Nandos Management and Leadership Structure

Nandos Management and Leadership Structure Nandos started in 1987 in Rossetthenville, South Africa when two friends, Robert Brozen and his friend, Fernando Duarte went into a restaurant and ordered the offer that was on the menu. The friends had the flame grilled chicken with peri peri and they enjoyed the meal so much that they decided to buy the whole restaurant, Chickenland and changed the brands name to Nandos. Nandos has moved to the UK five years later and since become a world re-known brand name associated with flame grilled chicken. Nandos first restaurant in the UK was based at Ealing, from which they created a unique vision encapsulating many aspects of the South Africa Portuguese experience which played an important part of the ethos of how they developed their restaurants. Robby wanted all restaurants to individually reflect the location and retain the character. He recruited engaging and inspiring people to manage the business, maintained quality of the product by flame grilling the product to be consumed by customers not far from where they seated, over time, the brand was born. Grant, R M (2002) From this time onwards, a remarkable and unique major multi-million dollar business serving in many parts of the world. Today, it employs around 7000 workers in the UK with about 228 restaurants and is growing at a rate of 15 to 20 more restaurants on year by year growth rate. On the international scene, it has developed a strategy by which it expands using Franchising model that allows it to stay close to the core business. It maintains its core values, culture and location attributes making it stay focussed on the nature of the business in its franchise relationships. Culture and leadership According to (Johnson and Scholes 2006): Nandos allows flexibility for the culture of the countries they operate in to be incorporated. The companys leadership has achieved a great deal in the short time that they have been around. The major achievement recently was recorded when in March 2010, the company was awarded first place in the Sunday times top 25 best companies to work for in the UK. The classification is based on being able to employ at least 5000 or more workers. White, C (2004) Grant, R M (2002) Nandos achieved a maximum of three stars in the Best Companies Accreditation Award in 2009. Nandos is the only worldwide company to receive three stars in the United Kingdom. The award measures eight significant areas that include well-being, personal growth and leadership. And in 2010 the company entered the Sunday Times Best Companies to work for and came out first, beating other companies such as Goldman Sachs and Price Waterhouse Coopers. The company again received the full three stars, showing not only quality but sustained commitment to the leadership and management development across the organization. Grant, R M (2002) Training and development The National Training Awards (NTAs) have been running for quarter of a century, the awards recognise and celebrate Investors in People accredited organisations that have delivered outstanding organisational benefits by directly linking the training needs of their people to the business needs of their organisation. Nandos, over the years have achieved awards for five of their in-house training schemes. These are: buddy systems (buddies are much experienced staff who help train new staff); new restaurants opening training; working in management teams (team building); Nandos inductions; and coaching programmes. In addition, Nandos was first recognized as an Investor in People in 1998. They are now celebrating ten years of recognition. White, C (2004) So, what is behind the outstanding set of achievements? According to Nandos human resources director Julia Claydon, Its not just one thing; its a whole mix of different things. At the heart of the business is a unique culture and a set of fundamental values and ways of doing things. Pride, passion, courage, integrity, and family are the five values that drive behaviours and decision making in the company. Fun, friendly, and different, is the way one employee described the feeling of working at Nandos and the sense of belonging that is found within the company or family as it is described. I wanted to be part of a success story and be with a family of like-minded people. They even use different words, tone of voice, and language in everyday life at Nandos. The board of directors are referred to as the Full Monty, restaurant managers are called Patrao (head of the family in Portuguese), Nandoca is a waiter, Grillers are the chefs, and the head office in Putney is referred to as Central Support. All throughout the restaurant interior, on the menus, the walls, internal documentation, company website, and marketing material, you will see the same fun, funky, and different style of language. Barcelos is the Cockerel, was chosen as the symbol of Nandos because Robert and Fernando like the explorers of yesteryear believed in faith, justice and good luck. They refer to CSR (corporate social responsibility) at Nandos as Do the right thing. The spirit of Nandos is alive in each of their restaurants through the hand-selected, diverse mix of global music usually South African, and unique features to ensure you enjoy the Nandos experience. They have the largest collection of art by South African artists in the UK and the support and investment in this industry has changed many lives for the better in deprived areas of South Africa. On the green energy front, a new Nandos restaurant which is located on the Junction 27 on the M62 in West Yorkshire is an eco-restaurant, where h eat energy from the grills are recycled to warm up the water and heat up the central-heating system. Also, the frying fat is recycled for fuel. This approach will be gradually introduced to all the Nandos group of restaurants. The members of staff are encouraged to participate in community projects in their locations of their own sites, and schools and colleges partnerships and the funding of community improvements, as well as the donation of staff time and effort is strongly supported and is also seen as a staff development opportunity. Grant, R M (2002) Pride, passion courage, integrity, and family, the five business values drive the everyday ethical and honest