Chemical and Material Engineering Essay Example | Topics and Well Written Essays - 1000 words

Chemical and Material Engineering - Essay Example The process of analyzing the mechanical qualities of nc by researchers is gradual since this process is experiencing various obstacles. Manufacture of the nc materials is one of the Chief impediments of the experimental evaluations of its properties. The preparation of nc involves factors, for example, porosity, contamination and residual stress, which significantly influence its mechanical capabilities (Lu, Lu & Sui, 4127). Indeed, a valid evaluation of the mechanical qualities of the nc requires a sample that is deficient of the contamination and residual stress. Such a sample will have to be large to ensure several tests are done on it. A significant quantity of nc pure copper was synthesized through an electrodeposition technique. Copper (Cu) metal has unique characteristics that make it suitable for in manufacturing the nc sample. Cu has an extensibility quality when undergoing cold rolling at average room temperature (Lu, Lu & Sui, 4127). The deformation feature of Cu has been researched at length through high-resolution electron microscopy (HRTEM). Experimental Procedures According to (Lu, Lu & Sui, 4128), the manufacture of nc copper entails the electrodeposition process through an electrolyte of CuSO4. This is a chemical procedure where the substrate of Cu is deposited on the cathode, which has a capacity of 99.99wt%. The electrolyte had an acidity of 0.9 mol/l and the solution temperature was a moderate 20Â ±1. The purity of the deposits of nc Cu was better than that of 99.993 at% (exclusive of oxygen). If the oxygen content were inclusive, the nc Cu sample would be at 99.98 at%. The Archimedes principle was the standard that researchers were utilizing to measure the density of the nc Cu sample (Lu, Lu & Sui, 4128). The density of the sample was 8.91?0.03 g/cm3, which is indifferent from that of pure Cu, which is 8.96 g/cm3. X-ray diffraction and HRTEM analysis were essential in determining thee microstructure of the Cu sample. The determination of t he nc Cu samples thermal characteristics was through differential scanning calorimetry (DSC). Plastic deformation of Cu was through cold rolling, which resulted in its extension in length. Results and Discussion The X-ray diffraction was displaying a Cu sample that was exhibiting {110} texture. This sample was showing a substantial broadening of a mean of 28 nm grain size and 0.14% of microstain. This was at a degree of deformation of 2300% (Lu, Lu & Sui, 4128). However, after the cold rolling process the microstain levels in the sample increase but the grain size remains constant at 28nm. Coldrolling of a coarse-grained Cu in similar conditions was producing different results. The microstain level did increase by 0.04% to 18% while the sample disintegrated to a degree of deformation of 800%. Thermal analysis The evaluation of the thermal characteristics was of a temperature bracket of 50Â °C to 250Â °C at a constant combustion of 5Â °C/min (Lu, Lu & Sui, 4130). The implications of these processes were subject to a DSC scan, which was showing no oxidation of the nc Cu samples. There was annealing of nc Cu at various temperature and afterwards cooled by the DSC process. Increment of the grain size of nc Cu from 75Â °C to 200Â °C was evident by 50 nm. Grain boundary enthalpy XRD results were representative of the grain growth of nc CU from 30nm to 80nm. Essentially, grain boundary enthalpy entails two procedures (Lu, Lu & Sui, 4132). The first is the dislocation of grain boundaries, which

