Section 3.1-3.2 Biology 1 Notes :: essays research papers

SECTION 3.1 WHERE LIFE HAPPENS 1. Living things can be either uni-cellular (one cell) or multi cellular. A bacteria is one type of unicellular. 2. About 8000 of the smallest bacteria could fit inside one of your red blood cells. 3. The longest cells are the thin nerve cells found in large animals and they can be more than a meter long. 4. The cell with the greatest volume is an unfertilized ostrich egg 5. A cell’s shape is related to its function. For example, a long nerve cell is long and it carries messages from your spine to your toes. The contraction and relaxation of muscle tissue is responsible for the movement in animals. A SMALL NEW WORLD 1. In the 1600’s people only knew about organisms they could see with the unaided eye. 2. A trio of Dutch eyeglass makers invented the microscope in the late 1500’s. It consisted of a tube with lenses ground from rock crystal, and it magnified objects up to 9 times their actual size. 3. In 1665 the British scientist Robert Hooke published a set of drawings illustrating what he had observed with a microscope. 4. In the early 1670’s Anton van Leeuwenhook, a Dutch fabric-store owner, began to grind lenses as a hobby. He used handheld microscopes to examine materials such as pond water and blood. BIOLOGISTS BUILD A THEORY 1. By the 1830’s many biologists were using the microscope as their chief investigative tool 2. Mathias Schleiden was a botanist, a scientist that studies plants. He found that plant parts he examined were made out of cells. In 1838 Schleiden made the generalization that all plants are made of cells. 3. Theodor Schwann was studying and animals. His microscopic investigations of animal parts led him to generalize that all animals were made of cells. 4. In 1858, a German doctor named Rudolf Virchow disputed the idea of spontaneous generation. Virchow reasoned that new plant cells arise only from existing plant cells, and new plant animal cells arise only from existing animal cells. 5. The cell theory consists of three principles:  Cells are the basic units of all life.  All organisms are made of one or more cells.  All cells arise from the existing cells. SEEING SMALLER 1. One of the most important tools used by biologists is the microscope. 2. Until the 1950’s microscopes were light microscopes—instruments that use either sunlight or artificial light to view objects. With the advantage of this it can magnify many microscopic objects while they are alive.

Resistence to Genetically Modified Foods Essay -- GMOs, Genetically Mod

Introduction This report seeks to examine the causes for resisting genetically modified (GM) food in the world. There have been resistance to genetically modified food have been going on since is commercial production began in early 1990’s (Glass-O'Shea, 2011). The European Union has been delaying decision to allow farmers to introduce GM food crops in their farms or importation of GM foods without labeling as compared to the North American counterparts. This report investigates the major causes of sustained resistance to GM food, the effects of this issue and possible recommendations to soften this position. Causes of resistance to genetically modified food There have been fears that genetically modified food could have far reaching health effects in after a prolonged time of consumption. Several studies indicated that other organisms are affected by the genetically modified food (Macek, Kotrba, Svatos, Novakova, Demnerova, & Mackova, 2008). Many leaders especially in developing countries are concern that genetically modified food is a ploy to enrich some certain corporations in developed countries. These are main reasons for resisting genetically modified food Risky for human consumptions There is a growing concern that the companies that are involved in production of genetically modified food do not conduct extensive research on adverse effect to humans. This contributes heavy why the European Union (EU) is particularly very slow in deciding to allow farming of genetically modified food crops. Since foods may contain other materials that do not have any nutritional values, there should an independent study on effects to humans after consumption (Kuiper, Kleter, Noteburn, & Kok, 2001). It is not clear who sponsors the r... ...3. Glass-O'Shea, B. (2011). The History and Future of Genetically Modified Crops: Frankenfoods, Superweeds, and the Developing World. Journal of Food Law and Policy, 7. Kuiper, H. A., Kleter, G. A., Noteburn, H. P. J. M., and Kok, E. J. (2001). Assessment of the food safety issues related to genetically modified foods. Plant Journal. 27, 503–528 Legge Jr, J. S., & Durant, R. F. (2010). Public opinion, risk assessment, and biotechnology: lessons from attitudes toward genetically modified foods in the European Union. Review of Policy Research, 27(1), 59-76. Qaim, M. (2009). The economics of genetically modified crops. Annual Review of Resource Economics, 1. 665–693 Macek, T., Kotrba, P., Svatos, A., Novakova, M., Demnerova, K., & Mackova, M. (2008). Novel roles for genetically modified plants in environmental protection. Trends in biotechnology, 26(3), 146-152.

