorities (Salt Wood, 2014). Personality test will also conducted to find out the changes required in the personal development of the employees. Training and development process The training process is focused on the development of the skills of the new hired employees. The training will include some materials for the education of the employees and will be given according to deficiency in skills of the employees (Brindopke et al., 2017). The training procedure will be based on the needs of the people in the organization and will be related to the skills, which can be implemented in a practical and is required for the job. The training procedure will help in improvement of the skills and the efficiencies of the employees. The company will initially provide off the job training for a period of time and will move the trainees in to live projects where they will receive their on job training (Kang Shen, 2017). The development process will include the learning abilities of the employees and will be more focused on the development of the personality of the employees. The development will be dependent on the personal initiative taken by the people and may include training processes if required by the staffs (Mann, 2016). The development procedure will be aiming to increase the personal effectiveness of the employees. The company will test the personality of the employees, which will ensure that the mindsets of the employees are in accordance to the mentality of the organization. The goals, objectives and the mindset of the people in the organization have to be aligned to that of the organization goals and objectives otherwise, it will be difficult for the company to reach their desired objectives (Rees Smith, 2017). Remuneration package The remuneration package will be in accordance with the trend followed in the industry and balance sheet approach will be maintained. The company will try to maintain a parity in compensation between the employees in the host country and those in the overseas country (Bonache Zrraga-Oberty, 2017). This will enable them to avail the facilities and the lifestyles they did back in the home country. The international remuneration will last for a few years as those projects are for shorter period of time. Therefore, the overseas employees will be provide other benefits when they return to the home country. However, the bulk of employees will be taken from the overseas market and so those employees will be paid compensation package in accordance to the pay structure in that particular market industry (Kang Shen, 2017). Conclusion Thus, it can be concluded from the report that the cultural background and human resource management practices in the overseas country is quite different form that in the host country. The company will have to make the approach in a different manner and will have to include more of the local employees in the overseas market. The above strategies will help the company to maintain sustainability in the overseas market, the training development process if executed in a proper way will help in increasing the productivity. References Ahmed, F., Akram, S. (2016). International Human Resource Management: Policies and Practices for Multinational Enterprises.South Asian Journal of Management,23(2), 154. Bakir, A., Blodgett, J. G., Vitell, S. J., Rose, G. M. (2015). A preliminary investigation of the reliability and validity of Hofstedes cross cultural dimensions. InProceedings of the 2000 Academy of Marketing Science (AMS) Annual Conference(pp. 226-232). Springer, Cham. Bonache, J., Zrraga-Oberty, C. (2017). The traditional approach to compensating global mobility: criticisms and alternatives.The International Journal of Human Resource Management,28(1), 149-169. Brewster, C., Houldsworth, E., Sparrow, P., Vernon, G. (2016).International human resource management. Kogan Page Publishers. Brindopke, F., Ly, S., Auslander, A., Sanchez-Lara, P., Magee, K., Magee, W. (2017). Training and Recruitment Strategies for Developing Sustainable, Global, Research Workforces in Low-Resource Settings: Perspectives From The International Family Study.Annals of Global Health,83(1), 25-26. Chan, A. W., Edwards, V. (2017). Webber, and Teacher Management in Japan: The Transformation of Educa-tional Systems (Routledge, 2016) with Dr Eva Huang and Professor Ying Zhu. Recent edited monographs include Trade Unions in Asia (Routledge, 2008) with Professor Ying Zhu, The Dynamics of Asian Labour Markets (Routledge, 2011) with Professor Ying Zhu, and Workforce Development and Skill Forma.Employers' Associations in Asia: Employer Collective Action. Freeman, R. (2017). Doubling the global workforce: the challenges of integrating Japan, India, and the former Soviet block into the world economy.Doubling the Global Work Force. Kang, H., Shen, J. (2017). International Reward and Compensation Policies and Practices. InInternational Human Resource Management in South Korean Multinational Enterprises(pp. 141-165). Springer Singapore. Kang, H., Shen, J. (2017). International Training and Development Policies and Practices. InInternational Human Resource Management in South Korean Multinational Enterprises(pp. 85-112). Springer Singapore. Mann, S. (2016). Training and Development. InThe Research Interview(pp. 255-281). Palgrave Macmillan UK. Mazaheri, E., Richard, M. O., Laroche, M., Ueltschy, L. C. (2014). The influence of culture, emotions, intangibility, and atmospheric cues on online behavior.Journal of Business Research,67(3), 253-259. Mazanec, J. A., Crotts, J. C., Gursoy, D., Lu, L. (2015). Homogeneity versus heterogeneity of cultural values: An item-response theoretical approach applying Hofstede's cultural dimensions in a single nation.Tourism Management,48, 299-304. Phillips, J. M., Gully, S. M. (2015).Strategic staffing. Pearson. Rees, G., Smith, P. (Eds.). (2017).Strategic human resource management: An international perspective. Sage. Salt, J., Wood, P. (2014). Staffing UK university campuses overseas: Lessons from MNE practice.Journal of Studies in International Education,18(1), 84-97. Sparrow, P., Brewster, C., Chung, C. (2016).Globalizing human resource management. Routledge.