Art History Essay Example | Topics and Well Written Essays - 750 words - 1

Art History - Essay Example Plate with Peony Design and Dish with String of Camellias were both plates. These two pieces of ceramic came from the Arita region Saga Prefecture, Japan. Plate with Peony Design is dated to approximately 1650-1700 A.D. The Dish with String of Camellias is dated around fifty years later at approximately 1700-1750 A.D. The Plate with Peony Design caught my eye, because of the bold colors. The background is of mustard yellow, with slightly darker yellow swirls. On this background green leaves are accentuated with dark maroon peony flowers. There is no white, only a vivid amount of darker colors, devoid of any hint of pastel. Generally a pattern or representation of flowers is delicate, but this plate was strong and bold. One could definitely see the Japanese influence. In contrast, the Dish with String of Camellias has a white background. Camellias encircle the outside of this plate, but do not touch by making a full circle. A blue chord connecting the flowers covers a little more than half of the plate. The flowers are detailed, especially the orange and white striped blooms. The camellias are also solid orange, a drab yellow, white, and blue. Once again you can see the Japanese influence by a strong depiction of the flowers. The contrast between the two plates is dramatic. While Plate with Peony Design is covered with strong background color, Dish with String of Camellias’ background is white. Whereas the Plate with Peony Design has a crowded, almost blurry design, Dish with String of Camellias has detailed flowers in order. The reason for these drastically different appearances is the plates are of different wares. Plate with Peony Design is a Kokutani ware. These wares were known for there over glazed enamels. Kokutani wares were made during the period this piece was made, so can be defined as such. Kokutani wares were made with dark reds, greens, and yellows. These are the same colors making up this plate. In

