In this article, we will explore the seven elements of McKinsey 7S Model in detail and learn how it can be used to improve performance or manage change in organizations. Also, we provide an example that you can use to apply the model in companies. Ms. Rutuja Pravinkumar Jadhav | Tejaswini Raju Kande | Naziya Moulali Sayyad "An Example of Reviewing Your Marketing Capabilities using the Mckinsey 7S Framework" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49945.pdf Paper URL: https://www.ijtsrd.com/pharmacy/analytical-chemistry/49945/an-example-of-reviewing-your-marketing-capabilities-using-the-mckinsey-7s-framework/ms-rutuja-pravinkumar-jadhav
The McKinsey 7-S model is a useful tool that can be used to diagnose and solve organizational problems. It depicts an organization as a
collection of seven interconnected elements: structure, strategy,
systems, staff, skills, style and shared values. By considering how
each of these elements impacts on the others, it is possible to take a
holistic approach to organizational change.
Mckinsey 7's model is required today in each business to bring any change in the organisation and according to Mckinsey there are 7 S important for the organisation i.e. structure, system, style, strategy , skills , shared values and staff.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
The McKinsey 7-S model is a useful tool that can be used to diagnose and solve organizational problems. It depicts an organization as a
collection of seven interconnected elements: structure, strategy,
systems, staff, skills, style and shared values. By considering how
each of these elements impacts on the others, it is possible to take a
holistic approach to organizational change.
Mckinsey 7's model is required today in each business to bring any change in the organisation and according to Mckinsey there are 7 S important for the organisation i.e. structure, system, style, strategy , skills , shared values and staff.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.
Effectiveness of knowledge management depends on how knowledge management process are aligned with an organizations infrastructure and processes that supports the achievement of organizations goals. To understand and represent relationships a simple list of elements and process is scanty, we need a holistic framework where all are integrated into a dynamic framework. The proposed framework is particularly focused on dividing the identified organizational building blocks into their constituent elements along both time and content dimensions to define characteristics of these elements, and it also define the relationships between the organizations to form a social ecology in which people effectively create share and use knowledge in business management. In this way, the developed framework can assist management to understand the true nature of the relationship that exist between an organization and knowledge management process, and exploit them for an organizations success.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
‘Six Sigma Technique’ A Journey Through its Implementationijtsrd
The manufacturing industries all over the world are facing tough challenges for growth, development and sustainability in today’s competitive environment. They have to achieve apex position by adapting with the global competitive environment by delivering goods and services at low cost, prime quality and better price to increase wealth and consumer satisfaction. Cost Management ensures profit, growth and sustainability of the business with implementation of Continuous Improvement Technique like Six Sigma. This leads to optimize Business performance. The method drives for customer satisfaction, low variation, reduction in waste and cycle time resulting into a competitive advantage over other industries which did not implement it. The main objective of this paper ‘Six Sigma Technique A Journey Through Its Implementation’ is to conceptualize the effectiveness of Six Sigma Technique through the journey of its implementation. Aditi Sunilkumar Ghosalkar "‘Six Sigma Technique’: A Journey Through its Implementation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64546.pdf Paper Url: https://www.ijtsrd.com/other-scientific-research-area/other/64546/‘six-sigma-technique’-a-journey-through-its-implementation/aditi-sunilkumar-ghosalkar
Edge Computing in Space Enhancing Data Processing and Communication for Space...ijtsrd
Edge computing, a paradigm that involves processing data closer to its source, has gained significant attention for its potential to revolutionize data processing and communication in space missions. With the increasing complexity and data volume generated by modern space missions, traditional centralized computing approaches face challenges related to latency, bandwidth, and security. Edge computing in space, involving on board processing and analysis of data, offers promising solutions to these challenges. This paper explores the concept of edge computing in space, its benefits, applications, and future prospects in enhancing space missions. Manish Verma "Edge Computing in Space: Enhancing Data Processing and Communication for Space Missions" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64541.pdf Paper Url: https://www.ijtsrd.com/computer-science/artificial-intelligence/64541/edge-computing-in-space-enhancing-data-processing-and-communication-for-space-missions/manish-verma
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The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.