IT Agreements

Seva Bharat recognizes the critical importance of protecting the privacy of Individuals and securing the confidentiality of all official records. Employees of the Department of Information Technology (IT) will make appropriate efforts to protect and secure official data and information. IT positions frequently have privileged access to computing systems, applications, databases, network monitoring tools and other equipment that may contain records and information that are private and confidential in nature.As an employee of Seva Bharat's Department of Information Technology, I may be entrusted with such rivileged access and encounter or have access to sensitive, confidential or proprietary Information whether or not It Is labeled or Identified as such. I acknowledge the sensitive and confidential nature of information concerning Seva Bharat / LCT / SBPT / SST / MI employees, consultants, alumni, donors, vendors, and other stakeholders of the Seva Bharat community.I understand and agr ee that this Information may only be disclosed with proper authorization and in the exercise of my designated duties. I agree not to use any access or information available to me In he course of my duties to engage in any activity that conflicts with the interests of Seva Bharat or use any access available to me to provide information to others engaged in any activity that conflicts with the interests of Seva Bharat. pecifically, with respect to office compuung systems, networks, records, flles, email and other information, I agree that I will treat all confidential information as such by respecting the privacy of users, the Integrity of the systems and the related physical resources, and I will: Access, copy, or store data solely In performance of my Job responsibilities, limiting erusal of contents and actions taken to the least necessary to accomplish the task. 2.When providing direct services to users, copy or store data or information only with the user's consent and only to co mplete a specified task, and only to copy and store user data for long enough to complete the specified task. 3. Not seek personal benefit or permit others to benefit personally from any data or Information that has come to me through my work assignments. 4. Not make or permit unauthorized use of any information in the office information systems or records. . Not enter, change, delete or add data to any information ystem or file outside of the scope of my Job responsibilities. 6. Not intentionally or knowingly Include or cause to be included in any record or report, a false, inaccurate or misleading entry, 7. Not intentionally or knowingly alter or delete or cause to be altered or deleted from any records, report or information system, a true and correct entry. 8.Not release official data other than what is required for the completion of my Job responsibilities. 9. Not exhibit or divulge the contents of any record, file or Information system to any person except as required for the completion of my Job esponsibilities. u lake every reasonaDle precautlon to prevent unautnorlzea access to any passwords, user identifications, or other information that may be used to access official information systems or records. 1 1 .Limit access to information contained in or obtained from the systems to authorized persons. 12. Report any incidents of my non-compliance with the terms of this agreement to my supervisor. I further agree not to independently contract to perform or provide information technology services to other entities not associated with Seva Bharat while employed by the Department f Information Technology, or to use offcial resources in the delivery of privately contracted services.I understand official resources include time, equipment, computers, tools, software, phone, email or other items that are provided by or acquired through my relationship as an employee of the Seva Bharat community. Page | 1 I understand and agree that my failure to comply with the t erms of this agreement will have consequences and may result in disciplinary action up to immediate termination and criminal prosecution, depending upon the infraction's severity, evidence of my intentions, and the sensitivity and scope of the information ompromised.