behaviour, and this engaging culture results in an impressive level of 45 per cent of appointments that are filled through career progression within the businesses. The management ethos is to allow as much leadership responsibility and authority for decision making to be at the local restaurant level as possible, once the restaurant has been approved and signed off personally by Robert Enthoven himself. In essence, the leadership and management style is one that can be associated with a hands-on action-orientated, situational, and contingency approach. There is a fairly tight framework, as you would expect, to ensure consistency around the product and brand, that is centrally controlled by the support functions of procurement, marketing, and distribution. Yet almost all else is down to the local leadership of the Patrao (manager/family leader). That is, the recruitment/select ion, resourcing, motivation, training of staff, and the customer service and profitability of the restaurant. Training and facilitation in the Nandos way as well as developing the business profitability and the personal growth of the Patraos themselves, and spotting future talent, are promoted up to the next level up of management, the MDs (managing directors). Even below the conventional management level, all Nandocas are encouraged to challenge substandard quality and service in line with the company values. White, C (2004) There is a widespread development process to support career paths at Nandos. There are some specific and technical courses that member of staff must undergo, such as food hygiene, licensed house, health and safety regulations, etc. Then also many other sessions; coaching, people management, finance, and leadership development, etc. Staff can select as many sessions as appropriate that have been identified in the success management process. In terms of speed of career progression, it usually takes approximately 12 to 18 months to get to first assistant position and a further similar period to get to be Patrao. As can be seen, Nandos investment in training is given high priority as this is considered a key enabler for business success. In fact, the training of staff members costs amount to approximately 75 per cent of the human resources budget. Nandos human resource department is faced with improving the training and development evaluation systems and looking for continuous improvement methods that will really measure worth and added value of this level of training and development. Whilst there is a strong intuitive sense and informal evidence that this investment in training is linked to the success of the business, Nandos would ideally like stronger, more specific assessments. Evans, N Campbell, D and Stonehouse, G (2003). Diversity is also a major factor which differentiates Nandos from any other restaurant groups. It has always employed staff from a wide diverse culture, regardless of their level of English. They are trained in ways that work best for that individual and provided with development opportunities. These members of staff are given opportunities to develop within Nandos and to be the best they can and there are numerous stories and examples of employees from abroad who have fitted in well with the Nandos family culture and gone on to develop successful careers within Nandos. Recruitment and selection are carried out by each restaurants manger itself and the team members are also heavily involved. Normally, a trial shift is set in order to see if a new recruit has the right skills and capabilities, if they have the right attitude, and if they get involved in the fun and delivery of good service within the restaurant. Participation and a high level of involvement by all staff are significant to Nandos. It is a regular occurrence for conferences and formal get-togethers, where staff are consulted and included in introducing new working practices and processes. But its not all work; they also like to enjoy themselves, and one thing about the people at Nandos: they have great annual Nandoscars, which are parties thrown by the company and awards are given to the best members of staff. White, C (2004) Leadership in the organisation In 1987 two major reports Handy et al., and Constable and McCormick, acknowledged that the UK had the lowest number of qualified and degree-educated managers when paralleled to chief competitors of the time and that there seemed to be an association between productivity or organizational success and educational achievement of managers and leaders (Constable and McCormick, 1987), the development of leaders and managers has grown in importance. Handy et al. (1987) found that most managers had little higher education and when a manager got a new managerial role they generally learned about the new job through gaining experience at work. These reports led to the professionalization of managers in the UK and to the realization that leaders were not just heroic characters who appeared in an organizations hour of need, but that there was a diversity in leadership and that individuals could be assisted to develop leadership and management skills. Debates about the connections between leaders and managers similarities and differences are one of the key sections. White, C (2004) Variety plays a vital role in the restaurant since the need for developing and educating leaders and managers was recognized, an increasing range of methods with different interventions were developed, mostly focusing on within the company. Leadership and management development has matured, often in seclusion, from the remainder of personnel and human resources manager, and sometimes even as a separate function from employee training and development. Whilst there may have been worthy reasons for such separation, however, it is important that clear links are made within the major human resource management and development areas-and that these, in turn, are able to contribute to and be part of business strategic planning to secure an organizations future senior managers and leaders. The importance of horizontal and vertical integration of business strategy, organizational development, and the management and development of human resources has never been more obvious as organizations, fro m all sectors struggle for survival in an increasingly difficult national and international