schools and scheduling Essay -- essays research papers

I.  Ã‚  Ã‚  Ã‚  Ã‚   Title Page: Running head: OUTCOMES USING THREE SCHEDULING METHODS Which Schedule? Learning and Behavior Outcomes of At-Risk, Ninth Grade, Math and Science Students Using Three Scheduling Methods: Parallel Block Alternate-Day Block and Traditional Name University Name Name of Class / Title of Project / Name of Professor and his/her title Abstract Page: (State the Purpose of the Study) Abstract For many generations, high school students have had a schedule of six to eight periods a day with each class meeting every day for forty-five to sixty minutes. To better utilize the time spent with students, many schools have begun to reform scheduling practices. Many schools have chosen to change to block scheduling with the purpose of improving the outcomes of student learning and student behavior. There are many variations of block schedule in use. This study examines the effect of this reform in scheduling practices by comparing the learning and behavior outcomes of parallel block, alternate-day block, and traditional scheduling over an eighteen week period. Learning outcomes were obtained from pre-test and post-test measures and behavior outcomes were measured through absences, tardies, and office referrals for suspensions and detentions. II.  Ã‚  Ã‚  Ã‚  Ã‚  Review of Research Literature including Definition of Terms: Review all literature that supports the importance of the study (what has been done and what needs to be done.) Also review literature related to your independent variables in each arm and dependent variables (measures and instrumentation). Which Schedule? Learning and Behavior Outcomes of At-Risk Ninth Grade Math and Science Students Using Three Scheduling Methods: Parallel Block, Alternate-Day Block, and Traditional   Ã‚  Ã‚  Ã‚  Ã‚  Secondary schools were originally designed very much like factories. Classrooms were designed as isolated work stations that could be used only by specific persons at specific times of day and students moved from room to room to receive instruction from the teacher assigned to that room, controlling the four critical facets of the school day: time, the use of space, the grouping of students, and the role of staff members in the use of space (Khazzaka & DeLeon, 1997). To better use these critical facets, educators have been... ... scheduling and traditional scheduling on academic   Ã‚  Ã‚  Ã‚  Ã‚  achievement. Journal of Instructional Psychology, 27, 178-  Ã‚  Ã‚  Ã‚  Ã‚  183. Marchant, G.J. & Paulson, S.B. (2001). Differential school   Ã‚  Ã‚  Ã‚  Ã‚  functioning in a block schedule: a comparison of academic   Ã‚  Ã‚  Ã‚  Ã‚  profiles. High School Journal, 84, 12-21. Meister, D.G., and Nolan, Jr., J. (2001). Out on a limb on our   Ã‚  Ã‚  Ã‚  Ã‚  own: uncertainty and doubt in moving from subject-centered   Ã‚  Ã‚  Ã‚  Ã‚  to interdisciplinary teaching. Teachers College Record,   Ã‚  Ã‚  Ã‚  Ã‚  103, 608-631. Queen, J.A. (2000). Block scheduling revisited. Phi Delta   Ã‚  Ã‚  Ã‚  Ã‚  Kappan, 82, 214-223. Santos, K.E. & Rettig, M.D. (1999). Going on the block meeting   Ã‚  Ã‚  Ã‚  Ã‚  the needs of students with disabilities in high schools   Ã‚  Ã‚  Ã‚  Ã‚  with block scheduling. Teaching Exceptional Children, 31,   Ã‚  Ã‚  Ã‚  Ã‚  54-59. Veal, W.R. (1999). What could define block scheduling as a fad?   Ã‚  Ã‚  Ã‚  Ã‚  American Secondary Education, 27, 3-12.

