Gun control

Graphite debacle stands as one of the attractive entries in China (Editorial Committee of Mineral Deposits of China, 1990). At the same time, this industry presents many challenges to managers as well as leaders. As a result, there is always need for the company to cope with boundary spanning, know large systems interactions and thinking for better future. Senge’s (2008, 2010) insights stand as major guidelines when it comes to enhancing new thinking and choices in the industry. Hence, when what, the management knows become less fulfilling to the desired need, going beyond the traditional boundary of knowledge is important(Ulhøi, Madsen & Kjær, 1999).

China Carbon Graphite Group, Inc. has remained a major player in China’s graphite extractive industry for over thirty years (Mertens, 2015). With a long period of operation, the company has immersed a lot of knowledge as well as resources in the extractive industry. This has made it to become the pioneer in manufacturing as well as distributing graphite products including bipolar plates, electrodes, and precision machined graphite components as well as graphene products in China through its subsidiary. China Carbon Graphite Group, Inc. has developed a broad client base globally, and its products are highly necessary for energy storage, steel, non-ferrous, semiconductor, metallurgy, PV, optical fiber as well as chemicals industries. China Carbon Graphite Group, Inc. Has been all focused on increasing its competitiveness to capture a global share of graphite as well as carbon industries by enhancing its management, research as well as development teams. It has also remained keen on enhancing its existing technology as well as production models by advancing in new technologies as well as manufacturing strategies.

Despite this succeeds, China Carbon Graphite Group, Inc. Leaders and managers must leverage collaboration across traditional boundaries to come up with a detailed view of multiple systems interactions and common view of desired better future. In this respect, China Carbon Graphite Group, Inc needs to develop special expertise in the nexus of sustainable development with extractive industries. The reason is that there is nowhere else where stakes are higher compared to extractive industries. In many cases, such enterprises can become a development springboard or a source social degradation, corruption as well as and environmental disturbance (Heizer & Render, 2013). Its leaders and managers must research on trends as well as good practices including working with governments, other companies, civil society, development partners as well as communities for purposes of developing and implementing strategies that ensure China and other community’s benefits.

Extractive industries always pose unique challenges to managers regarding sustainable development. This industry demands to make urgent solutions which in most cases difficult when compared to other sectors. Some of the challenges that the management and leadership must address to ensure collaboration with other actors include specific challenges such as asymmetry of knowledge as well as skills between government and other companies. They must also address the pervasive confidentiality extractive sector, the non-renewability of the resources, the traditional ‘enclave’ model of the sector, the risk of Dutch disease as well as the historical records of human rights and environmental shortfalls (Sanford, 2011). Leaders and managers can also leverage collaboration across traditional boundaries by maximizing on potential benefits for both parties. Extractive industries always have the potential transform their countries (Madu & Kuei, 2012). Therefore, China Carbon Graphite Group, Inc Leaders, and Managers can leverage collaboration by aligning its policies with that of the country, investor, regulatory and legal framework of collaboration, and other institutions to find mutually satisfactory outcomes.

Senge’s (2008, 2010) insights on what he calls new thinking and choices underscoring that the activities people learn by rote clearly do not work. Hence, people must collaborate with others to come up with new approaches. Through his touching presentation, Senge articulates three puzzles that demand systems thinking. He also discusses why it is so vital but seems difficult for people. This applies to China Carbon Graphite Group, Inc Leaders and managers who need to enhance their view and a way to solutions that enhance its sustainability. As leaders and managers, they are born with innate systems intelligence to come up with a better future (The United States, 1977).

The first part that leaders of this company have to leverage for collaboration is Interdependence. As leaders and managers of an extractive industry, they do not exist alone. They need to devise an environment of extraordinary interdependence. This is an important aspect of company sustainability management (United Nations Conference on Trade and Development, 2008).

