Causation and Correlation Essay Example for Free

Causation and Correlation Essay Causation and Correlation Paper The topic I am going to pick is â€Å"Wealthy people are thin†. This could go both ways I am thinking. Wealthy people have the means to stay thin. They have money, resources, and the means to keep there health in check. If you’re poor or not wealthy you basically have to eat or cook what ever is cheap and some healthy foods are not cheap. For these reasons I think the correlation for this topic could be a good one or a bad one, it just depends on what your economic status is and what you can or can’t afford. I think if I had to pick one or the other out of causation and correlation I think this topic is more causation. The reasoning for my selection is that if you are wealthy you have more options to stay thin. So for this being wealthy can cause one to stay thin. Another reason why wealthy people are more able to stay thin over less wealthier people is because like I have mentioned food is expensive and the foods they might need to get you might have to travel or go to special stores. Another way this is causation is because wealthy people can also afford personal trainers or even a gym membership along with weight loss doctors to stay on track. For all these reasons they cause wealthier people to stay thin. Reference: Causation and Correlation in this weeks materials.

Critical Review of Undaunted Courage Essay -- essays research papers

Critical Review of Undaunted Courage Stephen Ambrose’s Undaunted Courage is a remarkable piece of nonfiction literature. His work is so thorough that one wonders how he has time to do much more. Yet he has created time in his life to go west and go camping and hiking and canoeing in the summers with his family. Which possibly shows that anything can be raw material to the open mind, for it was on those trips that he developed a great fascination with the Lewis and Clark expedition that explored the West when the country was twenty-five years old. Ambrose creates a precise and true story of the expedition in witch most readers would be enthralled. His style is smooth, readable and enjoyable, unlike many historical nonfiction of the day. Undaunted courage has succeeded and conveying the meaning of the book and the significance of Lewis and Clark’s expedition. Ambrose’s attraction to the west resulted in Undaunted Courage, a splendidly thorough, exciting description of a happening that has achieved infamous status. Very much like the expedition itself, the book is slow in the beginning, being worried with topics like family sayings and "begats" but after 40 to 50 pages o it takes off. The expedition started chiefly through the labors of President Thomas Jefferson. Amongst his chief objectives were to find an all-water route to the Pacific and to keep the West from seceding away under Aaron Burr. Being Jefferson, there was also the pure intellectual joy of discovery...