Effectiveness of knowledge management depends on how knowledge management process are aligned with an organizations infrastructure and processes that supports the achievement of organizations goals. To understand and represent relationships a simple list of elements and process is scanty, we need a holistic framework where all are integrated into a dynamic framework. The proposed framework is particularly focused on dividing the identified organizational building blocks into their constituent elements along both time and content dimensions to define characteristics of these elements, and it also define the relationships between the organizations to form a social ecology in which people effectively create share and use knowledge in business management. In this way, the developed framework can assist management to understand the true nature of the relationship that exist between an organization and knowledge management process, and exploit them for an organizations success.
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The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
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The manufacturing industries all over the world are facing tough challenges for growth, development and sustainability in today’s competitive environment. They have to achieve apex position by adapting with the global competitive environment by delivering goods and services at low cost, prime quality and better price to increase wealth and consumer satisfaction. Cost Management ensures profit, growth and sustainability of the business with implementation of Continuous Improvement Technique like Six Sigma. This leads to optimize Business performance. The method drives for customer satisfaction, low variation, reduction in waste and cycle time resulting into a competitive advantage over other industries which did not implement it. The main objective of this paper ‘Six Sigma Technique A Journey Through Its Implementation’ is to conceptualize the effectiveness of Six Sigma Technique through the journey of its implementation. Aditi Sunilkumar Ghosalkar "‘Six Sigma Technique’: A Journey Through its Implementation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64546.pdf Paper Url: https://www.ijtsrd.com/other-scientific-research-area/other/64546/‘six-sigma-technique’-a-journey-through-its-implementation/aditi-sunilkumar-ghosalkar
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Edge computing, a paradigm that involves processing data closer to its source, has gained significant attention for its potential to revolutionize data processing and communication in space missions. With the increasing complexity and data volume generated by modern space missions, traditional centralized computing approaches face challenges related to latency, bandwidth, and security. Edge computing in space, involving on board processing and analysis of data, offers promising solutions to these challenges. This paper explores the concept of edge computing in space, its benefits, applications, and future prospects in enhancing space missions. Manish Verma "Edge Computing in Space: Enhancing Data Processing and Communication for Space Missions" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64541.pdf Paper Url: https://www.ijtsrd.com/computer-science/artificial-intelligence/64541/edge-computing-in-space-enhancing-data-processing-and-communication-for-space-missions/manish-verma
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“One Language sets you in a corridor for life. Two languages open every door along the way” Frank Smith English as a foreign language or as a second language has been ruling in India since the period of Lord Macaulay. But the question is how much we teach or learn English properly in our culture. Is there any scope to use English as a language rather than a subject How much we learn or teach English without any interference of mother language specially in the classroom teaching learning scenario in West Bengal By considering all these issues the researcher has attempted in this article to focus on the effective teaching learning process comparing to other traditional strategies in the field of English curriculum at the secondary level to investigate whether they fulfill the present teaching learning requirements or not by examining the validity of the present curriculum of English. The purpose of this study is to focus on the effectiveness of the systematic, scientific, sequential and logical transaction of the course between the teachers and the learners in the perspective of the 5Es programme that is engage, explore, explain, extend and evaluate. Sanchali Mondal | Santinath Sarkar "A Study on the Effective Teaching Learning Process in English Curriculum at the Secondary Level of West Bengal" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd62412.pdf Paper Url: https://www.ijtsrd.com/humanities-and-the-arts/education/62412/a-study-on-the-effective-teaching-learning-process-in-english-curriculum-at-the-secondary-level-of-west-bengal/sanchali-mondal
The Role of Mentoring and Its Influence on the Effectiveness of the Teaching ...ijtsrd