The other area that China Carbon Graphite Group, Inc Leaders and managers need to leverage collaboration relates to addressing issues of Systems ignorance. The reason is that as leaders, they won’t fully understand the interdependencies of the industry they operate in. Therefore, collaborative addressing of ignorance on the extractive industry will help the company not to easily make choices that do not serve them well in the long-term (Brady & Palgrave Connect, 2005). Take for instance the effects of pollution effects of extractive industry where the environment can be polluted. China Carbon Graphite Group, Inc needs to collaborate with environmental conservatives for better sustainability of the environment. China Carbon Graphite Group, Inc needs to leverage collaboration for environmental stability while producing systemic outcomes that goes beyond their consistent produce. Extractive industry has many dynamics that are always delicate and needs great keenness (Hansen, & Brown, 2011). It cannot be disputed that the company loves systems intelligence, but the various can only be closed if the company management and leadership discover it. China Carbon Graphite Group, Inc Leaders and Managers have been trying to leverage collaboration across traditional boundaries by defining a comprehensive view of multiple systems interactions. This has been a plus for them.

In particular, China Carbon Graphite Group, Inc Leaders, and managers has always been negotiating support to resource rich, Low and Middle-Income Chinese society (Franks, 2015). China Carbon Graphite Group, Inc Leaders and Managers leadership have a series of meetings of negotiation support providers as a way of creating forums to address common challenges as well as opportunities to facilitate enhanced coordination among its stakeholders. The major aim of this collaboration has been to enhance the availability, accessibility as well as technical assistance and training quality for host stakeholders and partners at all stages of preparation, negotiation as well as the implementation of large-scale deals.

China Carbon Graphite Group, Inc Leaders and managers have leveraged collaboration across traditional boundaries through Carbon and Graphite Producers Discussion Group. China Carbon Graphite Group, Inc Leaders and Managers have knowledge partner to Carbon and Graphite Producers, co-organized and sponsored by Global Initiative as well as international Secretariat. Collaboration beyond traditional boundary aims at helping current and emerging graphite extractors to think critically about the various policy options in the initial and continuous phases of exploration and extraction or restructuring their platforms (Hamschmidt, 2007).

China Carbon Graphite Group, Inc Leaders and Managers need to also leverage collaboration across traditional boundaries by initiating comparative lessons for extractive industry Investments as well as Large Land-Based Industrial Investments. China Carbon Graphite Group, Inc Leaders and managers need to leverage stakeholders to explore efficient governance approaches for extractive industry investments as well as large land-based industrial investments. Particularly, leaders of this company need to learn from other external actors in the industry on why some good governance efforts can more advance in a specific sector and not in the other. The company leadership and management must also learn from other external actors in ways that can be done to advance governance in graphite extractive industry.

China Carbon Graphite Group, Inc Leaders and Managers must also be at the forefront in learning from International extractive Investment Conferences. In the current century, many companies are leveraging collaboration beyond their traditional boundaries through taking advantages of international conferences on the industry (Zhexembayeva, 2014). Since this is the best way to improve extractive systems, China Carbon Graphite Group, Inc Leaders and managers need to host and attend International Investment Conferences on graphite as well as related extractive industries. Such conferences bring together many stakeholders including governments, corporate executives, academics, investors as well as civil society for purposes of forward-looking policy discussions on critical issues for sustainable development (Cohen, 2011).

To conclude, China Carbon Graphite Group, Inc stands as a company that has enjoyed vast dominance is Chinese graphite industry. This company has been utilizing its expertise to make the company successes. At the same time, the company needs to continue leveraging collaboration beyond traditional boundaries for expertise, innovation, and sustainability (Sokka, & Valuation Tek nil linen tutkimuskeskus, 2011). Doing this increased efficiency, corporate social responsibility and abiding by national as well as international extractive industry regulation.

Literature review on SQL

Companies are involved in different operations that result in the generation of information. The information is never discarded rather it should be kept for the future references. The question to ask is how to keep the data. The database concept came previously with the usage of the file database until we came to settle on the sequential databases. The primary databases are the SQL databases and the Oracle databases that do perform the same job but with the application of different principles in the implementation of the functionalities. A database is described as the collection of related data that is organized and stored at a collective place for easily accessing, management and administration of the data.

History of databases and SQL
Database came in to ensure that the data stored can be retrieved or shared amongst the users without the know that there is sharing. In 1970, Dr. Codd published a paper “A Relational Model of Data for Large Shared Data Banks” that was the building block of the relational database system. He described a new structure for data within the database that brought the relational database system that is still in use up to current (Sumathi & Esakkirajan, 2007). On the other side, Chamberlin and Boyce (employees at IBM Corporation, Inc) developed a query language they referred to as Specifying Queries As Relational Expressions (SQUARE). The language did apply the set theory a predicate mathematics to have the select of data from the database. SQUARE acted as the building block for another language (Instructional Software Research and Development Group., 2006).