Restructuring & Downsizing Essay Example for Free

Restructuring Downsizing Essay Human resource management has evolved from a largely administrative and operational role to one that plays an important part in strategic planning. This shift is more evident in its role towards downsizing. The decision to downsize is a decision that requires careful planning and consideration. It is critical to consider the long-term effects that short-term cost cutting measures can bring. Downsizing creates disruptions in the organization’s relationships with customers, suppliers and employees, organization’s structure, culture and climate. As Wayne F. Cascio says â€Å"if you must downsize, do it right, that no class of employee can be disproportionately affected. † Finding the best way to downsize is crucial, because the success of organisations that have downsized in the past has not been particularly laudable. Downsize Decision The downsizing decision is the most demoralizing and stressful aspect of the emerging Human resource managerial role. Downsizing is viewed as having a profound effect on the organization and the personnel including those who are terminated and those who survive. Yet it is the integral part of any workforce management decision. It involves understanding the tangible pitfalls of a reduction in workforce and analyzing the emotional and practical ramifications. Downsizing may occur intentionally as a strategic, proactive response designed to improve organizational effectiveness, increase productivity and cost cutting strategy. This response may involve mergers, acquisitions, sell-offs, or restructuring to better enable the organization to meet its mission or fill an environmental niche. It may involve reduction in personnel through transfers, outplacement, retirement incentives, buyout packages, layoffs, attrition, and so on or may occur in which new products added, new sources of revenue are opened up, etc. It affects work processes. Fewer employees may be left to do the same amount of work and the quality may suffer. Downsizing activities may include discounting functions, abolishing hierarchical levels, merging units, or redesigning tasks. Downsizing can impact financial well-being, health, personal attitudes, and family relationships. Before downsizing HR need to explore possible alternatives such as reducing hours across the board, introducing forced vacation, asking for layoff volunteers, compressed workweek, hiring freeze, and early retirement or implementing other cost-cutting measures. Human resource managers should weigh in on several factors that influence downsizing decisions. They need to identify the specific problems downsizing is expected to solve, consider overall financial health of the company, fiscal operating policies, and industry benchmarks before proceeding, and review all legal implications. Managing Process One key to a successful downsizing plan lies in management’s ability to clearly convey to employees the purpose behind the cost-cutting efforts. Secondly, consider any oral or implied contracts of employment, review employee files, plan for the contingencies, know the stakeholders, clearly define criteria for selection factors on which downsizing decisions will be made. Downsizing may have variety of adverse effects on layoff individuals, survivors and organizations such as loss of morale, distrust, anxiety, feelings of job insecurity, anger, job stress, physical ailments, poor mental health, decreased loyalty, lowered motivation and productivity, increased resistance to change, crisis mentality, politicised special interest groups, occupational violence, lack of teamwork, perception of unfairness, lack of leadership and overall commitment to the organization. Downsizing decision has to be a prudent one because it deals with lives of people. The managers will be faced with a work force at least partly staffed with survivors of downsizing. Providing information regarding the type of severance packages or outplacement benefits will be given to those displaced will alleviate some fears and let those who remain will know that their colleagues are being taken care of. The personnel attribute of downsizing usually involves reductions in personnel. However, downsizing is not limited entirely to personnel reductions. In some downsizing situations new products are added, new sources of revenue opened up, and/or additional work acquired. Even though some people may be added, the overall process results in fewer numbers of workers employed per unit of output as compared to some previous level of employment. Human resources must also position the company to be able to respond quickly and effectively when the economy recovers. The approach taken by the organization to the downsizing process can have an ongoing impact on the companys reputation with clients and potential future recruits. An inability to recruit critical talent later can mean an inability to rebound, so human resources must provide information openly and promptly to manage perceptions and rumors both internal and external about the fairness of any reductions and the need for additional downsizing in the future. Job placement services, employee assistance programs and financial counseling are all services that human resources should consider offering to affected employees. In the aftermath of a mass downsizing, employee morale will undoubtedly be affected. Employers should strive to be as open as possible during the process. Information should not come as a surprise to employees. If the company repeatedly assured workers everything was fine before announcing an unexpected layoff, it will be difficult to regain the trust of the workers who remain. Similarly, if the company focus has always been on meeting the needs of employees and taking active steps to motivate and encourage staff, a forced layoff may actually be more detrimental because it is so contrary to employees expectations of the organization. Management and human resources should meet regularly with employees to keep them informed, answer questions and respond to concerns. Any downsizing of the workforce is likely to result in the loss of key knowledge and critical skills. In the case of a voluntary separation program or early retirement initiative, Because turnover increases in the wake of a layoff, human resources must connect with key workers to outline their importance to the organization and provide information about how the company plans to recover. HR should also detail future career opportunities that can be realized by remaining with the business. Clear documentation, particularly regarding the layoff process itself, is important. Therefore it is vital that HR management weigh the relative costs and benefits against the negative impact downsizing has on employees and identify hazards, undertake risk assessment, consult with employee representatives, pursue compliance with legislative duties and take appropriate steps to manage any significant hazards that are identified, including psychosocial hazards. Downsizing refers to activities undertaken by management to improve the efficiency, productivity, and competitiveness of the organization by reducing the workforce size. Implications of Organisational Restructuring to HR Planning Restructuring: A Perspective Organizations and businesses today are faced with increased demands to become leaner due to global competition and rapid technology change. Many organizations have responded by corporate restructuring and downsizing or streamlining their operations and often outsourcing many functions originally assigned to permanent employees. Restructuring can lead to changes of ownership, radical changes in the internal management structure, mergers, acquisitions and significant downsizing or hiring trends. Internal factors can also include the addition or removal of a major product or service, addition or loss of a major client or the restructuring of departments. Restructuring is not a quick fix. Before restructuring we need to spell out the expectations and objectives and effectively communicate with the all the stakeholders to improve organizations ability to move through change effectively. Restructuring is a formal system of re-aligning tasks and reporting relationships that controls, coordinates, communicates, decides and motivates employees so that they cooperate to achieve an organizations goals. Restructuring may be carried out to expand and create new departments to serve growing markets or to downsize or eliminate departments to conserve overhead. Depending on the size of the organisation and type of business one may adopt a flat or tall structure and model it according to functional, divisional (product, market or geographic) or adaptive lines. Implications of Organisational Restructuring to HR Planning In the event of restructuring HR planning becomes critical because HR is typically responsible for handling all aspects of an organizations restructuring. HR departments provide or support announcements to employees regarding restructuring. HR is typically present when employees are informed of layoffs or permanent downsizing related to restructuring. Changes in employment policies, organizational structure, workforce, and location and job descriptions are announced to employees by human resources and management. HR also calculates changes in compensation and benefits resulting from reorganization. Organizations rely on human resources to provide a smooth transition during restructuring while retaining desired employees and integrating new employees into the new organizational plan. Restructuring leads to a new organization chart and HR need to reassess and alter their existing roles and responsibilities to better reflect the dynamics of the shifting workplace environment. HR departments also fulfil staffing recruitment needs including preparing job descriptions, posting and publishing available jobs, screening and interviewing candidates for employment and integrating new staff members into their assigned work areas. HR will often be called on to act in an advisory capacity salary ranges and often making changes to benefits, profit-sharing and other corporate perks. HR also institute training and educational programs and seminars and assist employees with transitions in and out of positions and in and out of the company. It may provide information, updates and job seeking resources for employees displaced from their jobs due to restructuring. HR departments are responsible for researching, recommending and implanting employee retention strategies during restructuring. Restructuring brings in changes to corporate cultures, which directly affects employees and may result in loss of identity, shrinkage in compensation, distrust, stress and conflict. HR has to ensure the internal processes accommodate the changes and the communication base is prepared to sensitize the various stakeholders.