“Banana Peelings as Charcoal Briquette” Essay

Prior to the industrial revolution charcoal was occasionally used as a cooking fuel. Modern â€Å"charcoal briquettes†, widely used for outdoor grilling and barbecues in backyards and on camping trips, imitate this use, but are not pure charcoal. They are usually compacted mixtures of sawdust with additives like coal or coke and various binders. Charcoal is the dark grey residue consisting of carbon, and any remaining ash, obtained by removing water and other volatile constituents from animal and vegetation substances. Charcoal is usually produced by slow pyrolysis, the heating of wood or other substances in the absence of oxygen (see pyrolysis, char and biochar). It is usually an impure form of carbon as it contains ash; however, sugar charcoal is among the purest forms of carbon readily available, particularly if it is not made by heating but by a dehydration with sulfuric acid to minimise introducing new impurities, as impurities can be removed from the sugar in advance. The resulting soft, brittle, lightweight, black, porous material resembles coal. Charcoal is a carbon-containing substance made from wood, naturally black and powdery. Charcoal is made from wood by heating it in airless space in high temperature. The wood will not burn, but instead turn into charcoal. The by-product of making charcoal is tar and turpentine. People use it for different things such as cooking on a barbecue grill, and in painting. http://en.wikipedia.org/wiki/Charcoal Charcoal is a desirable fuel because it produces a hot, long-lasting, virtually smokeless fire. Combined with other materials and formed into uniform chunks called briquettes, it is popularly used for outdoor cooking in the United States. According to the barbecue Industry Association, Americans bought 883,748 tons of charcoal briquettes in 1997. Basic charcoal is produced by burning a carbon-rich material such as wood in a low-oxygen atmosphere. This process drives off the moisture and volatile gases that were present in the original fuel. The resulting charred material not only burns longer and more steadily than whole wood, but it is much lighter  (one-fifth to one-third of its original weight). Read more: How charcoal briquette is made – material, making, history, used, components, product, industry, History, Raw Materials, The Manufacturing Process of charcoal briquette, Byproducts/Waste, The Future http://www.madehow.com/Volume-4/Charcoal-Briquette.html#b#ixzz1ybbwzLNy Banana is the common name for herbaceous plants of the genus Musa and for the fruit they produce. It is one of the oldest cultivated plants. They are native to tropical South and Southeast Asia, and are likely to have been first domesticated in Papua New Guinea.[1]Today, they are cultivated throughout the tropics.[2] They are grown in at least 107 countries,[3] primarily for their fruit, and to a lesser extent to make fiber, banana wine and as ornamental plants. Its fruits, rich in starch, grow in clusters hanging from the top of the plant. They come in a variety of sizes and colors when ripe, including yellow, purple, and red. Almost all modern edible parthenocarpic bananas come from two wild species – Musa acuminata and Musa balbisiana. The scientific names of bananas are Musa acuminata, Musa balbisiana or hybrids Musa acuminata Ãâ€" balbisiana, depending on their genomic constitution. The old scientific names Musa sapientum and Musa paradisiaca are no longer used. Banana is also used to describe Enset and Fe’i bananas, neither of which belong to the aforementioned species. Enset bananas belong to the genus Ensete while the taxonomy of Fe’i-type cultivars is uncertain. In popular culture and commerce, â€Å"banana† usually refers to soft, sweet â€Å"dessert† bananas. By contrast, Musa cultivars with firmer, starchier fruit are called plantains or â€Å"cooking bananas†. The distinction is purely arbitrary and the terms â€Å"plantain† and â€Å"banana† are sometimes interchangeable depending on their usage. http://en.wikipedia.org/wiki/Banana Organic Matter Organic matter is the peel’s principal constituent. Proteins account for 0.9 percent by weight of the peel, lipids are 1.7 percent, carbohydrates are 59.1 percent and crude fiber is 31.7 percent. This composition makes the peel a good animal feedstock. Carbon When heated, the organic content of banana peels breaks down to its constituent carbon and gases to produce banana charcoal. The product originated in Uganda to substitute dwindling wood supplies as a cooking fuel. Read more: Components of a Banana Peel | eHow.com http://www.ehow.com/info_10033568_components-banana-peel.html#ixzz1ybeTnZCH