In 1974, Chamberlin and Boyce refined the SQUARE language to publish the Structured English Query Language (SEQUEL). The refinement focused on the data retrieval from the database, and they had taken the focus to applying the top-down programming that required the linear notation, and readable programs which are easy to modify and maintain. The result of the implemented got the description of the SEQUEL as structured (Chamberlin & Boyce, 1974). In 1979, SQL got into its existence by dropping the vowels EUE, the SEQUEL was found out to be a registered mark trade for Hawker Siddeley Aircraft Company that forced IBM to change the SEQUEL to SQL.

SQL Architectural framework
The architecture of Pl/SQL describes its working with the Oracle. The PL/SQL block is made up procedural and SQL statements as it describes how the SQL in Oracle interprets the PL/SQL block. The PL/SQL architecture contains the block, engine, and the Oracle server. The engine is concerned with the compiling and executing the SQL block, and the PL/SQL engine contains the PL/SQL procedural statement executor that executes the procedural statements. On the other side, the Oracle server contains the SQL statement executor that executes the SQL statement (Rosenzweig & Silvestrova, 2004). Therefore, the PL/SQL engine is in coordination with the Oracle Server for purposes of processing the block.

According to Instructional Software Research and Development Group (2006), SQL statements can be classified either;

Data Definition Language (DDL)
Data Manipulation Language (DML)
Data Query Language (DQL)
Data Control Language (DCL)
Data Administration Statements (DAS)
Transaction Control Statements (TCS)
Features of SQL

Structured Query Language (SQL) has got developed and meets the ANSI and the ISO standards as a computer language that can use in creation and manipulation of hierarchical databases. SQL has the capability of allowing the proficient user to undertake some administration activities such as create some views, update, delete records and retrieve the data from the database. It is very simple and easy for one to learn because it is sequential and structured in nature and it is to work with some other desirable database programs such as MS Access, and Sybase (Groff & Weinberg, n.d).

SQL database, the SQL Server 2005 and SQL Server 2008, have the data mining architecture that enabled the models to enhance business intelligence. Business intelligence components can easily get integrated into SQL server that includes the On-line analytical processing (OLAP), SQL Server Integration Services (SSIS) and the reporting services (Crat, Tang & MacLennan, 2013). SQL has been on developed and currently exhibit some attractive, unique features of supporting character sets, collations, and translations. A transaction can roll back on save points. The database language supports Boolean data type and large objects of binary and the character LOBs (Kreines, 2000).

Benefits of SQL
SQL does not require navigational instructions as it is coded without embedded data that simplifies the retrieval of data.
The applications applying the SQL are portable as well as the language gives a high level of abstraction, and its internal implementation makes it independent.
SQL is simple to learn and easily handle complex situations at the same time the language has no ambiguity about the way a query interprets the data.
The SQL is used in definition of the data structure; control the accessibility of data, delete, insertion and modification of data
Proposal

Iteration 1: Orientation
The orientation program captured my attention by familiarizing me to a few identities. I first had to sign the internship acceptance form from the Human Resource department after which I am to be directed to my designated department. Within the working point, I will introduce myself to the work mates and move around to have the familiarization of the company strategic location. I will visit the specified departments starting with the operational section from where I will have to understand the company core business operations, procedures, principles and the goals to achieve. The working conditions will also be provided to avoid the misrepresentation at working point.

Iteration 2: Understanding the SQL concepts
After the understanding of the company operations and my expectations, I will take some critical time to have the deep understanding of the SQL concepts. Databases go by experience and understanding of what the requirements are according to the company procedures. During the iteration, I will make some consultation from my working mates so that I take to know where I need to take the concentration of understanding. Secondly, I will undertake some online research to have the deep experience of coding and the most critical operations of the SQL. The model accordance to the Model will be under study. The personal studying will further involve the data analytics and the understanding of the big data. The iteration will be the preparation for the training that I will be taken through by the assigned supervisor. At the end of the iteration, I would have sharpened my knowledge and have the best theoretical understanding of SQL as far as the database is concerned.