This paper reports on a study which was conducted to investigate the role of mentoring and its influence on the effectiveness of the teaching of Physics in secondary schools in the South West Region of Cameroon. The study adopted the convergent parallel mixed methods design, focusing on respondents in secondary schools in the South West Region of Cameroon. Both quantitative and qualitative data were collected, analysed separately, and the results were compared to see if the findings confirm or disconfirm each other. The quantitative analysis found that majority of the respondents 72 of Physics teachers affirmed that they had more experienced colleagues as mentors to help build their confidence, improve their teaching, and help them improve their effectiveness and efficiency in guiding learners’ achievements. Only 28 of the respondents disagreed with these statements. With majority respondents 72 agreeing with the statements, it implies that in most secondary schools, experienced Physics teachers act as mentors to build teachers’ confidence in teaching and improving students’ learning. The interview qualitative data analysis summarized how secondary school Principals use meetings with mentors and mentees to promote mentorship in the school milieu. This has helped strengthen teachers’ classroom practices in secondary schools in the South West Region of Cameroon. With the results confirming each other, the study recommends that mentoring should focus on helping teachers employ social interactions and instructional practices feedback and clarity in teaching that have direct measurable impact on students’ learning achievements. Andrew Ngeim Sumba | Frederick Ebot Ashu | Peter Agborbechem Tambi "The Role of Mentoring and Its Influence on the Effectiveness of the Teaching of Physics in Secondary Schools in the South West Region of Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64524.pdf Paper Url: https://www.ijtsrd.com/management/management-development/64524/the-role-of-mentoring-and-its-influence-on-the-effectiveness-of-the-teaching-of-physics-in-secondary-schools-in-the-south-west-region-of-cameroon/andrew-ngeim-sumba
Design Simulation and Hardware Construction of an Arduino Microcontroller Bas...ijtsrd
This study primarily focuses on the design of a high side buck converter using an Arduino microcontroller. The converter is specifically intended for use in DC DC applications, particularly in standalone solar PV systems where the PV output voltage exceeds the load or battery voltage. To evaluate the performance of the converter, simulation experiments are conducted using Proteus Software. These simulations provide insights into the input and output voltages, currents, powers, and efficiency under different state of charge SoC conditions of a 12V,70Ah rechargeable lead acid battery. Additionally, the hardware design of the converter is implemented, and practical data is collected through operation, monitoring, and recording. By comparing the simulation results with the practical results, the efficiency and performance of the designed converter are assessed. The findings indicate that while the buck converter is suitable for practical use in standalone PV systems, its efficiency is compromised due to a lower output current. Chan Myae Aung | Dr. Ei Mon "Design Simulation and Hardware Construction of an Arduino-Microcontroller Based DC-DC High-Side Buck Converter for Standalone PV System" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64518.pdf Paper Url: https://www.ijtsrd.com/engineering/mechanical-engineering/64518/design-simulation-and-hardware-construction-of-an-arduinomicrocontroller-based-dcdc-highside-buck-converter-for-standalone-pv-system/chan-myae-aung
Sustainable Energy by Paul A. Adekunte | Matthew N. O. Sadiku | Janet O. Sadikuijtsrd
Energy becomes sustainable if it meets the needs of the present without compromising the ability of future generations to meet their own needs. Some of the definitions of sustainable energy include the considerations of environmental aspects such as greenhouse gas emissions, social, and economic aspects such as energy poverty. Generally far more sustainable than fossil fuel are renewable energy sources such as wind, hydroelectric power, solar, and geothermal energy sources. Worthy of note is that some renewable energy projects, like the clearing of forests to produce biofuels, can cause severe environmental damage. The sustainability of nuclear power which is a low carbon source is highly debated because of concerns about radioactive waste, nuclear proliferation, and accidents. The switching from coal to natural gas has environmental benefits, including a lower climate impact, but could lead to delay in switching to more sustainable options. “Carbon capture and storage” can be built into power plants to remove the carbon dioxide CO2 emissions, but this technology is expensive and has rarely been implemented. Leading non renewable energy sources around the world is fossil fuels, coal, petroleum, and natural gas. Nuclear energy is usually considered another non renewable energy source, although nuclear energy itself is a renewable energy source, but the material used in nuclear power plants is not. The paper addresses the issue of sustainable energy, its attendant benefits to the future generation, and humanity in general. Paul A. Adekunte | Matthew N. O. Sadiku | Janet O. Sadiku "Sustainable Energy" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64534.pdf Paper Url: https://www.ijtsrd.com/engineering/electrical-engineering/64534/sustainable-energy/paul-a-adekunte
Concepts for Sudan Survey Act Implementations Executive Regulations and Stand...ijtsrd