Strategic Operation Issues

STRATEGIC OPERATIONS ISSUES ASSIGNMENT TABLE OF FIGURES ABSTRACT5 PART A6 PART B8 PART C10 PART D11 PART E13 REFERENCE LIST15 ABSTRACT Company A is a global company and within it has several different business units, Company A , is a specialised service provider for the oil, gas and petrochemical industries throughout the world, this report focuses on Company A Tower Field Service Pty Ltd, located in Australia.Operations and process management are vital functions for the effective running of successful businesses, they need to be strategically planned and designed to prevent the loss of vital information, company standards as well as continually improve practises. These processes should be well documented and understood by all employees of the company. The loss or relocation of individuals should not have significant impact on company functioning. This report shows how strategic operations functions can be used to improve processes and therefore increase business effectiveness.Key co ncepts in strategic operations issues, such as process design and analysis, total quality management and resource planning and control need to be well documented for the system to remain effective and to meet long term strategic goals. PART A Describe the organisation and the problem briefly, but well enough for the assignment examiner to understand what the organisation does and its relevance to this assignment; Company A is a global company with many business units located around the world; Company A is itself a division of Company B.Company A have extensive knowledge of all types of vessel and tower internals. Company A are a specialist service provider supporting customer’s needs for all their internal equipment installation, shutdown, maintenance or revamp requirements in the petrochemical, and oil and gas industries all over the world. It is Company A’s strategy to strengthen its ability to supply installation and maintenance services to its customers geographica lly leading to recent acquisitions, Oceania merging with APA creating APAC.This has resulted in the relocation of key personnel, within the company, to run new locations, consequentially losing experience and day to day operational knowledge. Due to an ill documented management system this knowledge and experience was not captured in processes & procedures resulting in a gap in the operations of the business. This assignment focuses on Company A Pty Ltd, Australian Operations. PART B Briefly explain the background to this issue or problem by describing how it fits into the operations of the business.Its impact on the business could be demonstrated using a chart to show the functional relationships, and/or a process flow analysis to show how the operation or process that you are studying is integrated into the organisation; Company A’s work is varied and unpredictable, resulting in fluctuations and depressions in work frequency and volume (Figure 2. 0). Speed, cost and dependa bility are the important operational factors driving Company A’s market strategy in winning contracts. Whilst each project is different the process for quoting, receiving the contract and executing the job are essentially the same (Figure 3. ) . This process was held by a small number of experienced and long standing employees, when they were reallocated to run other locations, so was the knowledge of project, quoting requirements, Company A capabilities and experience. [pic] Figure 2. 0 – Shows the variation and volume in work load throughout any given year. Reference: Reporting Figures (2009, 2010, 2011) [pic] Figure 3. 0 – Process Flow chart of Company A enquiry through to Project Completion PART C Provide brief specific details of the operational issue, problem or process that needs to be addressed.For example, this might includes: †¢ Key objectives, success factors and performance of the issue in question †¢ Opportunities or implications for chang es to the process or techniques being used now †¢ Resource implications or constraints †¢ Technologies and/or manpower issues involved in the process etc. Company A’s core business revolves around winning contracts; these contracts are based upon man-hours that is, the time it would take to complete the scope of work provided by the client. Any deviation from the budgeted man-hours results in reduced profit margins, poor on time delivery, customer dissatisfaction and loss of reputation.Therefore it is vital when quoting for a project all quality, costs, man-hours and materials are factored in. The relocation of personnel and subsequent lose of experience and personnel knowledge outlined a gap between assumed knowledge and documented procedures, as whilst the process to quote and win projects was essentially the same, it was not well documented and new employees were unable to successfully quote for a project. This not only will affect Company A’s bottom line but will result in inconsistent quotations and impact on employee job satisfaction.This has brought forward the need for a documented, maintained and reviewed Quality Management System, whereby, procedures, standard documents and templates can be used which capture all associated costs, project, client and company requirements. PART D Analyse the problem using concepts covered in the appropriate part of this subject (this should be the major part of your work and your report). In analysing the problem, you should consider: the five main objectives of operations management; changes to performance or outcomes (such as quality, productivity etc. ; potential improvements relevant theory calculations where possible; and any information about the costs involved. As speed, cost and on time delivery are the key to being awarded contracts, high importance needs to be placed on these factors and would be where strategic planning would be focused. Whilst quality and flexibility play a signific ant role in Company A’s application, quality is usually fixed by the client as they know what they want achieved, as is flexibility, what they want and when they want it is usually not negotiable, especially as they are working to deadlines for their customers.The quotes that are presented to the client not only need to meet the operations objectives of cost and speed, but also dependability that is, is what they have quoted an accurate reflection of what can be practically achieved, have they over estimated the man-hours or underestimated the man hours? This is vital to get right