Iteration 3: Training
The training will go through the application of the SQL and the implementation of the Oracle databases. The training will be conducted primarily to have the clear, practical understanding of the Oracle database and the SQL database. Define the principles of the application modes of the databases. The training will be conducted through the labs of the company where normal staff training and seminars take place. The process will be the preparation of the primary object of designing a database exercising gall the database administration and maintenance. Therefore, by the end of the training session, I would have gained the practical skills and experience of database administration.

Iteration 4: SQL Database designing
The iteration will get me through the steps prior designing and development of a database. First, I will have to undertake some feasibility so that I may be able to define the requirements of the company and the end users to be adhered to during the SQL database development. After then the designing of the application will take its course by applying primarily all the knowledge of SQL database to have the database that meets the determined requirements after that the last iteration will follow.

Iteration 5: SQL database administration and management

The iteration is the other critical activity that I will be involved. The primary expectations are ensuring that the database is up to date the demands of the end users are accomplished. During the process I will be updating the database, deleting some entries. Furthermore, create the views procedures and the queries as well as reports and more so enhance the security within the database. Actually, at the end of it all, I would have got the best knowledge than ever that will get me into the market with the desirable experience and skills.

Siemens and Halske

Introduction
From the company’s humble beginning as the telegraph-bauanstalt von Siemens and Halske in the year 1847, the company has managed to grow into the second biggest employer in Germany, having more than 427,000 employees worldwide by 2009. The company’s 150 years history is characterized by the ingenious inventions as well as the trend-setting developments. With time, the company diversified their business to include a wide assortment of electrical engineering applications. The company’s earliest specialty was on the heavy current engineering which encompassed finding the means to satisfy the growing power requirements of the contemporary industrial machinery. Through their extensive expertise in electrical engineering, the company expanded its operations to encompass the generation of electric power. Although most of the company’s initial power plants relied on coal for their operations, the company was additionally undertaking major investments in R&D on the alternative sources of energy. The company continued with the diversification of its operations even further from the mid 19810s where it expanded to wind energy. Alternative energy generation technologies continue to be the major priority at Siemens, with their emphasis being on solar as well as wind applications.

The company’s energy sector encompasses five divisions which include renewable energy, fossil fuel generation, oil & gas, power transmission as well as power distribution.

What Problems are they facing In the Case?
The current situation that Siemens is facing relates to the formulation of a strategy to guide in the best position that the company will adopt in their effort to dominate the global renewable energy market. The main hurdles revolve around the fact that the stakes are high as a result of the recent financial turmoil as well as the credit crunch that are making it harder for them to reach fast decisions. The decisions that the company needs to make include whether the company should make its best guess about the future by investing deeply in a limited number of options. Additionally, it is imperative that they decide on whether they should cast their net wider and thus hedge their bets on the diverse types of alternative energy. Siemens needs to decide on whether they should focus on a narrower field and what strategy are they going to adopt in deciding on the type of alternative energy that is going to be their leading technology in the future. It is imperative that they decide on whether it is possible for them to foresee any new disruptive innovations and additionally take advantage of them.

Additionally, they need to decide on whether they can pick any alternative technology and additionally ensure that they make it a winner. The last challenge that Siemens were facing is on deciding the manner they are going to compete in the new fields. The decisions revolve on deciding whether the company shall be going alone, develop proprietary knowledge and consequently keeping the probable profits to themselves, with full knowledge that they run the risk of going too far on the wrong path. Conversely, they need to decide on whether they should base their focus on the acquiring of smaller companies that have developed promising technological advancements, aiding them down the development path. Additionally, it is necessary for Siemens to decide on whether making alliances will make it possible for them to share both the returns as well as the risks with a partner thus becoming their optional solution to the domination of the global alternative energy industry.

Alternative Energy Opportunities Siemens Pursues
There are various types of alternative energy opportunities that Siemens can pursue to realize their global success in the alternative energy sector. The logic behind the clamor for the alternative energies is the use of the natural based resources such as water, the wind, solar radiation or the heat for the creation of energy other than the reliance on the carbon-based fuels.