Master’s Prepared Nurse Interview Essay

Due to the demands of an evolving health care system and an emphasis in health and wellness, Master’s prepared nurses are in demand. What does a Master’s prepared nurse entails? According to the American Association College of Nursing, Master’s prepared nurses obtain a higher level of learning as well as key competencies and skills. The ultimate goal is to achieve positive patient outcomes resulting in an overall improved health care system. The purpose of this paper is to provide insight on a Master’s prepared nurse conducted through an interview. My interviewee has obtained an MSN in Informatics and is currently employed in the Informatics field as a Nurse Informaticist. Overview of Career My interviewee started her career path with an Associate’s degree in Nursing. As a new graduate in nursing, her first job in nursing was in an acute care setting on a telemetry unit. After two years as a staff nurse in telemetry she was promoted to charge nurse and remained in this position for three years. She then decided to further her education in nursing but still needed to work full time. To her gain, her employer had recently partnered up with a university offering online and traditional courses. Eventually, the online fast track RN-BSN was her option of choice. It took her 18 months to obtain her BSN from the University of Phoenix. After completing her BSN, awaiting her was a promotion for a supervisor position on the telemetry unit. She accepted the position and remained in this positon for seven years. During that time, she also served in the role of interim manager and was instrumental in planning and implementing the electronic health record. The electronic health record became her passion. She was one of the lead trainers and eventually accepted a role as a full time trainer within the hospital. The position as a full time trainer in the hospital morphed into a position at the hospital’s corporate level. She took on a new title as an  analyst within the clinical informatics department. Her passion grew more as the years went by. The next step that followed was an advanced nursing degree. Graduate Education My interviewee obtained her Master’s in Informatics at the University of Phoenix in 2013. Transitioning into the Master’s program was seamless since this school was where she obtained her BSN. The online route was most efficient and that is the route she pursued. The University of Phoenix Master of Science in nursing degree program is accredited by the Commission of Collegiate Nursing Education (University of Phoenix, 2014). The goal of this program is to equip nurses to function in leadership roles in a variety of settings. Additionally, nursing theories and evidence-based practices are fundamental guidelines in this program that will help shape the future of nursing thus impacting the health care system (University of Phoenix, 2014). More specifically, the informatics program afford students to gain knowledge in data management and information technology in regard to the health care setting (University of Phoenix, 2014). According to my interviewee, the Master’ s graduate program as compared to the undergraduate program was more challenging but yet rewarding. This was attributed to the fact that she had a strong passion for informatics and wanted to obtain a higher level of education. Present Position As a Nurse Informaticist, the interviewee felt that she has been able to bridge the gap between Information Services and Nursing. One of the primary responsibilities of an Informatics nurse is ensuring the electronic health record is easy to use and provides relevant information. Workflow analysis, assessment of current and future technological needs are additional responsibilities. Pearls of Wisdom When pursuing advancing one’s educational level, time spent researching and interviewing can prove beneficial. Furthermore, one has to be prepared mentally, physically, and often times financially. Planning and organizing will minimize, if not eliminate barriers. I was impressed with the interviewee’s drive toward ongoing learning. Determination speaks for a nurse beginning at the ADN level, advancing to a BSN and ultimately obtaining a MSN. Conclusion Health care as we know is transforming and the health care workforce has been taxed with equipping themselves thus aligning with the transformation. Information technology is ever increasing and is impacting the way health care is delivered (Cipriano and Murphy, 2011). Pursuing a master’s degree in nursing is a step in the right direction. One key competency that was identified in this interview and consistent with AACN is lifelong learning. My personal gain from this interview is using determination and passion to help guide one’s career path. References American Association College of Nursing. (n.d.). Master’s Education for Advanced Practice Nursing. Retrieved from American Association of Colleges of Nursing: http://www.aacn.nche.edu/education-resources/MasEssentials96.pdfCipriano, P.F., & Murphy, J. (2011). Nursing Informatics, The Future of Nursing and Health IT: The Quality Elixir. Nursing Economics, 29(5), 286-282 University of Phoenix. (2014). Master’s Science Nursing Informatics. Retrieved from University of Phoenix: http://www.phoenix.edu/programs/degree-programs/nursing-and-health-care/masters/msn-inf.html