What Make a Good Restaurant

â€Å"This is the worse restaurant I have ever been to! (†¦) † exclaimed Lily, a friend of mine, as we walked out of the restaurant that night. We all, undoubtedly, have had a bad restaurant experience at least once in our lifetime. And if the judgment of the goodness or badness of a restaurant remains very subjective, we can still unanimously find similarities, common criteria between good restaurants. Thus, what makes a good restaurant? A good restaurant first of all , serves fresh and tasty food. Secondly, it offers an exceptional service and finally, it provides a pleasant and agreeable dining ambience. Food is the first parameter of judgment of the quality of a restaurant. Eating out means spending money, and surely, we expect to get the most satisfaction possible as the saying goes â€Å"we get what we pay for â€Å". Thus, we look forward to have tasty meals. And once again, tastes are unobjective: a dish that I find undelicious might be succulent to my companion. However, we are all expecting what we have on our plates to be fresh and made of good ingredients. As far as I am concerned, I have preferences to simple and traditional dishes; authenticity and originality matter. An Italian restaurant that I used to work for previously is a good example of simplicity and originality: we just offer olive oil, balsamic vinegar and Italian bread along with the salads as it is customary in Italy†¦Some innovative restaurants would be tempted to present those Italian salads with new dressings, which could be not very bad, but that would definitely take away the originality †¦And as we talk about food, timing is also an important aspect that needs to be considered. As we go into a restaurant, we anticipate a waiting time, yet this waiting should not be too long to the point that the customers lose their appetite. There should be an appropriate timing not only between entrees, meals and the dessert, but also before getting the bill from the waiter. And of course, the pricing should be reasonable. In all, foods from a good restaurant are fresh and tasty, original and fairly priced. Another important parameter to be taken care of is service. Some customers become clients only because of the friendly and nice service offered by the restaurant. Likewise, others may stop coming to one restaurant just only because of a bad service. Thus, apart from the friendliness and politeness that we naturally expect, what else makes a service exceptional? Well, here again it is subjective: some people like to be taken care of closely while others just want the waiter to take orders and go away†¦And having myself worked in a restaurant, I sensed that difficulty to find the right balance, because some customers may find me not attentive enough while for others I was too overwhelming. But eating out in other restaurants taught me more about appropriate attention: I did not want to be asked, as a customer, every 5mn if everything was alright, but I did not want to wait for 30mn to get a refill for a drink or to ask something†¦In few words, the right service is the one which is friendly and nice, making the customers feel really welcomed in the place. It is also the one that is attentive enough to see if the customers are in need of something but not too overwhelming to the point that the customers cannot talk to each other because the waiter keeps interrupting their conversation or get involved in a long conversation with them. And the last parameter is the ambience that the restaurant offers. Some customers may enjoy the food, the service but not its atmosphere. Since it contributes to the wellbeing of the customers, this third parameter has to be considered closely as well. Different things have to be looked up when talking about atmosphere. I would categorize them just in: music and presentation. Music, which includes the ones played in the background or by an artist as in a cabaret, should have the appropriate volume: loud enough to cover the conversation of the next table but not too loud to prevent people from the same table to hear each other. Presentation includes the design (inside decoration) of the restaurant. It plays a role in the mood of the restaurant. Most of restaurants nowadays have thematic design; for instance, the restaurant that I used to work for previously was centered on local arts. Since the promotion of local artists is the main objective, the restaurant exhibits paintings on the wall, and holds also painting session once a week. That gave a certain enjoyment especially for people loving arts. But the way that tables are organized is a part of presentation as well; they should be spaced enough to allow a better circulation, needless to say that cleanliness is very important. Surely, many other criterions can be taken into an account to affirm if a restaurant is a good one. We notice what good restaurant do so well when we experience the same things going wrong in a bad restaurant†¦but all things considered, one thing that can make a big difference is the proprietor: if he is passionate of food and hospitality, and not too much focused on only making fortune out of his business, the restaurant should be a good one. PLEASE HELP ME WITH THE CONCLUSION,