This paper aims to outline the executive regulations, survey standards, and specifications required for the implementation of the Sudan Survey Act, and for regulating and organizing all surveying work activities in Sudan. The act has been discussed for more than 5 years. The Land Survey Act was initiated by the Sudan Survey Authority and all official legislations were headed by the Sudan Ministry of Justice till it was issued in 2022. The paper presents conceptual guidelines to be used for the Survey Act implementation and to regulate the survey work practice, standardizing the field surveys, processing, quality control, procedures, and the processes related to survey work carried out by the stakeholders and relevant authorities in Sudan. The conceptual guidelines are meant to improve the quality and harmonization of geospatial data and to aid decision making processes as well as geospatial information systems. The established comprehensive executive regulations will govern and regulate the implementation of the Sudan Survey Geomatics Act in all surveying and mapping practices undertaken by the Sudan Survey Authority SSA and state local survey departments for public or private sector organizations. The targeted standards and specifications include the reference frame, projection, coordinate systems, and the guidelines and specifications that must be followed in the field of survey work, processes, and mapping products. In the last few decades, there has been a growing awareness of the importance of geomatics activities and measurements on the Earths surface in space and time, together with observing and mapping the changes. In such cases, data must be captured promptly, standardized, and obtained with more accuracy and specified in much detail. The paper will also highlight the current situation in Sudan, the degree to which survey standards are used, the problems encountered, and the errors that arise from not using the standards and survey specifications. Kamal A. A. Sami "Concepts for Sudan Survey Act Implementations - Executive Regulations and Standards" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd63484.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/63484/concepts-for-sudan-survey-act-implementations--executive-regulations-and-standards/kamal-a-a-sami
Towards the Implementation of the Sudan Interpolated Geoid Model Khartoum Sta...ijtsrd
The discussions between ellipsoid and geoid have invoked many researchers during the recent decades, especially during the GNSS technology era, which had witnessed a great deal of development but still geoid undulation requires more investigations. To figure out a solution for Sudans local geoid, this research has tried to intake the possibility of determining the geoid model by following two approaches, gravimetric and geometrical geoid model determination, by making use of GNSS leveling benchmarks at Khartoum state. The Benchmarks are well distributed in the study area, in which, the horizontal coordinates and the height above the ellipsoid have been observed by GNSS while orthometric heights were carried out using precise leveling. The Global Geopotential Model GGM represented in EGM2008 has been exploited to figure out the geoid undulation at the benchmarks in the study area. This is followed by a fitting process, that has been done to suit the geoid undulation data which has been computed using GNSS leveling data and geoid undulation inspired by the EGM2008. Two geoid surfaces were created after the fitting process to ensure that they are identical and both of them could be counted for getting the same geoid undulation with an acceptable accuracy. In this respect, statistical operation played an important role in ensuring the consistency and integrity of the model by applying cross validation techniques splitting the data into training and testing datasets for building the geoid model and testing its eligibility. The geometrical solution for geoid undulation computation has been utilized by applying straightforward equations that facilitate the calculation of the geoid undulation directly through applying statistical techniques for the GNSS leveling data of the study area to get the common equation parameters values that could be utilized to calculate geoid undulation of any position in the study area within the claimed accuracy. Both systems were checked and proved eligible to be used within the study area with acceptable accuracy which may contribute to solving the geoid undulation problem in the Khartoum area, and be further generalized to determine the geoid model over the entire country, and this could be considered in the future, for regional and continental geoid model. Ahmed M. A. Mohammed. | Kamal A. A. Sami "Towards the Implementation of the Sudan Interpolated Geoid Model (Khartoum State Case Study)" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd63483.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/63483/towards-the-implementation-of-the-sudan-interpolated-geoid-model-khartoum-state-case-study/ahmed-m-a-mohammed
Activating Geospatial Information for Sudans Sustainable Investment Mapijtsrd
Sudan is witnessing an acceleration in the processes of development and transformation in the performance of government institutions to raise the productivity and investment efficiency of the government sector. The development plans and investment opportunities have focused on achieving national goals in various sectors. This paper aims to illuminate the path to the future and provide geospatial data and information to develop the investment climate and environment for all sized businesses, and to bridge the development gap between the Sudan states. The Sudan Survey Authority SSA is the main advisor to the Sudan Government in conducting surveying, mappings, designing, and developing systems related to geospatial data and information. In recent years, SSA made a strategic partnership with the Ministry of Investment to activate Geospatial Information for Sudans Sustainable Investment and in particular, for the preparation and implementation of the Sudan investment map, based on the directives and objectives of the Ministry of Investment MI in Sudan. This paper comes within the framework of activating the efforts of the Ministry of Investment to develop technical investment services by applying techniques adopted by the Ministry and its strategic partners for advancing investment processes in the country. Kamal A. A. Sami "Activating Geospatial Information for Sudan's Sustainable Investment Map" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd63482.pdf Paper Url: https://www.ijtsrd.com/engineering/information-technology/63482/activating-geospatial-information-for-sudans-sustainable-investment-map/kamal-a-a-sami