Hospitality Management Essay

Investigate the range of hospitality businesses in your district. How many are there? What faction / section of the industry do they cater for? Make notes for a brief report on what you discover? I investigated the range of hospitality business in my district. My district is Midleton area in County Cork. I found six hospitality businesses in my area: Midleton Park Hotel Barnabrow House Ballymaloe House Castlemartyr Resort Garryvoe Hotel Bayview Hotel Midleton Park Hotel: Midleton Park Hotel, Co Cork is a 3 star hotel. The Hotel is situated in the bustling East Cork market town of Midleton, located just 14 miles (15 mins drive) from Cork City, this luxury 3 star Irish hotel is perfect for accommodation, conference & meetings, weddings, leisure, and for wellness.The hotel boasts extensive Leisure Club facilities and has a Wellness Centre specialising in the Yonka range of spa products. Barnabrow House: Barnabrow Country House located in Cloyne, Co Cork, dating from 1639, has been lovingly and extensively restored over the past ten years. It now proudly stands as one of the most stunning wedding venues in Munster. It sprawls over 35 acres, has 22 individually-designed bedrooms and a large medieval-style banqueting hall that seats 150 guests as well as some traditional self-catering cottages. This is a private family run estate with a medieval-style banqueting hall for those special events – weddings, family celebrations, private parties, christenings and meetings. Barnabrow Country House is a private & intimate wedding venue in Ireland. This is the ideal wedding venue in Cork for those searching for something different but at affordable prices. The Bride and Groom and their guests are guaranteed complete privacy through exclusive use of the estate for that special day. Barnabrow House is approved for Civil Ceremonies and Civil Partnerships and can seat 75 people for the ceremony. They also have a range of holiday homes, spacious and well-equipped self-catering cottages – a unique Irish experience where old and new have been superbly combined. Barnabrow is not a hotel – it is a family home and a home to children and their pets. They are welcome children. They have 7 donkeys, 2 goats, geese and dogs Barnabrow is the ideal retreat for any intimate party. Cork’s only 1 table restaurant where you can watch and converse with the Chef Stuart Bowes while he prepares your 5-course dinner right in front of you as you sit at the chef’s table. They also have seasonal cookery courses. Ballymaloe House Ballymaloe House, the renowned Irish country house hotel and restaurant owned and run by the Allen family for over 40 years. Nestled in a 400 acre estate in rural East Cork, Ballymaloe House is only 20 miles from the historic city of Cork, and minutes from the breathtaking south coast. The Grain Store is the latest addition to Ballymaloe House. It is a 17th century farmyard building that was sensitively converted into an elegant multi-purpose venue. It is available to be used for conferences, art exhibitions, weddings, concerts, parties, dances, fashion shows, fund raisers and family event. All rooms are decorated to the highest standard, combining modern comforts with timeless elegance and an eye for detail. Each room has its own name and own distinct character, and all have private bathrooms as standard. They also have a limited number of self catering cottages situated in the farmyard. The hotel facilities include: Heated outdoor pool (summer only); Tennis court. Young families and high mid-age income couples would be the most important to bring to this area. These two social group have the time and money to go on holidays. Young families with children always going somewhere, because „spending time together† is very important for them. High income mid-age couples also has claim to go for holiday, because they have money and they are still active. I would promote these two social groups to give some lift for this area.

The Impact of Information Technology Infrastructure Flexibility on Strategic Alignment and Applications Implementation