environment. Grant, R M (2002) The growing importance of continued improvement of those who are future leaders and managers can be acknowledged by reviewing changes in the external environments in which organizations operate. Within the UK, there are major changes and debates about the nature of work and the working population, with increasing diversity, changing opportunities, and increased external political, economic, environmental, and social influences. Globally, changes and influences are very easy to identify through new developing economies and cultures. Recent crises help to demonstrate that all nations and economies are critically linked and that survival of each is reliant on all. Managers and leaders therefore have to learn how to work in such organizational and international environments, taking account of diversities within. For organizations, there are more opportunities due to greater employee mobility, but with technological development there are requirements to manage increasingly distant and div erse employee groups through technological networks. Evans, N Campbell, D and Stonehouse, G (2003) Theories of motivation Many theories have been proposed by many authors on the subject of motivation in organisations. Among some of the notable contributors to this debate was an industrialist named Frederick Winslow Taylor, who put forward the concept that workers are motivated by rewards in pay. In his Theory of Scientific Management, he argued that workers do not necessarily enjoy to work and therefore need to be controlled and closely supervised. In order to achieve this, managers need to breakdown the production into a number of small related tasks and given training to improve their skills sets which should result in efficiency over a period of time for the tasks they are assigned to do. The second major observation was that workers should be paid according to the production levels they attain over a given period of time, this he called piece rate pay, which as a result would encourage workers to produce more achieving the maximisation of productivity. These methods later were adopted by the business world as they saw the benefits that they offered through increased production levels resulting in lower unit cost of production. Henry Ford was the first to use the methods on a large scale when he introduced the production line to make ford cars. This was the beginning of the mass production systems as we now know them to be. Within Nandos there is a resemblance of the Taylorism which is applied by the workers having division of labour. There are those who simply welcome the dinners and those that serve them on the till. Yet still some ensure that the flame grills are going on smoothly so that the patronage is served on time. There is a good case for a classical production system within Nandos restaurant. Taylors methodology has close relations with the concept of an autocratic management style, where managers decide on all the decisions and simply give orders to staff members that are below them, and Macgregors Theory X methodology to workers in which workers are viewed as lazy and wish to avoid responsibility. Further down the line, the workers soon came to dislike Taylors methodology as they were only given boring, on challenging, repetitive tasks to carry out and were being treated little better than human machines. Businesses could also afford to lay off workers as productivity levels increased which in turn led to an increase in strikes and other forms of industrial action by dis-satisfied workers. Elton Mayo understood that workers are not just concerned with money but could be better encouraged by having their social needs met whilst at work (a factor that Taylor ignored). He presented the Human Relation School of Thought, which concentrated on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together. Mayo carried out a series of experiments at the Hawthorne factory of the Western Electric Company in Chicago where He secluded two groups of women workers and studied the effect on their productivity levels of altering factors such as lighting and working conditions. He anticipated to see production levels decline as lighting or other conditions became progressively worse but what he actually discovered astonished him: whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same. From this series of experiments Mayo came to the conclusion that workers are best motivated by three major factors: Improved communication between managers and workers (Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback) White, C (2004).Greater manager involvement in employees working lives (Hawthorne workers responded to the increased level of attention they were receiving) Working in groups or teams. (Hawthorne workers did not previously regularly work in teams) In practice therefore businesses should re-organise production line in order to encourage greater use of team work and introduce personnel departments to encourage greater manager involvement in looking after employees interests. His theory most closely fits in with a paternalistic style of management. Abraham Maslow along with Frederick Herzberg introduced the Neo-Human Relations School in the 1950s; the main focus of the school was the psychological needs of employees. Maslows theory states that there are five levels of human needs in which are essential for employees to have in order to be fulfilled at work. All of the needs are structured into a hierarchy (see below) and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic minimum wage in order to buy food before worrying about having the respect of others. Grant, R M (2002) A company should therefore offer different enticements to workers in order to help them fulfil each of the needs in turn and advance up the hierarchy (see below). Managers should also be aware that not all workers are motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker. Frederick Herzberg had a close relationship with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder, the motivators. He also believed that there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder, the Hygiene factors. Evans, N Campbell, D and Stonehouse, G (2003) Motivators are more concerned with the actual job itself, for example how thought-provoking the work is and how much