as an overestimation results in an increased cost, making us less competitive, and therefore losing the contract. An underestimate would result in insufficient time to complete the project and the extra cost would be worn by Company A.Not only would cost be an issue, but that would affect our reputation as a specialist provider, decrease customer satisfaction and therefore be less considered by the client when submitting a quote next time. The number and variety of different manpower needed is based on specification of output as well as aggregated capacity that is the number of man hours is then used to calculate how many men/days it would take to complete the job based on a ten hour day. The data for estimating an enquiry has been developed over time, using past experience, company expectations and feedback from the contractors required to do the work.The man-hours required to complete standardised services have been established using the top down and bottom up approach, this knowledge however has not been transcribed to a standard document, in order for consistency in quotations, this should be developed. This will increase productivity, the time taken to complete the quotes and would also facilitate improvement. The structure of Company A having high variation in the demand for services, along with the volume and variety of when and where these services are executed makes c apacity management and scheduling difficult, thus reducing capacity (Slack et al, 2010).Being a highly variable business according to Slack et al, 2010, process variability results in simultaneous waiting and resource underutilisations, Company A has managed this capacity demand in off peak times of the year with only hiring a core set of permanent employees, responsible for key operational issues, such as planning, customer liaison and information integration. When a job is awarded short term contracts are issued to trades personnel to complete the core mechanics of the project, once the project is completed the personnel are terminated, thus preventing underutilisation of resources.This however brings with it another problem that is the availability of obtaining the competent personnel for that project and also the lack of consistency with staff working for Company A . The availability of staff, location of the project and type of work, needs to be factored into the resource plann ing and quoting for the client. As stated in Slack et al, 2010, resource planning, is concerned with managing allocation of resources and activities for process efficiency and effectiveness in satisfying customer demand. The implications are seen in the three main operations objectives that is quality, speed and cost.If there is insufficient man power available to complete the work, the job will run over time, resulting in cost of poor quality, and reputation with the client. This can also affect the quality of work conducted, as personnel could be stretched, or there may be insufficient trades to complete the job to quality requirements. The variety of different staff used, results again in loss of experience and knowledge in the work that we do, being a highly specialised service, it is important to maintain highly skilled individuals.This variety could impact on the man hours budgeted as you would have to account for learning new skills, other variables such as a work ethic, avai lability of resources etc†¦ The use of detailed work instructions, inductions or retention periods could be a viable solution. PART E Provide brief recommendations for improving the process including comparisons of your recommendations against the current system, and details of changes needed to correct the problem or improve the situation. You should include a rudimentary action plan or relevant time frame for implementation of your recommendations.Bear in mind that your recommendations should be potentially cost effective i. e. you must argue the changes from the point of view of their potential to improve cost, quality, output, productivity etc. In order to overcome the operational issue of loss of resources and valuable information, a well implemented quality management system, based on ISO 9001: 2008 should be implemented, with detailed work instructions, procedures and processes. The current system as it stands is inconsistent, highly variable and not well documented.Crea ting documented processes and procedures, consistency, application and ease of use will be beneficial to new/old employees with all assumed knowledge being captured and enable with succession planning. The implementation of a quality system would be a time consuming process involving a number of resources as the time to collate, document, review and approve procedures and processes would be lengthy. The application of designated individual would cut down the time needed to complete this project.The impacts of introducing a recognised Quality Management System such as ISO9001:2008 would be far more beneficial than the initial cost/time taken to implement it. Not only would quality of projects be increased, due to standardisation of the processes, but costs would be seen in the reduction of double handling and waste. As all facets of the company would be documented the knowledge of what is presented to the client would increase and therefore cost, time to complete projects, quality of quotations and time to complete these would be reduced.The continuous review process would also enable consistent improvements and company growth. (Figure 5. 0) Having an externally certified system, which is not a prerequisite for winning contracts with clients, would see us as a better candidate against other competitors without certification and could increase our chances of winning contracts. [pic] Figure 5. 0 – Integration of Quality Management System into Business operations. Reference. Company A IMS REFERENCE LIST Slack, N. , Chambers, S. , Johnston, R. and Betts, A. , 2009, Operations andProcess Management, 2nd ed, Prentice Hall Company A (2011), http://ctnet. Company A . com/desktopdefault. aspx, International Direct Contact Resources Business Unit Power Point, , April 2011 ———————– OFFER REJECTED – LOSS OF WORK PROJECT PLANNED PROJECT EXECUTED NO QUOTATION? SIGN CONTRACT CONTRACT REVIEW GENERATE PROPOSA L REVIEW OFFER RETURN TO CLIENT WITH A SUITABLE LETTER DECLINING QUOTATION ACCEPTANCE OF OFFER (CONTRACT) ACCEPTED ISSUE TO CLIENT REGISTER ENQUIRY AND QUOTE FOR JOB RECEIVED REQUEST TO BID FOR CONTRACT FROM CLIENT