The Impact of Information Technology Infrastructure Flexibility on Strategic Alignment and Applications Implementation Sock H. Chung Department of Computer Information Systems College of Business Eastern Michigan University Ypsilanti, MI 48197 sock. [email  protected] emich. edu R. Kelly Rainer, Jr. ** Department of Management College of Business Auburn University Auburn, Alabama 36849 (334) 844-6527 [email  protected] auburn. edu Bruce R. Lewis Calloway School of Business Wake Forest University Winston-Salem, NC 27109 (336) 758-7195 [email  protected] edu ** Corresponding Author: Kelly Rainer The Impact of Information Technology Infrastructure Flexibility on Strategic Alignment and Applications Implementation Abstract IT infrastructure flexibility is now being viewed as an organizational core competency that is necessary for organizations to survive and prosper in rapidly-changing, competitive, business environments. Utilizing data from 200 U. S. and Canadian companies, this study examines the impact of the four components of IT infrastructure flexibility (compatibility, connectivity, modularity, and IT personnel) on strategic IT-business alignment and the extent of applications implementation within an organization. The findings from analysis of a structural model provide evidence that connectivity, modularity, and IT personnel have significant, positive impacts on strategic alignment and that all four components have significant, positive impacts on the extent of applications implementation. The study reinforces the importance of IT infrastructure flexibility to organizations as one source for sustainable competitive advantage. Key Words: IT infrastructure flexibility, strategic IT-business alignment I. INTRODUCTION In the early 1990s, Johnson & Johnson faced new business pressures when large customers, such as Wal-Mart and K-mart, made new demands on the company, such as cost savings and just-in-time stock replenishment. Johnson & Johnson’s business and IT managers acted in partnership to develop a new set of information technology (IT) infrastructure capabilities which enabled the company to provide the necessary services for its large customers while at the same time reducing costs at Johnson & Johnson [Weill & Broadbent, 1998]. In the late 1990s, Charles Schwab focused on delivering customized information to its investors in a timely manner. Using the company's IT infrastructure and applications aligned with its business focus, Schwab became a full service brokerage firm. The firm was able to provide information and process transactions in meeting its business objectives. Customers could retrieve stock quotes and place orders via Schwab's Web site. As a result, the corporation continues to be an industry leader. These two examples demonstrate that an organization’s IT infrastructure can provide tangible benefits and a continuity of business practices [Kettinger, Grover, Subanish, & Segars, 1994]. A particularly important characteristic of IT infrastructure is flexibility [Byrd & Turner, 2000]. Researchers have stated that IT infrastructure flexibility should be viewed as an organizational core competency and that IT infrastructure flexibility is necessary to handle increased customer demands without increased costs [Davenport & Linder, 1994; Weill, 1993]. As we discuss next in developing the theoretical framework for our study, two important aspects of IT infrastructure flexibility emerge from previous research: the core business applications of an organization and the strategic IT-business alignment. That is, an organization’s IT infrastructure flexibility should be reflected in its implementation of core business applications and the extent of its strategic IT-business alignment. Therefore, the purpose of this study is to empirically examine the relationship between IT infrastructure flexibility and the extent of applications implementation in the organization and the relationship between IT infrastructure flexibility and strategic IT-business alignment. II. THEORETICAL FRAMEWORK We develop our theoretical framework by first reviewing definitions of IT infrastructure and its components. We then define the concept of IT infrastructure flexibility and its relationship to strategic IT-business alignment and to applications implementation in the organization. Information Technology Infrastructure The topic of IT infrastructure has been a key issue for both researchers and practicing managers for some time [see e. g. , Brancheau, Janz, & Wetherbe, 1996]. The organization’s IT infrastructure basically integrates technology components to support business needs but the IT infrastructure concept is more complicated. The definition of IT infrastructure encompasses a variety of components. Based on previous studies, Duncan [1995] stated that IT infrastructure includes a group of shared, tangible IT resources that provide a foundation to enable present and future business applications [Broadbent & Weill, 1997; Davenport & Linder, 1994; Earl, 1989; Keen, 1991; McKay & Brockway, 1989; Niederman, Brancheau, & Wetherbe, 1991; Weill, 1993]. These resources include: (1) computer hardware and software (e. g. , operating systems); (2) network and telecommunications technologies; (3) key data; (4) core data-processing applications; 5) shared IT services. Duncan [1995] also stated that IT infrastructure includes the alignment of IT plans to business objectives, the IT architecture, and the skills of IT personnel. Broadbent and Weill [1997] noted that IT infrastructure capabilities enable the various types of IT applications required to support current and future business objectives, and enable the competitive positioning of business initiatives. McKay and Brockway [1989] describe d IT infrastructure as the enabling foundation of shared IT capabilities upon which the entire business depends. This foundation is standardized and shared by business functions within the organization, and typically used by different organizational applications. Byrd and Turner [2000, p. 172] provided a thorough definition of IT infrastructure as: â€Å"†¦ the shared IT resources consisting of a technical physical base of hardware, software, communications technologies, data, and core applications and a human component of skills, expertise, competencies, commitments, values, norms, and knowledge that combine to create IT services that are typically unique to an organization. These IT services provide a foundation for communications interchange across the entire organization and for the development and implementation of present and future business applications. † As can be seen from these definitions, the IT infrastructure is composed of two components: a technical IT infrastructure and a human IT infrastructure. The technical infrastructure consists of the applications, data, and technology [Broadbent & Weill, 1997; Broadbent, Weill, O'Brien & Neo, 1996; Henderson & Venkatraman, 1993]. The human IT infrastructure consists of the knowledge and capabilities required to manage organizational IT resources [Broadbent & Weill, 1997; Lee, Trauth & Farwell, 1995]. Davenport and Linder [1994] suggested that a robust IT infrastructure enables employees to