Educational Unity Embracing Diversity for a Stronger Societyijtsrd
In a rapidly changing global landscape, the importance of education as a unifying force cannot be overstated. This paper explores the crucial role of educational unity in fostering a stronger and more inclusive society through the embrace of diversity. By examining the benefits of diverse learning environments, the paper aims to highlight the positive impact on societal strength. The discussion encompasses various dimensions, from curriculum design to classroom dynamics, and emphasizes the need for educational institutions to become catalysts for unity in diversity. It highlights the need for a paradigm shift in educational policies, curricula, and pedagogical approaches to ensure that they are reflective of the diverse fabric of society. This paper also addresses the challenges associated with implementing inclusive educational practices and offers practical strategies for overcoming barriers. It advocates for collaborative efforts between educational institutions, policymakers, and communities to create a supportive ecosystem that promotes diversity and unity. Mr. Amit Adhikari | Madhumita Teli | Gopal Adhikari "Educational Unity: Embracing Diversity for a Stronger Society" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64525.pdf Paper Url: https://www.ijtsrd.com/humanities-and-the-arts/education/64525/educational-unity-embracing-diversity-for-a-stronger-society/mr-amit-adhikari
Integration of Indian Indigenous Knowledge System in Management Prospects and...ijtsrd
The diversity of indigenous knowledge systems in India is vast and can vary significantly between different communities and regions. Preserving and respecting these knowledge systems is crucial for maintaining cultural heritage, promoting sustainable practices, and fostering cross cultural understanding. In this paper, an overview of the prospects and challenges associated with incorporating Indian indigenous knowledge into management is explored. It is found that IIKS helps in management in many areas like sustainable development, tourism, food security, natural resource management, cultural preservation and innovation, etc. However, IIKS integration with management faces some challenges in the form of a lack of documentation, cultural sensitivity, language barriers legal framework, etc. Savita Lathwal "Integration of Indian Indigenous Knowledge System in Management: Prospects and Challenges" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd63500.pdf Paper Url: https://www.ijtsrd.com/management/accounting-and-finance/63500/integration-of-indian-indigenous-knowledge-system-in-management-prospects-and-challenges/savita-lathwal
DeepMask Transforming Face Mask Identification for Better Pandemic Control in...ijtsrd
The COVID 19 pandemic has highlighted the crucial need of preventive measures, with widespread use of face masks being a key method for slowing the viruss spread. This research investigates face mask identification using deep learning as a technological solution to be reducing the risk of coronavirus transmission. The proposed method uses state of the art convolutional neural networks CNNs and transfer learning to automatically recognize persons who are not wearing masks in a variety of circumstances. We discuss how this strategy improves public health and safety by providing an efficient manner of enforcing mask wearing standards. The report also discusses the obstacles, ethical concerns, and prospective applications of face mask detection systems in the ongoing fight against the pandemic. Dilip Kumar Sharma | Aaditya Yadav "DeepMask: Transforming Face Mask Identification for Better Pandemic Control in the COVID-19 Era" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd64522.pdf Paper Url: https://www.ijtsrd.com/engineering/electronics-and-communication-engineering/64522/deepmask-transforming-face-mask-identification-for-better-pandemic-control-in-the-covid19-era/dilip-kumar-sharma
Streamlining Data Collection eCRF Design and Machine Learningijtsrd
Efficient and accurate data collection is paramount in clinical trials, and the design of Electronic Case Report Forms eCRFs plays a pivotal role in streamlining this process. This paper explores the integration of machine learning techniques in the design and implementation of eCRFs to enhance data collection efficiency. We delve into the synergies between eCRF design principles and machine learning algorithms, aiming to optimize data quality, reduce errors, and expedite the overall data collection process. The application of machine learning in eCRF design brings forth innovative approaches to data validation, anomaly detection, and real time adaptability. This paper discusses the benefits, challenges, and future prospects of leveraging machine learning in eCRF design for streamlined and advanced data collection in clinical trials. Dhanalakshmi D | Vijaya Lakshmi Kannareddy "Streamlining Data Collection: eCRF Design and Machine Learning" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-1 , February 2024, URL: https://www.ijtsrd.com/papers/ijtsrd63515.pdf Paper Url: https://www.ijtsrd.com/biological-science/biotechnology/63515/streamlining-data-collection-ecrf-design-and-machine-learning/dhanalakshmi-d