Report on Leadership

Leadership is a human art driven by inner values to influence the accomplishment of an action using the capacity available from one’s skills and training. Stephen Lewis has exhibited actions of a leader from the details of his work in Africa.Advertising We will write a custom report sample on Report on Leadership specifically for you for only $16.05 $11/page Learn More His experience appreciates remarkable leaders who had the guts to stand out and act in the correct way irrespective of the whole community perspective of the issue. It is their stubborn insistence on good governance that is impartial and representative that has earned world renowned leaders like Lewis international acclaim and fame. This paper discusses this and other leaders and the various aspects of their leaderships that have separated them in history as eccentric and leaders of repute. Stephen Lewis is a leader. His works are coroneted because of his tenure in the various inter national organizations and they further stretch even after he leaves the positions he still pursues his humanitarian activism. His previous big international positions notwithstanding, he reaches out to the HIV/AIDS patients in the developing countries and initiates activities through his foundation to help the victims. Former US president is also a leader. He exercised leadership when he stood out as a president; when pharmaceuticals were unwilling to reduce their drug prices to India, he showed great leadership when he negotiated for the same quality content drugs at cheaper prices to be availed and traded between the countries. It was such a remarkable action that its impact has been felt today: some drug for HIV/AIDS go close to free. Another remarkable leader is Sophie Klocby who leads a group of HIV/AIDS women. She takes the initiative, and defies all odds such as even though she struggled with HIV, she continued to lead a demonstration against their King of Makmoha who was ac ting against the requirements of his people. Doctor Danie Makweg is also a confident and compassionate leader. He offers to treat the women reproductive tract in his country Congo, and specializes in those cases where the women have been brutally injured. Most of these women are the ones that have been raped shot or mutilated and he has the determination to attempt to restore their dignity, respect and health. These are remarkable leaders who have exhibited confidence to pursue what they want even beyond their capacity. They have a drive that propels them in what they do and nobody can dare stop; justifiably earning themselves such descriptive names as ‘dare devil’ leaders who will not be cowed by anything. They have a winning spirit in spite of how low or insignificant one may see them. They are those people who are immune to discrimination and exceed people’s expectations.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More They deserve to be called leaders because of their friendliness and a desire to do well. However, trying to deter them from their pursuit and perspective does not mean they will never resist, they will ever resist. For example President Bill Clinton is a celebrated leader in the United States, but once he saw his nation suffering in sickness because they were unable to afford the drugs, he went ahead and negotiated for quality ones at cheaper prices. These leaders are compassionate and selflessness. They are driven not by their own desires but of the community as a whole. They are all inclined to humanitarian activism and therefore they have high integrity and self-respect. They are open to ideas from any level and their value of life is beyond race, gender or status but equality for human life. All of these leaders exhibit common leadership qualities and perspectives. They all have a vision, which results into a mission that the y pursue with dedication. Their vision keeps them alive in the hope of inspiring their subjects into greater achievement and self realization of their potentials. In addition to caring for the less fortunate and disadvantaged in the society, these leaders all portray a sense of magnanimity and have a sense of humor as captured in Steve Lewis’ intriguing speech. This report on Report on Leadership was written and submitted by user Evangeline Z. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.