Hurricane Pam

Hurricane Pam Every community is faced with natural and man-made hazards that can best be addressed ahead of time by planners working closely with emergency management personnel to mitigate the threat and prepare for post-disaster recovery. Hurricane Pam was a simulated storm in New Orleans used to evaluate potential losses, improve response plans, and provide better coordination between agencies proactively. Hurricane Pam brought sustained winds of 120 mph, up to 20 inches of rain in parts of southeast Louisiana and storm surge that topped levees in the New Orleans area.This area included 13 parishes in southeast Louisiana-Ascension, Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John, St. Tammany Tangipahoa, and Terrebonne. The storm caused more than one million residents to evacuate and destroyed 500,000-600,000 buildings. A rough average of 100,000 people did not evacuate before the storm hit due to poverty, illness, or lack of tr ansportation. Of the 100,000 that remained in the city, an estimated 25,000 to 100,000 would die.SLOSH (sea, lake, and overland surges from hurricanes) is used to identify the worst-case scenario of this storm by identifying the highest potential surges from this storm. SLOSH revealed that the levees would fail causing the city to flood and kill thousands due to drowning. These generalized assumptions caused emergency managers put their minds and resources into action to devise disaster response for areas such as search and rescue, medical care, sheltering, temporary housing, school restoration, and debris management.The debris team estimates that Hurricane Pam would result in 30 million cubic yards of debris and 237,000 cubic yards of hazardous waste. Landfills have been identified that have available storage space and disposal sites for hazardous waste have been located. In the event that Hurricane Pam resulted in more debris and hazardous waste transportation should also be ident ified and factored into the plan in case the initial plan is not adequate. Shelter is a main issue for the residents of New Orleans because of the impact of Hurricane Pam.The emergency management teams identified that about 1,000 shelters would be needed to house the residents displaced by the storm. About 784 shelters were secured, but 216 were still needed. Transportation and partnerships with other states should have been obtained to help secure the remaining shelters. Funding should have also been secured to help those relocate and possibly reside with family members in other states. The displaced residents would need to reside in temporary living arrangements for up to at least 100 days.Simulations would need to be done to identify the costs for housing the maximum amount of individuals in each shelter for 100 days. The emergency management team would need to meet with local, state, and federal government officials to identify ways to generate funding for these costs. For examp le, a hurricane tax or surcharge to help generate resources in the event of a disaster or partnering with companies like Walmart or Target and developing a partnership for supplies. Search and rescue efforts are the key component to saving the lives of the individuals that may beSearch and Rescue †¢ The search and rescue group developed a transportation plan for getting stranded residents out of harm's way. †¢ Planners identified lead and support agencies for search and rescue and established a command structure that will include four areas with up to 800 searchers. Medical †¢ The medical care group reviewed and enhanced existing plans. The group determined how to implement existing immunization plans rapidly for tetanus, influenza and other diseases likely to be present after a major hurricane. The group determined how to re-supply hospitals around the state that would face heavy patient loads. †¢ The medical action plan includes patient movement details and ide ntifies probable locations, such as state university campuses, where individuals would receive care and then be transported to hospitals, special needs shelters or regular shelters as necessary. Schools †¢ The school group determined that 13,000-15,000 teachers and administrators would be needed to support affected schools. The group acknowledged the role of local school boards and developed strategies for use by local school officials. Staffing strategies include the use of displaced teachers, retired teachers, emergency certified teachers and others eligible for emergency certification. Displaced paraprofessionals would also be recruited to fill essential school positions. †¢ The group discussed facility options for increasing student population at undamaged schools and prioritizing repairs to buildings with less damage to assist in normalizing operations The school plan also calls for placement or development of temporary schools near temporary housing communities built for hurricane victims.