Economic Business Strategies of Ryanair

Economic Business Strategies of Ryanair Ryanair Introduction The economics of business vary, both depending upon the industry where they operate and the style and strategy adopted by the management. Within this paper it is intended to assess those economic factors as they relate to the â€Å"low-cost† airlines. To assist with this assessment Ryanair, one of the leading â€Å"low-cost† airline operators in Europe, will be used as an example. Existing Corporate Strategy Following the liberalisation of the airline industry, the consumer demand for air travel began to increase. However, when operators such as Ryanair, an Irish based company, was one of the â€Å"first-movers† (Faulkner and Campbell 2006). in adopting a â€Å"low-cost† strategy for Europe, similar to the model successfully introduced by Southwest Airlines (2007) in the US, the levels of demand increased dramatically. As can be seen from the numbers of passengers using UK airports (see table 1). Table 1 Airline passengers Year Passengers (m) 1980 50 1990 90 2000 180 The demand for airline seats is also forecast to more than treble by 2030 to around five hundred million UK passengers. Ryanair is an Irish airline operator that commenced business in the mid 1980’s with one 15-seater aircraft, has grown to a business that now has a fleet of over 150 aircraft and carrying over two million passengers (About Us 2007). Since the beginning of the century, the company’s growth rate has improved substantially, to a position where it is now supplying air travel to around forty million passengers (see figure 1), with an expectation of this rising to seventy million within the next few years (Ryanair 2007). The company has achieved this growth by supplying consumers with consistently low prices. It maintained these low fares by creating a â€Å"no frills† price advantage (Pettigrew et al 2002), which differentiated its service from the established airline competitors (Porter 2004, p.207 and Kotler et al 2004, p.407). In other words Ryanair offered cheap fares with lower levels of service. For example, free in-flight meals were eliminated. At one stage the no-frills policy included not providing ice for in-flight drinks (Creaton 2004, p.169), although this was reintroduced following complaints. However, to sustain this position, as Lynch (2006) and Faulkner and Campbell (2005), who submitted that to achieve and maintain low price in the market place, the business itself had to be structured in a way that provided a limited cost base. Ryanair has achieved this situation by taking a number of measures, which include: Maximising use of resources by using one aricraft type, increasing employee roles and reducing airpot turnaround times. Ticketless and direct selling via the Internet or phone, which served to reduce administrative costs. Use of secondary rather than main airports. This move enabled the business to negotiate lower airport fees. Single class travel, elimatiion of free inflight services and seat reservation helped reduce business costs. All of these measure have given Ryanair the flexibility to be able to maintain a flexibility of price, from 99p owards, and service and helped it to react effectively to industry changes. In terms of profit and the financial contribution that Ryanair’s strategy has achieved, as can be seen from the following financial data taken from the relevant company’s website, shows how successful Ryanairs appraach was in 2003, when compared with its main competitors (See table 2 below). Table 2Net profit percentages Company Percentage Ryanair 17.81% Easyjet 7.98% British Airways 7.28% Challenges There are significant future challenges facing the low-cost airline industry in general, and Ryanair in particular, which will need to be addressed. Amongst these are the following: Competition It increased regional and global harmonisation and development of air travel; Ryanair is bound to face increasing competition within the next five years. This could materialise from developing nations within Europe, where there is significant scope for new entrants (see figure 2) It could also result from the recently signed â€Å"open skies† agreement between the EU and US (Milmo and Gow 2007). Both of these actions could result in loss of market share to new entrants, which would impact adversely upon Ryanair’s current level of success and financial results. Similarly, Ryanair’s own growth predictions could reduce its profitability levels. Whilst growth brings economies of scale, it can increase management costs, which is counter-productive to efficiency (Creaton 2004, p.250). Taxation At present the airline industry is heavily subsidised. As identified with the Bized (2004) report, this benefits the industry players by around  £6 billion annually. These benefits include zero VAT, capped landing charges and fuel tax exemption. It is anticipated the removal of these benefits, by introducing the relevant takes could reduce passenger levels by over 22% as a result of the increase in prices. Whilst it is not expected that all these subsidies will be eliminated at once, there is little doubt that for political, treasury and environmental reasons some adjustments will be seen in these areas will be seen within the next five years. Environment The major challenge facing Ryanair relates to its impact on climate change. Following recent IPCC, the