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
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Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Biological screening of herbal drugs: Introduction and Need for
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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Hard Elements
Hard elements are easy to identify and describe. They are the foundation of any organization and can be used to
describe its management structure, processes, and objectives. They tend to be recorded and referenced in
corporate documents like statements, strategy reports and organizational charts.2
The following elements are the
hard elements in an organization:
1. Strategy
2. Structure
3. Systems
Strategy: It is the plan devised to maintain and build competitive advantage over the competition.1
The plan an
organization must achieve its objectives. This is a dynamic element, in that it changes all the time in response to
outside factors like competition, demand and technological innovations.2
Structure: The way the organization the organization is structured and who respect to whom.1
The way in which
an organization’s activities are managed. In small businesses, this might be a traditional hierarchy. In larger
organizations, this is more likely to be a divisional or matrix structure, where different managers have varying
areas of responsibility.2
Systems: The daily activities and procedures that staff members engage in to get the job done.1
The processes an
organization has in place. This includes information systems, as well as financial procedures, legal policy, risk
assessment, health, and safety, pay and benefits. In short, all the systems that direct organizational activity.2
Soft Elements
The soft elements are often difficult to identify, and constantly evolve. It can be hard to put them into words and
they sometimes overlap with one another. However, they are no less important to an organization undergoing a
period of change.2
The following elements are the soft elements in an organization:
1. Shared Values
2. Style
3. Staff
4. Skills
Shared Values: When the model was first developed, these are the core values of the companythat are evidence
in the corporate culture and the general work ethic.1
The guiding principles that direct the organization’s
behavior. These were originally referred to as ‘super ordinate goals’ and are often unwritten. Examples of shared
values might include great customer service, constant innovation, or honesty.
Style: The style of leadership adopted i.e., democratic or authoritian. The organizational culture usually
described as ‘the way things are done around here’. This also includes individual management and leadership
styles.2
Staff: The employees and their general capabilities. This may include factors such as knowledge and attitude of
employees.1
The people in the organization, their talents, and the way they are developed.2
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Skills: This is the actual skill and competencies of the employees working in the company.1
The competencies
and capabilities of the organization and its people.2
Checklist Questions for the McKinsey 7-S Framework
The following questions are a starting point for exploring your situation in terms of the 7-S framework. Use
them to analyze your current situation first, and then repeat the exercise for your proposed situation.
Strategy
What is the objective of your company strategy?
How do you use your resources and capabilities to achieve that?
What makes you stand out from your competitors?
How do you compete in the market?
How do you plan to adapt in the face of changing market conditions?4
Structure
1. What is your organizational structure?
2. Who makes the decisions? Who reports to whom?
3. Is decision-making centralized or decentralized?
4. How do the employees align themselves to the strategy?
5. How is information shared across the organization?4
Systems
What are the primary processes and systems of the organization?
What are the system controls and where are they?
How do you track progress?
What are the processes and rules the team sticks with to keep on track?4
Skills
1. What are the core competencies of the organization? Are these skills sufficiently available?
2. Are there any skill gaps?
3. Are the employees aptly skilled to do their job?
4. What do you do to monitor, evaluate, and improve skills?
5. What is it that the company is known for doing well?4
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Staff
1. How many employees are there?
2. What are the current staffing requirements?
3. Are there any gaps in the required resources?
4. What needs to be done to address them?4
Style
1. What is the management style like?
2. How do the employees respond to this style?
3. Are employees competitive, collaborative, or cooperative?
4. What kind of tasks, behaviors, and deliverables does the leadership reward?
5. What kind of teams are there in the organization? Are there real teams or are they just nominal groups?4
Shared Values
1. What are the mission and vision of the organization?
2. What are your ideal and real values?
3. What is the core valuing the organization was founded upon?
4. How does the company incorporate these values in daily life?4
McKinsey Change Management Model Advantages:
It Can Be Applied Widely
The flexibility of the 7S model McKinsey promotes is one of its biggest strengths. It can be applied whether you
are going through change or to help identify weaknesses and opportunities in your organization.