Employee Attitudes and Job Satisfaction

Assignment on: Employee Attitudes and Job Satisfaction Done by: T. K. Cedric Wan Wing Kai(081461) Cohort: BSc (Hons) Human Resource Management 09 Part Time Table of Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Employee Attitude†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 * Features of Attitudes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Attitudes, Opinions and Beliefs†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Factors in Attitude formation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Methods of Attitude change†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Values and attitudes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Values and Behavior†¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Attitude of employees towards the organization†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Job Satisfaction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Job Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Models of Job Satisfaction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 * Affect Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 * Dispositional Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 * Two-Factor Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Measuring Job Satisfaction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Superior-Subordinate Communication†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Relationships and Practical implications†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Employee Attitudes in Relation to Job Satisfaction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 â€Å"Job satisfaction is an attitude, but researches should clearly distinguish between cognitive evaluation which are emotions, beliefs and behaviors†, Weiss(2002) Introduction: The way one is satisfied with one’s job depends on many factors. Both internal and external factors affect the attitudes of employees which lead to satisfaction or dissatisfaction in one’s job. What makes employees happy?Are they more productive when happy or less productive when happy? What are the causes of employee attitudes? What is the impact of positive and negative job satisfaction on the employees? How to influence employee attitudes? All those questions are going to be answered in this study of Attitudes and Job Satisfaction. People have their own beliefs, norms and views. Due to this, employees will not always behave in the same way as they are not the same, even though they may be performing the same job at a same given level. Jo b satisfaction is referred to how much an employee is satisfied and happy with his or her job.The happier people are with their job, the more satisfied they are said to be. Employee Attitude: As it has been briefly stated in the introduction, employees have attitudes or point of views about different aspects of their jobs, their career and the organization in which they work. Allport defines attitude as follows: â€Å"Attitude is a mental and neural state of readiness organized through experience, exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related† Features of attitude: Attitudes affect an individual’s behavior making him ready to respond either favorably or unfavorably to things in his environment. * Attitudes are acquired through a learning process over a period of time. It is a never-ending process that starts from childhood throughout the life of a person. * Attitudes cannot be seen with the naked eyes because they are psychological phenomenon which cannot be observed directly. They can be examined by observing the behavior of an individual. * Attitudes are pervasive and every individual has some kind of attitude towards objects in his surroundings.In fact, attitudes are forced in the socialization process and may relate to anything in his environment. Attitude, Opinion and Belief: An opinion is in general one’s judgmental expression of a particular set of facts, an evaluation of the circumstances presented to him. Thurstone defines opinion as ‘a response to a specifically limited stimulus, but the response is certainly influenced by the predisposition with, with the individual is operating, that is, the attitude structure’. A difference can also be made between attitude and belief.A belief is an enduring organization of perceptions and cognitions about some aspects of individual world whereas belief is a hypothesis concerning the nature of objects, more particularly, concerning one’s judgement of the probability regarding the nature. In this sense, belief is the cognitive component of attitude which reflects the manner in which an object is perceived. The difference between attitude, opinion and belief exists on conceptual basis. Most researchers believe that these three terms are so closely tied that it is difficult to separate them except on a limited conceptual basis.Many psychologists however think that attitudes are more important to human behavior than are the related aspects. For instance, more efforts have been put into analyzing attitudes rather than others. It is obvious to say that attitudes are an important concern because of their main position in the process of changing work perquisites in efforts. Attitude itself do not influence behavior but these acts with other factors in the individual influencing behavior, such as personality, perception, motivation and others. Further, attitudes are also a ffected by the individual dimension as well as the objects, persons and ideas.Attitudes have been through as serving four functions and there by influencing the behavior. These are: 1. Instrumental – Attitude are a way to reach a desired objective or to avoid an unwanted one. Instrumental attitude are aroused by the activation of a need or cues that are associated with the attitude object and arouse favorable or unfavorable feelings. 2. Ego-Defensive – The ego-defensive functions of attitude focus on the importance of psychological thought. Attitude may be acquired by facing threats in the external world or becoming aware of his own unacceptable impulses. . The value – Orientation function takes into account attitudes that are held because they express a person’s self-image, or by cues that engage the person’s values and make them salient to him. 4. Knowledge – The knowledge function of attitude is based on a person’s need to maintain a stable, organized and meaningful structure of the world. 5. Attitude that gives a standard against which someone evaluates the facets of his world and use it as the knowledge function too. These functions of attitudes affect the individual’s way of interpreting the information coming to him.Since they affect work requirements and work responses, information about the way people feel about their jobs can be very useful in way people will behave about their job. Thus, these types of attitudes can create areas of enquiry for making the employee and the organization more compatible. Factors in Attitude Formation The attitudes are learned. Generally, an individual learn things from his surroundings, that is, the environment in which they interact, even though there are different approaches to learning those. Thus, for an attitude to be formed, all the factors from which people learn must be taken into consideration.Such factors may be examined in terms of groups starting from t he family itself as a group, an individual moves in a close group, then to larger groups, and finally to the society as a whole. Being part of these groups, the individual’s psychology which makes up his personality particularly, is also responsible for behavior and attitudes. Methods of Attitude Change There are various ways through which a positively attitude change can be brought. Cohen has suggested four methods for attitude change: 1. Communication of additional information 2.Approval or disapproval of a particular attitude 3. Group influence 4. Inducing engagement in discrepant behavior. In any way, all these methods involve getting to know discrepancies among the elements making up the individual’s attitudes. From an organizational point of view, a Manager can take the following actions making attitudes of members of the organization to change. * Group action * Persuasion through leadership * Persuasion through communication and * Influence of total situation Th ese