EU are becoming increasingly concerned with the airline industries contribution to this global issue. As a result, these organisations have developed industry targets that are expected to be met within the next 5 years and beyond (see table 3). Unless Ryanair adapts its corporate strategy to take into account these targets, the result addition costs, or reduction in service will impact severely upon its ability to remain cost efficient and to maintain its present levels of profitability. Future Strategy As has been advised by a number of researchers (Lynch (2006) and Faulkner and Campbell (2006)) every business needs to review its corporate strategy to address future challenges. There are two ways that Ryanair can address the challenges that have been outlined in the previous section of this paper In terms of reducing the impact of competition, and making it more difficult for new entrants, the business needs to continue to seek ways to sustain its cost reduction programme. This not only means that it has to ensure that the internal management structure efficiency of the business needs to be as efficient as it has been in the past, but also that the business needs to seek new measures of cost reductions. For example, expanding its automatic check-in processes through all its locations would greatly reduce the business human resource cost. It can also sustain its lower price policy by transferring the cost of flying from ticket cost to other aspects of the travel, for example luggage. This specific action could also offset any potential airport cost increases. However, the most effective strategy to adopt in order to address all of the challenges is to develop a plan that increases the supply to meet anticipated demand, whilst at the same time reducing the cost of that supply and the effects of increased taxations and meeting its environmental commitment. The most effective plan for this achievement is the conversion of the current fleet to higher passenger capacity aircraft. For example, the introduction of a significant number of Airbus models would double capacity on those flights. From an economic viewpoint it would also reduce costs. For example the maintenance and servicing costs would remain the same because aircraft numbers have not been increased, but will reduce as a percentage of the ticket cost. Similarly, airport costs and other taxes, such as fuel tax would also be reduced per passenger capita. Finally, because of the increased load, and higher efficiency of these aircraft, the emissions level per passenger km would also see a reduction, thus helping the business to meet its environmental targets. Conclusion As has been seen from this research, over the past two decades the business economic strategies that Ryanair has employed have been successful in helping it maintain competitive advantage, achieve passenger growth and fulfil its objective of increasing business value. However, with the future challenges facing the business from increased competition, rising taxation and environmental concerns, the business will need to adopt a that is flexible to change, whilst at the same time enabling it to continue to sustain and achieve the successes of the past. This will mean combining cost reduction with a production and supply system that reduces the impact of potential tax increases, whilst at the same time enabling Ryanair to meet the increasing demands of reducing its environmental impact. Bibliography Bized (2004). Low Flying Fares: An End to Cheap, No Frills? Retrieved 27 July 2007 from http://www.bized.co.uk/current/leisure/2003_4/010304.htm Brassington Frances and Pettitt, Stephen (2006). Principles of Marketing, 4th edition, Pearson Education Ltd. London, UK Channel 4 News (2007). If you care about the environment, you should fly Easyjet. Really? Retrieved 16 May 2007 from http://www.channel4.com/news/articles/society/environment/factcheck+how+green+is+easyjet/509642 Creaton, Siobhan (2004). Ryanair: How a Small Irish Airline Conquered Europe. Aurum Press Ltd. London, UK. Faulkner, David and Campbell, Andrew (2006). The Oxford Book of Strategy: A Strategy Overview and Competitive Strategy. New ed. Oxford University Press. Oxford, UK. De Groote, P.D (2005). The Success Story of European Low-Cost Carriers in a Changing Airworld. GaWC Research Bulletin 174. Retrieved 27 July 2007 from http://www.lboro.ac.uk/gawc/rb/rb174.html Kotler, Philip. Wong, Veronica., Saunders John A and Armstrong, Gary (2004). Principles of Marketing, 4th European edition, Pearson Education Ltd. London, UK. Lynch Richard (2006). Corporate Strategy. 4th edition. Financial Times Prentice Hall. Harlow, UK. Milmo Dan and Gow David (2007). EU Open skies deal. The Guardian. London, UK. Pettigrew, Andrew M. Thomas, Howard and Whittington, Richard (2002). The Handbook of Strategy and Management. Sage Publications Ltd. London, UK. Porter, Michael E (2004). Competitive Strategy: Techniques for Analysing Industries and Competitors. The Free Press. New ed. The Free Press. New York, US. Report (2007). The Environmental Effects of Civil Aircraft in Flight. Royal Commission of Environmental Pollution. Retrieved 29 July 2007 from http://www.rcep.org.uk/avreport.htm Ryanair (2007). About us. Retrieved 14 May 2007 from http://www.ryanair.com Southwest Airlines (2007). About SWA. Retrieved 28 July 2007 from http://www.southwest.com/about_swa/airborne.html