It Takes a Holistic View
The framework by McKinsey is unique in that it focuses on harmony and balance within your organization. It
helps companies to identify areas they may not see as connected and view them holistically when it comes to
change.
People & Processes are Included
Some change management models focus heavily on people, and others focus more on processes. The McKinsey
change management model includes both, ensuring both the human and technical elements of change
management are kept in focus.5
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McKinsey Change Management Model Disadvantages:
There is No Roadmap to Follow
A big drawback with the McKinsey 7S model example is that it does not give you steps or any roadmap to
follow for a change management program. It is more of a general method to ensure your organizational elements
are in balance.
It Can Be Tedious for Change Management
If you must check every step of your change management process across each of the 7 Ss in the McKinsey 7S
model, you will hardly have time to do anything else. Unless you have a small company and project, it can be
tedious to use for change management planning.
It is Better as a Gauge Than a Strategy
The McKinsey 7S example is better when used as a gauge at the beginning and end of a change management
project to ensure alignment of the 7S areas of your organization. Using a different change management tool or
model makes more sense for your actual change strategy and planning.5
The 7S model can be used to:
Review the effectiveness of an organization in its marketing operations.
Determine how to best realign an organization to support a new strategic direction.
Assess the changes needed to support digital transformation of an organization.7
Using the tool
As we pointed out earlier, the McKinsey 7s framework is often used when organizational design and
effectiveness are at question. It is easy to understand the model but much harder to apply it for your organization
due to a common misunderstanding of what should a well-aligned element be like.
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We provide the following steps that should help you
to apply this tool:
Step 1. Identify the areas that are not effectively
aligned
During the first step, your aim is to look at the 7S
elements and identify if they are effectively aligned
with each other. Normally, you should already be
aware of how 7 elements are aligned in your
company, but if you don’t you can use the checklist
from Whitt Blog to do that. After you’ve answered
the questions outlined there you should look for the
gaps, inconsistencies, and weaknesses between the
relationships of the elements. For example, you
designed the strategy that relies on quick product
introduction but the matrix structure with conflicting
relationships hinders that so there’s a conflict that
requires the change in strategy or structure.
Step 2. Determine the optimal organization design
With the help from top management, your second
step is to find out what effective organizational design
you want to achieve. By knowing the desired
alignment, you can set your goals and make the action
plans much easier. This step is not as straightforward
as identifying how seven areas are currently aligned
in your organization for a few reasons. First, you need
to find the best optimal alignment, which is not
known to you at the moment, so it requires more than
answering the questions or collecting data. Second,
there are no templates or predetermined
organizational designs that you could use, and you’ll
have to do a lot of research or benchmarking to find
out how other similar organizations coped with
organizational change or what organizational designs
they are using.
Step 3. Decide where and what changes should be
made
This is basically your action plan, which will detail
the areas you want to realign and how would you like
to do that. If you find that your firm’s structure and
management style are not aligned with company’s
values, you should decide how to reorganize the
reporting relationships and which top managers
should the company let go or how to influence them
to change their management style so the company
could work more effectively.
Step 4. Make the necessary changes
The implementation is the most important stage in
any process, change or analysis and only the well-
implemented changes have positive effects.
Therefore, you should find the people in your
company or hire consultants that are the best suited to
implement the changes.
Step 5. Continuously review the 7s
The seven elements: strategy, structure, systems,
skills, staff, style, and values are dynamic and change
constantly. A change in one element always has
effects on the other elements and requires
implementing new organizational design. Thus,
continuous review of each area is very important.
Examples of the McKinsey 7s Model in Action
The practical applications of this model including
both the failure & success of organizational change
projects can be seen by studying the following
corporate examples:6
1. Nokia
From initially being a mobile phone industrypioneer,
to drastically losing market share, and finally getting
acquired by Microsoft, Nokia’s journey of change
failure can be explained using the 7-S framework.6
Strategy: Nokia faced a dilemma and had to optimize
costs and volume, enhance performance, and
maximize security. Nokia opted for a cost-leadership
approach and failed miserably on its innovation and
performance fronts. 6
Structure: Nokia had a top-down line of hierarchy
where employees were working in silos with limited
communication. To compete with the likes of Apple,
Nokia should have opted for an agile and
decentralized structure, along with a collaborative
approach.6
Systems: Nokia considered agility and being nimble
as its key competitive advantages. With a skilled
workforce, Nokia was able to innovate its products
and increase operational efficiency.6
Skills: Nokia had a pool of highly skilled engineers
and initially designed highly efficient mobile phones.