actions involve analysis of different aspects affecting a particular action. Values and AttitudesSome researchers view values as being made of large groups of related attitudes. For instance, Fishbein and Ajzen have included two components in attitudes-informational and emotional. Thus, they have taken values as a part of attitudes. However, there are some differences between values and attitudes. Attitudes are specific and related to distinct objects which are people or ideas. Values are more general than attitudes. Statement of values that people have generally is often perceived as good or bad. Values are beliefs about which attitudes we should have or not. Values and BehaviorThe behavior of people is inclined by the values which they embrace, particularly in terms of those stimuli which have some value orientation in the organizational context, understanding the influence of individual value system on the behavior of individuals in the following ways: * Values influence the way an individual perceives problems he or she faces and also the decision he or she makes to tackle those problems. * Values influences the way in which someone looks at other people and groups of people, that is, interpersonal relationship. Values are the base of interpersonal relationship interactions. People judge organizational success as well as its achievement of the basis of their value system. Thus, for some people, organizational success may be in the form of high- profit earning irrespective of the means adopted whereas, this may be a harsh thing for others. * Individuals determine whether behaviors that they adopt are either ethical or unethical whether towards themselves or others * Values determine the extent to which employees accept organizational pressures and goals. If these do not correspond to the values held by them, they oppose the organizational pressures and objectives, and even quit their job.Attitudes of Employees towards the Organization Attitudes and valu es are not the same but they are interrelated. It can be seen by examining the three components of attitudes which are cognition, affect and behavior. The belief that ‘discrimination is wrong’ is a value statement. * Cognitive Component of an Attitude – It sets the phase for the more important part of an attitude and is reflected in the statements of evaluation concerning objects, people or events. The behavioral component of an attitude refers to an intentional way to act in a certain manner towards someone or something.In an Organization, attitudes are crucial, because they affect job behavior. If for instance, employees believe that their superiors and other people at managerial levels are all doing a conspiracy to make them work harder for the same wage, then, it is important to try to comprehend how those attitudes that reflect their beliefs were formed and how those can be changed. Job Satisfaction Job satisfaction has been defined as ‘a pleasurable e motional state resulting from the appraisal of one’s job’. Job satisfaction describes how happy an employee is with his or her job.People are said to be more satisfied the happier they are with their job. Job satisfaction is not the same as motivation, although it is clearly linked, that is, someone will be more motivated to work if he or she likes the job being practiced by the latter. Job Design Job design tries to improve job satisfaction along with performance. The methods used include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position.Job satisfaction is a very important attribute which is frequently measured by organizations. Rating scales are mostly used to measure the level of job satisfaction. Employees are brought to report their reactions to their jobs. The questions are relative to the rate of pay, work responsibilities, v ariety of tasks, promotional opportunities, the work itself and co-workers. Models of Job Satisfaction Affect Theory Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.The main principle of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e. g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are or aren’t met. When a person likes a specific facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet.For example, if a certain Employee A prefers autonomy in the workspace and another Employee B does not care about autonomy, then Employee A would be more satisfied in a position that al lows a high degree of autonomy and less satisfied with little or no autonomy as compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory.It is a theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a considerable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Hertzberg’s Two factor theory, also known as motivator hygiene theory, attempts to explain satisfaction in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors hich are motivation and hygiene factors respectively. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to reach personal and organizational goals. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job or the work carried out.Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions While Hertzberg’s model has stimulated much research, researchers have not been able to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg’s original formulation of the model may have been a methodological artifact. Moreover, the theory does not consider individual differences, conversely predictin g all employees will react in an identical manner to change in motivating/hygiene factors.Finally, the model has been criticized in that it does not specify how motivating and hygiene factors are to be measured. Measuring Job Satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert Scale named after Rensis Likert. A Likert Scale is a psychometric scale commonly used in questionnaires, and is the most widely used scale in survey research, such that the term is often used interchangeably with rating scale even though the two are not synonyms.When responding to a Likert questionnaire, participators specify their level of agreement to a statement. Other less common methods used for measuring job satisfaction include: yes/no question, True/False questions, point systems, checklists and forced choice answers. This data is typically collected using an Enterprise Feedback Management system . The Job Descriptive Index(JDI), created by Smith, Kendall & Hulin(1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five ways: pay, promotions and promotion opportunities, coworkers, supervision and the work itself.Superior-Subordinate Communication Superior-subordinate communication influences greatly job satisfaction in the workplace. The way in which a subordinate perceives a supervisor’s behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression and body movement is crucial to the superior-subordinate relationship. Non verbal messages can play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence and satisfaction.Individuals who dislike and think negatively about their supervisors are less willing to communicate or be motivated to work whereas i ndividuals who like and think positively about their supervisor are most likely to communicate and be satisfied with their job and work environment. The relationship a subordinate holds with their supervisor is a very important aspect in the workplace. Relationships and practical implications Job satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism and turnover.Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job ten to be satisfied in life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables suc h as non-work satisfaction and core self-evaluations are taken into account. Employee attitude in relation to Job SatisfactionEmployees in a work place will not have the same attitudes and level of job satisfaction. Because of various factors such as age, race, sex, religion, values, beliefs, and many other factors, employees will react very differently from one another within a work place. People perceive things differently and will eventually not feel the same in a job, even though conditions such as wage, environment and management are the same. Some employees may be more satisfied than others. References http://www. wikipedia. org http://www. scribd. com Essentials of Organisational Behavior by Stephen Robbins, Timothy Judge http://books. google. com