1. Wind energy is one of the options that Siemens could venture into as a form of alternative source of energy

The common assertion about the wind energy topic is that although it is some disadvantages, it is one of the fasted growing alternate energy sectors and is additionally a trend that should continue. The company has consequently staked a firm presence in the wind energy turbine business, having won some large contracts for the installation of both of as well as onshore wind turbines. On the global arena, the company is the fifth largest installer of wind turbine power by the year 2009, aiming to the second by the year 2012. The portfolio of the company encompasses the diverse stages of wind-turbine development inclusive of the deigning of the components as well as the system, manufacturing, R&D, installation as well as maintenance. These activities have managed to earn the company approximately 19 billion Euros in revenues in the 2008 fiscal year, which accounted for approximately a quarter of the company’s overall revenues. The fact that Siemens has the foundation that is necessary for the development of these alternative energies presents an excellent platform for them to undertake the investment in the wind power energy opportunity.

The additional reason as to why Siemens should venture into the wind power sector is the fact that they have few competitors as a result of the technological complexities of the business. The fact that the market offers a high future potential about the industry growth implies that other competitors are going to enter into the competition mainly from China. However the fact that wind power requires constant maintenance implies that the Siemens will have long-term service contracts, an attribute that makes it instrumental for them to enter into the wind power sector.

Solar energy is the other opportunity that Siemens needs to adopt, considering that the company is already the market leader in the turnkey CSP plants. In this case, Siemens would be able to leverage its plant size, their experience in the development of power plants, as well as the reliability, being a long term service provider effectively. The main reason that the company should target as they undertake this opportunity is the long term servicing required for the generators and turbines long after the completion of the plant’s construction.
Hydropower is the additional opportunity that Siemens needs to capture. The fact that the company has been a strong player in the hydrometric power dams implies that they have the experience that can set them apart from their competition. There numerous opportunities for the company to expand into such as in the US where the company government has designed policies to increase their low costs hydroelectric power production. The US offers excellent expansion opportunities as there are more than 5,677 sites that have an undeveloped capacity of approximately 30,000MW, which offer an opportunity for Siemens to introduce their expertise.
Geothermal power is the additional opportunity that Siemens can exploit because the company has an expansive wealth of expertise on electric energy. In the production of this energy, two shafts are drilled deep into the earth core, with water being pumped in through one shaft and extracting energy through the other shaft inform of steam. The main attribute that makes the technology an excellent option for Siemens is the fact that it can be installed in any area that requires energy. Additionally, geothermal plants need minimal amounts of fresh water as well as external fuel sources and their layouts makes them highly scalable.
How Aggressively Should Siemens Pursue These Opportunities?
Siemens should need to pursue these opportunities with aggressiveness. For instance on the wind power opportunity, they should attack the Europe market with utmost aggressiveness considering that they are among the best in the region as well as the fact that are minimal transportation costs. About the expansion to other regions in the world, they should be the first movers of the technologies as they already possess the technology as well as the R&D attributes. Waiting to introduce their technologies will only serve to diminish the market for their alternative energy. The advantage that makes it imperative for Siemens to be first movers of these alternative energy technology opportunities is they already have a reputation for being the best in the world as well as the fact that they have exceptional R&D strategies in the same sector.

Should They Go It Alone, Form Strategic Alliances Or Pursue Acquisitions?

On whether Siemens needs to undertake these opportunities either alone, form alliances or acquisitions, various factors are taken into consideration. In the case of wind energy, Siemens possess the best technology, but the costs of transporting these turbines are very high, a factor that limits their expansions. The fact that there are few established competitors in the industry for Siemens to acquire or engage in alliances implies that their best option is to set up industries in their desired markets.

Regarding solar energy, the fact that the company has the best turnkey CSP plants in the world makes acquiring the existing companies in their desired markets the best option as they will not have to share their profits. Siemens has minimal technologies in the hydropower generation and thus pursuing alliances with the established players in their desired markets is a worthwhile plan where they will be supplying technologies and expertise. Geothermal powers involve minimal costs and through their technology as their main bargaining, Siemens should enter their desired markets alone.

Conclusion
Siemens is facing a critical point in their survival in the alliterative energy production sector. The company possesses some of the best technologies in the world relating to the production alternative energy, and the contemporary market challenges are making it imperative for them to make decisions that will see them enter excel in the sector. Some of the decisions that the company has to make revolve around the number as well as the type of alternative energies they will be pursuing. From the assessment of the case, it is clear that wind power, solar energy, geothermal power as well as hydropower present the company with the best opportunities to succeed in the alternative energy markets.