There was not any skill gap weighing them down.6
Staff: During 2007-2010, Nokia surprisingly
removed the CTO position from top management,
leading to extremely high attrition rates. New hires
were not properly skilled, to begin with, causing the
downfall of Nokia as a cutting-edge brand.6
Style: Due to the low technical competence of
leaders, employee morale was low. Instead of
bringing in people with the right backgrounds to
further company innovation and growth., Nokia
needed transformational change leadership to help
with technological advancement and cutting-edge
designs.6
Shared Values: The core values of the company
enabling business performance were Respect,
Achievement, Renewal, Challenge.6
7. International Journal of Trend in Scientific Research and Development @ www.ijtsrd.com eISSN: 2456-6470
@ IJTSRD | Unique Paper ID – IJTSRD49945 | Volume – 6 | Issue – 4 | May-June 2022 Page 97
2. McDonald’s
Here is how the fast-food giant leverages McKinsey’s
7-S model for driving organizational change:
Strategy: McDonald is gained a significant market
share through its cost-leadership approach.
Additionally, it sets clear SMART goals to achieve
the long-term and short-term vision.6
Structure: Unlike other multinational corporations
(MNCs) with complex hierarchical structures,
McDonald is has a flat structure where a store
manager manages its employees. Employees work as
a close-knit team and have easy access to the senior
management if required. 6
Systems: McDonald’s is known for constantly
innovating to reduce the wait time and make its entire
production and supply chain more efficient – such as
its new McDonalds app and self-ordering kiosks.6
Shared Values: McDonald’s aims to have a high
level of integrity, serve a wide range of customers,
hire employees from different backgrounds,
encourage teamwork, and finally, give some profits
back to the community with its core values: Serve,
Inclusion, Integrity, Community, and Family.6
Style: McDonald’s leverages a participative
leadership style where seniors engage with employees
at different levels to seek their feedback to improve
operations and resolve conflicts.6
Staff: With over 210,000 employees, McDonald’s is
one of the largest employers in the world. It believes
in the concept of diversity and works towards
employee satisfaction.6
Skills: McDonald’s regularly trains its employees to
provide an unparalleled customer experience and
handle objections.6
Conclusion
The McKinsey 7S model is a useful tool that can be
used to diagnose and solve organizational problems.
The purpose of this tool is to emphasis that changing
one aspect of an organization will impact upon the
others. In a truly effective organization, all seven
elements will operate towards the same goal. If a
change leader believes that their organization could
be more effective, they can use the framework to help
identify the elements that need to change. 2
Reference
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[2] Dr. Rageeb Usman, Dr. Bharat Jain, Rahul W.
Gawali, Snehal S. Abhang, A Textbook of
Quality Management System, S. Vikas and
Company Medical Publishers, Edition 2021.
[3] McKinsey 7S Model November 11, 2021,
Ovidijus Jurevicius
[4] McKinsey 7S Model Updated August 14,
2021, Amanda Athuraliya
[5] Authors: Ogbe Airiodion (Senior Change
Management Lead) and Francesca Crolley
(AGS Cloud Content Producer)
[6] The McKinsey 7-S Model Framework,
February 17, 2022, Priyanka Malik
[7] How to use the McKinsey 7S model in
marketing, By James Story, 17 February , 2020
[8] McKinsey 7S Model , By WILL KENTON ,
Updated August 14, 2021 , Fact checked , by
VIKKI VELASQUEZ
[9] Enduring Ideas: The 7S Framework, March 1,
2008, Lowell Bryan
[10] What is McKinsey’s 7S Change Management
Model and how to use it, Mert Aktas,
December 23, 2021
[11] Van Vliet, V. (2010). McKinsey 7S Framework.
Retrieved [insert date] from Tools Hero:
https://www.toolshero.com/strategy/mckinsey-
7s-framework/
[12] Coca-Cola & Mckinsey's 7 S framework,
Ruwan Weerasundara , Published Aug 26, 2021