Basic Firewall Operation Computer Science Essay

Basic Firewall Operation Computer Science Essay A firewall is a piece of software or hardware that filters all network  traffic between the computer, local network or commercial network and  Internet.  Firewall is a component of a computer system or network  designed to block unauthorized access while  allowed   communication.  It is a device or group of devices  configured  deny, encrypt, decrypt, or proxy all (inside and outside) traffic  team  between different security domains based on a set   Firewalls can be implemented in hardware or  software,  or  a combination of both.  A firewall can be few rules  determine what traffic is  being permitted inside or outside your home network.  Depending on the  type  firewall in place, access to certain  IP addresses or domain  names, or you can block certain types of traffic by blocking  of  TCP / IP  the ports they use.  There are basically four mechanisms used by server’s  security limit  traffic.  A device or progra m can use more than one of these in  relationship  together for more depth protection.  The four mechanisms  of  packet filtering, circuit-level gateway, the  proxy-server and application  Gateway. However, Firewall has some drawbacks.  Initial equipment cost is the main factor that determines the  Better communication technology network security  required.  The firewall cannot protect against attacks that bypass  firewall.  To  For example, dial-in and dial-out access.  The firewall does not protect against internal threats.  The firewall cannot protect against transmission of the virus  infection  programs or files.  It would be impractical and perhaps  impossible to scan  all incoming files, emails and messages for  virus   Time to time, the use of cheaper Internet and  links  much faster.  This leaves many people always want to  use long time. It is  increasing the exposure of computers to various  threats   Internet.  When using an anti-virus software protects  computers  viruses, not other forms of Internet intruders.  A server  Safety  bodyguard keep between your computer and the Internet,  decide what doors to open, and that can come Overview of Firewall -II A firewall examines all traffic sent between two networks to see if it meets certain criteria. If so, is routed between the networks, otherwise it stops. A firewall filters incoming and outgoing traffic. You can also manage public access to private networked resources such as host applications. It can be used to record all attempts to enter the private network and trigger alarms when hostile or unauthorized entry attempt. Firewalls can filter packets based on their source and destination addresses and port numbers. This is known as address filtering. Firewalls can also filter specific types of network traffic. This is also known as protocol filtering because the decision to forward or reject traffic depends on the protocol us ed, such as HTTP, FTP or Telnet. Firewalls can also filter traffic by packet attribute or state. A firewall cannot prevent individual users with modems to dial in or outside the network without going through the firewall at all. Employee misconduct or negligence cannot be controlled by firewalls. Policies regarding use and misuse of passwords and user accounts must be strictly enforced. These are management issues that must be asked in the planning of any security policy, but cannot be solved with firewalls alone. [5]