Computer-Based Training :: Work Job Technology Essays

Computer-Based Training Definition and Descriptions of Computer-Based Training Workers, new or experienced, are constantly needing some kind of education or a new way of doing something in their system. The training usually needs to be done at a convenient time, and in a cost effective and timely manner. This is where computer-based training comes into play. Computer-based training or CBT has been described as a "method that supports and strengthens adult learning†¦ that fosters flexible, self-directed learning techniques" (Sandler, 1998). While working at their own pace, the learners can experience the progress that they are making, while answering the questions at attention level that is suitable to learn the material (Lawson, 1999). Lawson (1999) describes CBT training as the computer is "the trainer" that uses multimedia such as text, video, audio, graphics, and animation. In fact, the computer is said to be the main "powerful and effective tool†¦that can be used, as learning reinforces", and that is used in the CBT world (Blankenhorn, 1999). At this point, the computer, as the technology, and training go synonymously together. Also, both the methods with the computer hardware and software are constantly changing (Forster, 1998). Lawson (1999) also mentions that the CBT can provide different kinds of training for various jobs. People from marketing and sales to manufactures and industrial workers are using CBTs (Sandler, 1998). With CBT, a person in a job, that is offering the CBT training, can do the training when he or she has the time without causing a problem for the company or themselves (Couret, 1999). Computer-based training can be characterized as an information "training system that incorporates a needs assessment on the students, lesson objectives and plans, development of the program, and evaluation and feedback" (Janicak, 1999). These features will be discussed further. CBT has been compared to the traditional approach of training, and there are many features and processes that are different, which will both be discussed. Also, the concerns and positive effects of CBT will be explained. Comparisons of Computer-Based Training and Traditional Training CBT and classroom or traditional training methods are the two main types of training that is compared in most of the literature. Recently studies have shown that CBT is as effective, if not more effective than traditional training. Traditional training can also be called live instruction (Blankenhorn, 1999).