The Mughal Empires 300-Year Rule of India

The Mughal Empires 300-Year Rule of India The Mughal Empire (also known as Mogul, Timurid, or Hindustan empire) is considered one of the classic periods of Indias long and amazing history. In 1526, Zahir-ud-Din Muhammad Babur, a man with Mongol heritage from central Asia, established a foothold in the Indian subcontinent which was to last for more than three centuries. By 1650, the Mughal Empire was one of three leading powers of the Islamic world- the so-called Gunpowder Empires- which also included the Ottoman Empire and Safavid Persia. At its height, around 1690, the Mughal Empire ruled almost the entire subcontinent of India, controlling four million square kilometers of land and a population of about 160 million. Economics and Organization The Mughal emperors (or Great Mughals) were despotic rulers who relied upon and held sway over a large number of ruling elites. The imperial court included officers, bureaucrats, secretaries, court historians, and accountants, who produced astounding documentation of the empires day-to-day operations. The elites were organized on the basis of the mansabdari system, a military and administrative system developed by Genghis Khan and applied by the Mughal leaders to classify the nobility. The emperor controlled the nobles lives, from who they married to their education in arithmetic, agriculture, medicine, household management, and the rules of government. The economic life of the empire was buoyed by a strong international market trade, including goods produced by farmers and artisans. The emperor and his court were supported by taxation and the ownership of a region known as the Khalisa Sharifa, which varied in size with the emperor. The rulers also established Jagirs, feudal land grants which were commonly administered by local leaders. Rules of Succession Although each classic period Mughal ruler was the son of his predecessor, the succession was by no means one of primogeniture- the eldest did not necessarily win his fathers throne. In the Mughal world, every son had an equal share in his fathers patrimony, and all males within a ruling group had a right to succeed to the throne, creating an open-ended, if contentious, system. Each son was semi-independent of his father and received semipermanent territorial holdings when he was deemed old enough to manage them. There were often fierce battles among the princes when a ruler died. The rule of succession could be summed up by the Persian phrase Takht, ya takhta (either throne or funeral bier). The Founding of the Mughal Empire The young prince Babur, who was descended from Timur on his fathers side and Genghis Khan on his mothers, finished his conquest of northern India in 1526, defeating the Delhi Sultan Ibrahim Shah Lodi at the First Battle of Panipat. Babur was a refugee from the fierce dynastic struggles in Central Asia; his uncles and other warlords had repeatedly denied him rule over the Silk Road cities of Samarkand and Fergana, his birthright. Babur was able to establish a base in Kabul, though, from which he turned south and conquered much of the Indian subcontinent. Babur called his dynasty Timurid, but it is better known as the Mughal Dynasty- a Persian rendering of the word Mongol. Baburs Reign Babur was never able to conquer Rajputana, home of the warlike Rajputs. He ruled over the rest of northern India and the plain of the Ganges River, though. Although he was a Muslim, Babur followed a rather loose interpretation of the Quran in some ways. He drank heavily at his famously lavish feasts, and also enjoyed smoking hashish. Baburs flexible and tolerant religious views would be all the more evident in his grandson, Akbar the Great. In 1530, Babur died at the age of 47. His eldest son Humayan fought off an attempt to seat his aunts husband as emperor  and assumed the throne. Baburs body was returned to Kabul, Afghanistan, nine years after his death, and buried in the Bagh-e Babur. Height of the Mughals Humayan was not a very strong leader. In 1540, the Pashtun ruler Sher Shah Suri defeated the Timurids, deposing Humayan. The second Timurid emperor only regained his throne with aid from Persia in 1555, a year before his death, but at that time he managed even to expand on Baburs empire. When Humayan died after a fall down the stairs, his 13-year-old son Akbar was crowned. Akbar defeated the remnants of the Pashtuns and brought some previously unquelled Hindu regions under Timurid control. He also gained control over Rajput through diplomacy and marriage alliances. Akbar was an enthusiastic patron of literature, poetry, architecture, science, and painting. Although he was a committed Muslim, Akbar encouraged religious tolerance  and sought wisdom from holy men of all faiths. He became known as Akbar the Great. Shah Jahan and the Taj Mahal Akbars son, Jahangir, ruled the Mughal Empire in peace and prosperity from 1605 until 1627. He was succeeded by his own son, Shah Jahan. The 36-year-old Shah Jahan inherited an incredible empire in 1627, but any joy he felt would be short-lived. Just four years later, his beloved wife, Mumtaz Mahal, died during the birth of their 14th child. The emperor went into deep mourning and was not seen in public for a year. As an expression of his love, Shah Jahan commissioned the building of a magnificent tomb for his dear wife. Designed by the Persian architect Ustad Ahmad Lahauri, and constructed of white marble, the Taj Mahal is considered the crowning achievement of Mughal architecture. The Mughal Empire Weakens Shah Jahans third son, Aurangzeb, seized the throne and had all of his brothers executed after a protracted succession struggle in 1658. At the time, Shah Jahan was still alive, but Aurangzeb had his sickly father confined to the Fort at Agra. Shah Jahan spent his declining years gazing out at the Taj and died in 1666. The ruthless Aurangzeb proved to be the last of the Great Mughals. Throughout his reign, he expanded the empire in all directions. He also enforced a much more orthodox brand of Islam, even banning music in the empire (which made many Hindu rites impossible to perform). A three-year revolt by the Mughals long-time ally, the Pashtun, began in 1672. In the aftermath, the Mughals lost much of their authority in what is now Afghanistan, seriously weakening the empire. The British East India Company Aurangzeb died in 1707, and the Mughal state began a long, slow process of crumbling from within and without. Increasing peasant revolts and sectarian violence threatened the stability of the throne, and various nobles and warlords sought to control the line of weak emperors. All around the borders, powerful new kingdoms sprang up and began to chip away at Mughal land holdings. The British East India Company (BEI) was founded in 1600, while Akbar was still on the throne. Initially, it was only interested in trade  and had to content itself with working around the fringes of the Mughal Empire. As the Mughals weakened, however, the BEI grew increasingly powerful. The Last Days of the Mughal Empire In 1757, the BEI defeated the Nawab of Bengal and French company interests at the Battle of Palashi. After this victory, the BEI took political control of much of the subcontinent, marking the start of the British Raj in India. The later Mughal rulers held on to their throne, but they were simply puppets of the British. In 1857, half of the Indian Army rose up against the BEI in what is known as the Sepoy Rebellion or the Indian Mutiny. The British home government intervened to protect its own financial stake in the company  and put down the rebellion. Emperor Bahadur Shah Zafar was arrested, tried for treason, and exiled to Burma. It was the end of the Mughal Dynasty. Legacy The Mughal Dynasty left a large and visible mark on India. Among the most striking examples of Mughal heritage are the many beautiful buildings that were constructed in the Mughal style- not just the Taj Mahal, but also the Red Fort in Delhi, the Fort of Agra, Humayans Tomb and a number of other lovely works. The melding of Persian and Indian styles created some of the worlds best-known monuments. This combination of influences can also be seen in the arts, cuisine, gardens, and even in the Urdu language. Through the Mughals, Indo-Persian culture reached an apogee of refinement and beauty. Sources Asher, Catherine B. Sub–Imperial Palaces: Power and Authority in Mughal India. Ars Orientalis 23, 1993.Begley, Wayne E. The Myth of the Taj Mahal and a New Theory of Its Symbolic Meaning. The Art Bulletin, 1979.Chand, Shyam. Book Review: Religious Dimensions of Indian Nationalism: A Study of the RSS by Shamsul Islam, Tribune India, 2006.Faraqui, Munis D. The Princes of the Mughal Empire, 1504–1719. Cambridge University Press, 2012.Foltz, Richard. Cultural Contacts between Central Asia and Mughal India. Central Asiatic Journal, 1998.Haider, Najaf. Norms of Professional Excellence and Good Conduct in Accountancy Manuals of the Mughal Empire. International Review of Social History, 2011.Mukhia, Harbans. The Mughals of India, New Delhi. Wiley-Blackwell, 2004.Schimmel, Annemarie Burzine K. Waghmar. The Great Empire of the Mughals: History, Art and Culture. Reaktion Books, 2004.