be able to perform their respective jobs, both from having the available technology and the necessary technological skills. Information Technology Infrastructure Flexibility Early work on IT infrastructure flexibility described the concept without actually defining it. Weill [1993] asserted that an IT infrastructure should be flexible to be able to handle increased customer demands without increased costs. Davenport and Linder [1994] stated that IT infrastructure flexibility should be viewed as a core competency of the organization and suggested that an effective IT infrastructure is flexible and robust. Duncan [1995] observed that one organization’s IT infrastructure may enable strategic innovations in business processes, while another’s IT infrastructure may limit such innovations. She referred to this characteristic as IT infrastructure flexibility and suggested that both business and IT application development capabilities reflect the flexibility of infrastructure components. She suggested that infrastructure flexibility improves systems developers' ability to design and build systems to meet organizational business objectives. She described IT infrastructure flexibility through the characteristics of connectivity, compatibility, and modularity. She maintained that an organization with high modularity, compatibility, and connectivity would have high technical IT infrastructure flexibility. Compatibility is the ability to share any type of information across any technology component throughout the organization [Duncan, 1995; Keen, 1991]. Tapscott and Caston [1993] noted that IT compatibility helps span organizational boundaries, empower employees, and make data, information, and knowledge readily available in the organization. Connectivity is the ability of any technology component to communicate with any of the other components inside and outside of the organizational environment [Duncan, 1995]. Tapscott and Caston [1993] emphasized that IT connectivity enables seamless and transparent organizations that are independent of time and space. Connectivity facilitates the sharability of IT resources at the platform level. Modularity is the ability to easily reconfigure (add, modify, or remove) technology components [Duncan, 1995]. She also stated that modularity is the standardization of business processes for sharability and reusability (e. g. , structured programming and component-based software architectures). Schilling [2000] suggested that modularity is a continuum describing the degree to which a system's components can be separated and recombined. Byrd and Turner [2000, p. 172] defined IT infrastructure flexibility as â€Å"†¦the ability to easily and readily diffuse or support a wide variety of hardware, software, communications technologies, data, core applications, skills and competencies, commitments, and values within the technical physical base and the human component of the existing IT infrastructure. Historically, the flexibility of the IT infrastructure has been viewed as necessary to accommodate a rapidly changing business environment [Byrd & Turner, 2001]. This flexibility enables businesses to effectively use IT to prosper in dynamic environments. The literature review points out that strategic IT-business alignment and core business applications are embedded in the definitions of IT infrastructure and IT infrastructure flexibility. However, the actual relationships between IT infrastructure flexibility and strategic IT-business alignment and between IT infrastructure flexibility and business applications have not been empirically tested. We test these relationships through our conceptual model. III. CONCEPTUAL MODEL IT Infrastructure Flexibility and Strategic IT-Business Alignment Strategic IT-business alignment refers to the extent to which the IT mission, objectives, and plans support, and are supported by, the organization’s mission, objectives, and plans [Hirscheim & Sabherwal, 2000]. This alignment creates an integrated organization in which every function, unit, and person are focused on the organization's competitiveness. Sambamurthy and Zmud [1992] suggested that IT management is a problem of aligning the relationship between the business and the IT infrastructure to take advantage of IT opportunities and capabilities. Duncan [1995] first included the alignment of IT plans to business objectives in her description of IT infrastructure. She continued by noting that an organization’s IT infrastructure could be considered flexible if it enabled strategic innovations in business processes. Broadbent and Weill [1997] stated that IT infrastructure capabilities provide the foundation for â€Å"†¦competitive positioning of business initiatives. † From this discussion, we propose the following hypothesis: Hypothesis 1: Each component of an organization's IT infrastructure flexibility will positively affect the organization's strategic IT-business alignment. IT Infrastructure Flexibility and Applications Implementation Today, IT applications not only process data and provide management information reports. Corporations now use IT applications to gain competitive advantage [Earl, 1989; Porter & Millar, 1985; Powell, 1992; Saunders & Jones, 1992; Smith & McKeen, 1993]; to create new business opportunities [Earl, 1989; Rockart & Scott-Morton, 1984; Smith & McKeen ,1993]; to improve customer service; to enhance product and service quality; and to integrate supplier and customer operations [Luftman, Lewis, & Oldach, 1993]. Several studies have included business applications as part of IT infrastructure [see e. . , Broadbent & Weill, 1997; Byrd & Turner, 2000; Duncan, 1995]. Duncan [1995] addressed business applications when she asserted that IT infrastructure flexibility enabled organizations to build applications that more closely satisfy business objectives. Broadbent and Weill [1997] stated that IT infrastructure capabilities are the â€Å"base for computer applications. † Byrd and Turner [2000] noted that IT infrastructure flexibility enabled organizations to â€Å"†¦easily diffuse and support†¦core applications. For this study, we use the extent to which organizations have implemented a variety of business applications to examine the concept of â€Å"applications implementation. † These eleven business applications in our study include transaction processing systems, management information systems, executive information systems, decision support systems, expert systems, data warehousing, data mining, interorganizational information systems (e. g. , electronic data interchange), knowledge management, network management, and disaster recovery. From this discussion, we propose the following hypothesis: Hypothesis 2: Each component of an organization's IT infrastructure flexibility will positively affect the organization's extent of applications implementation. Conceptual Model This study utilizes four previously identified measures of IT infrastructure flexibility: the technical components of modularity, compatibility, connectivity, and IT personnel skills [see Duncan, 1995; Byrd & Turner, 2000]. The conceptual model representing the relationships addressed in this study is presented in Figure 1. [pic]* p