Risk and types of Financial Risk Essay -- Business, Banks, Insurance

Value at Risk -Introduction As Walter Wriston, former chairman of Citigroup, said â€Å"All of life is the management of risk, not its elimination† and nowadays modern banking is about controlling risk and returns. The ability of a financial institution to control risk is a key factor that determines its success or its failure in markets. As the late financial crisis has demonstrated institutions that were not properly prepared to face the crisis, failed and they were either bailed out by governments or serve economists as bad example. This is the reason risk management is an important field of every financial institution. -Risk and types of Financial Risk As Philippe Jorion (2007) mentions a definition for risk can be the volatility of unanticipated outcomes and can be created by natural disasters, such as the recent earthquake in Japan that is reported to cause a drop of 3% of the oil price in the first few days after it, or it can created by human activities such as technological innovation which might create unemployment. Phillip Best (1998) argues that risk matters only when it causes financial losses and financial risk is the one linked with financial assets and portfolios and is classified in broader categories; market risk, credit risk, liquidity risk and operational risk. There is evidence that these types of risk can affect one another. Market risk is the one linked with the movements of the price level of market. Credit risk is generated when parties involved in an economic contract are either incapable or reluctant to satisfy their commitments. Jorion (2007) classifies liquidity risk into two forms; asset liquidity risk and funding liquidity risk. Jorion (2007, p. 23): Asset liquidity risk†¦arises when a transaction can... ... effects than those expected. Nevertheless VaR is always a statistical tool, meaning that if using VaR is estimated a loss of  £10 millions in one month, it is known that there might be months with smaller losses and months with larger than  £10 millions. There is also the problem of identifying the right method because each method has its own strengths and weaknesses. So it is important for a risk manager to be able to identify the key factors of the market. These can be market rates and prices that can affect the portfolio and the necessity of this derives from the fact that without these factors is impossible to build a proper quantitative measure of market risk, due to the complexity of financial markets. So to start properly one has to recognize the instruments through which market risk factors will be embodied, such instruments may be options, swaps or loans.

A Beautiful Mind: Ethical and Unethical Essay

There were several ethical and unethical instances in the film and first I will start off with the ethical. John Nash is awarded the privilege to work for Wheeler Laboratory for making up his own original idea. This is something very honorable and being part of the Wheeler Lab was something of high standards. On the same note, it was very noble of Nash’s opponent, Martin Hansen, to congratulate John Nash on winning the chance to be with the Wheeler Laboratory. The position was a very competitive spot, so when Nash won it was good sportsmanship that Hansen was content with Nash’s success. As for unethical incidents, here are the few I picked out. Martin Hansen â€Å"assumed† that John Nash was the waiter at the table. I say assumed because Hansen was playing dumb and just wanted to insult or tease Nash. Second, Dr. Nash tells his student that his ability to speak comes second to how well Nash can hear himself. This was unprofessional because of the lack of courtesy Nash lacked as a professor. The next point is unethical because it is something frowned upon in society. The way John Nash tries to be with a woman by telling her straight forwardly that he just wants sex. This is not something gentlemanly towards a woman. See more: Old Age Problem essay John Nash goes through a series of fantasies where he thinks he is involved with a secret part of the government. Nash later is captured by a psychologist and his employees. When taken to the hospital, the director lets the viewer know that Nash is diagnosed with schizophrenia. This psychological disorder makes the diagnosed generate fantasies from the mind and turn them into real life. Although the fantasies are not real to everyone else the diagnosed believes everything they see is real.