How to Improve Editorial Strategy with Tara Clapper [PODCAST]

How to Improve Editorial Strategy with Tara Clapper [PODCAST] Creating an editorial calendar can be a challenge. How can you decide how often to post to your blog without wasting time and energy- or leaving your readers wanting for either more content or more quality? That’s the topic of today’s show: maintaining consistency and a high level of quality while publishing at the right intervals for maximum reader engagement. Our guest is Tara Clapper, who previously managed the blog at SEMrush and now  works for Express Writers. She has honed the blog publication process and has a lot of insight to share with our listeners on when to blog and how to create an effective editorial calendar. Some of the topics that we’ll discuss today include: Tara’s background with SEMrush, including how she learned to balance quality with quantity when it came to posting on the blog. How far out to plan content, and how helps Tara’s whole team stay updated and focused on what’s coming up next. Why working about one month ahead works well for Tara, and how having that â€Å"cushion of days† helps when something urgent comes up that needs to be squeezed in. Why insisting on good pitches from guest authors saves time in the long run. Tips on organizing when you have a lot of different projects happening at once.

Mergers& Acquisitions Essay Example | Topics and Well Written Essays - 1000 words

Mergers& Acquisitions - Essay Example The US airline industry had previously been dominated by nine companies that created a stiff competition in the market. However, the move to merge the American airlines and the US airways has altered the situation. The main reason that led to the merger is the desire both companies to gain competitive advantage over their competitors (Thomas, 2013). The size of a company determines their convincing power. Large companies have a likelihood of attracting customers and shareholders, and hence the company will be more competitive. The two companies also came together in order to heighten their sales. With the many numbers of competitors, the companies hoped that coming together would increase their sales. The two companies intended to expand rapidly since more resources, and labor had been brought together (Daily Mail Reporter, 2013). The merger of the two airlines  will ensure that the company will control approximately 20% of the market share since 80% of the market share is controll ed by the four large airlines (Reed, 2014). Merging the two companies reduced the risks and hence the new company is in a position to diversify its operations (Reed, 2014). The airline industry has a lot of risks, and the managers decided to come together in order to spread and cushion the risk. The merger provided a large pool of finances which would allow the two companies increase their economies of scale and thereby maximize their profits (Reed, 2014). The elected overall managing director stated out that their move was not only to fight competition but also to meet the large financial demands in the industry. He also said that the move would increase their networks, and their customers would have a variety of choices in terms of traveling time. The merger brought about both positive and negative results to the two companies. The new company (American Airlines) gained an advantage since its costs