Effective Distribution Strategy Wonderful Widgets Essay

Effective Distribution Strategy Wonderful Widgets - Essay Example It is also essential to understand the reason for approving or rejecting a certain strategy in order to determine whether a unique advantage of the cost is overlooked. The more the time spent in selecting the distribution strategy, the less the costs the company will incur after implementing the strategy. After evaluation of the above aspects, the best option for Wonderful Widgets is central management strategy. Centralized distribution strategy refers to a way of organizing the product’s recipient from the suppliers of the company and the onward delivery of the products to individual branches since the company has multiple retailing operations. After implementation of the centralized management strategy, the deliveries from the company are delivered to a central place, in huge amount, instead of delivering to a specific branch. Loads are then transported to all branches, retailers, or customers. One of the most appropriate ways for Wonderful Widgets Company to address its cur rent issues is through the creation of the central distribution center. From this distribution center, the distribution management will be able to make access to all the products of the company. In addition, the distribution department will be able to ship the products to any geographical location of its choice in a timely style. A central management strategy will allow the company management to focus on the essential aspects of the company such as retail, instead of trying to find means on how to get the products to the customers.

Human resource management Research Paper Example | Topics and Well Written Essays - 2250 words

Human resource management - Research Paper Example The performance of each employee has to be observed under the critical eye of the human resource management team. A customized employee policy is followed through the working atmosphere in a company. Appraisals based on their performance and salary administration is maintained to materialize the objective of profit maximization with affirmative action of the employees. In order to hire some personals for a foreign subsidiary firm, different eligibility criterion and experience are notified for selection of a new manager. (What is global management, n.d) Due to globalization and increasing digitalized marketing technology, the issues regarding the management of abroad business has yielded a revolution. In this assignment, the company has to hire a new manager for its Scandinavian division. In this respect the human resource management team has to consider only those qualification and skills to pursue the goal required in the global market. Before hiring a manager for the foreign firm and setting its mandatory qualifications and experience, knowledge about the specified country has to be under the grip of the human resource management. This will help in understanding market scenarios of the country or the region and any political or social risks associated with it. In order to send a qualified person he/she has to learn about the behavior, the culture and the traditional background of the economy. This will enhance not only his intelligent quotient but also comprehend the emotions and sentiments of the residing people. Let us begin w ith the description of the political and social nature of the Scandinavian economy. Three particular countries come under Scandinavian economy. It is a region of Northern Europe incorporating Denmark, Norway, Sweden and frequently Finland and Iceland. Despite of many wars and economical instability in the region, it has been politically sound and culturally valuable. Today, the countries in the

GPS Term Paper Example | Topics and Well Written Essays - 1500 words

GPS - Term Paper Example The technology is owned by the United States that offers users through navigation, positioning as well as timing services. This system is composed of three segments that are control segment, the space segment and the user segment. The United Sates Air Force maintains, develops as well as operates the space and control segments (Bajaj, Ranaweera, & Agrawal, 2002). This paper presents a detailed overview of global positioning system. This paper will outline the history, advantages and disadvantages of the global positioning system. Initially GPS system was designated the navigation system with timing and ranging (or NAVSTAR) global positioning system. Additionally, US Department of defense initiated this project to offer round-the-clock and all-weather navigation abilities intended for sea, military ground as well as air forces. In addition, with the development of global positioning system it has become an integral asset in several civilian applications as well as industries around the world, comprising recreational utilization (for example aircraft, boating, hiking), business vehicle fleet tracking, as well as surveying. However, the general development of global positioning system was initiated by LORAN and the Decca Navigator developed ultimately in 1940s, as well as employed throughout World War II. Additionally, to attain precision requirements, GPS employs rules and regulations of general relativity to make right the satellites atomic clocks. In addition, by seeing these parallel developments in the GPS technology, in 1960s it was recognized that a superior system could be developed by producing the most excellent technologies from 621B, Timation, Transit and SECOR in a multi-service program. Thus, a meeting of approximately 12 military officers held at the Pentagon in 1973. In which they decided to create a DNSS (defense navigation satellite system). Thus, after one year of that meeting the DNSS