opportunity it gives for extra accountability, credit and advancement. Hygiene factors are factors which surround the job rather than the job itself. For example a worker will only turn up to work if the company has provided a reasonable amount of pay and safe working environment but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay and piece-rate in particular. Herzberg understood that businesses should motivate employees by accepting a democratic approach to management and by improving the nature and content of the actual job through positive methods. Some of the methods managers could use to motivate employees are: Job enlargement, in which workers are given a greater assortment of tasks to perform (these tasks are not necessarily more challenging) which should make the work more stimulating. Job enrichment which involves workers being given a wider range of more difficult, exciting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement. Empowerment means allotting more decision making power to employees to make their own choices over areas of their working life. Managing diversity Multiculturalism is a system of beliefs and behaviours that recognizes and respects the presence of all diverse groups in an organization or society, acknowledges and values their socio-cultural differences, and encourages and enables their continued contribution within an inclusive cultural context which empowers all within the organization or society. White, C (2004) There are the four pairs of action phrases that give substance to the Definition of multiculturism: beliefs and behaviours, recognizes and respects, acknowledges and values, encourages and enables, and a fifth one, empowers. Multiculturalism is a system, a set of interrelated parts-in this case, beliefs and behaviours-which make up the whole of how humans experience and view todays world. It includes what people believe about others, their basic paradigms, and how this impact, and are impacted by, behavior. The outcomes of this framework of beliefs/behaviors are seven important actions. The first is acknowledgement of the rich variety in a given society or organization. For the longest time racial/ethnic minorities, the physically disabled, and women have not been given the same acknowledgement as others. The one-sided approach to history and education has been a testimony to that fact. Grant, R M (2002) With acknowledgement should also emanate respect. Respect and acknowledgement are not the same, since be acquainted with the existence of a group does not necessarily produce respect for the group. In a slave economy, for example, the presence of slaves was recognized but their humanity was not respected. For example, in the United States of America, the presence of   American Indians in the Western expansion of the continent was constantly recognized by whites, but their environmentally conscious cultures were never respected. Thecontribution of women has usually been relegated to a footnote status.   Multiculturalism also entails recognizing the validity of the cultural expressions and contributions of the various groups. This is not to imply that all cultural contributions are of equal value and social worth, or that all should be tolerated. Some cultural practices are better than others for the overall betterment of society. Evans, N Campbell, D and Stonehouse, G (2003) These cultural expressions and contributions that differ from those of the dominant group in society are usually only acknowledged when there is an economic market for them, such as music for African Americans, native Indian dances for tourism or cuisine from India. When the business sector wants money, the advertising industry pictures people of colour in a positive light. But in most other cases the entertainment media simply misrepresentate minority stereotypes, such as women usually in supportive background roles. Multiculturalism means valuing what people have to offer, and not rejecting or belittling it si mply because it differs from what the majority, or those in power, regard as important and of value. Multiculturalism will also encourage and enable the contribution of the various groups to society or an organization. Grant, R M (2002) Women and persons of colour, for example, often experience dissuasion because what they bring to the table for discussion is often regarded as of little value or worth. Not everything can be utilized, however, nor is of the same worth Many different organisations in society, such as colleges, churches, businesses, corporations, as well as communities have also achieved diversity well, but again, for purposes of segregation. Audre Lorde 2010 explains, we have no patterns for relating across our human differences as equals. Without such patterns or models, the prevalent attitude and behavior toward persons of colour and others with biological, physical and sociocultural differences, or those with operating out of different thinking systems, has been one of exclusion and control. Today, to reach potential as organizations and society,that attitude has to shift to one of inclusion. White, C (2004) states that managing diversity is an non-stop process that unleashes the various skills and abilities which a varied population bring to an organization, community or society, so as to create a wholesome, inclusive environment, that is safe for differences, allows people to reject rejection, delights in diversity, and maximizes the full potential of all, in a cultural context where everyone profits. Multiculturalism, as the art of managing diversity, is an inclusive process where no one is left out. Diversity, in its core, then is a safeguard against idolatry the making of one group as the norm for all groups. Therefore, one of the dangers that must be avoided in grasping a proper understanding of multiculturalism is bashism. Bashism is the tendency to verbally and/or physically attack another person or group based solely on the negative meaning given to group membership-due to natural, cultural, political or socioeconomic differences (such as sex, age, race/culture, political party, class, education, values, religious affiliation environmental destruction), one of the principal problems confronting world society today is the problem of racial/ethnic hostility and cultural insensitivity-the new wine of racial/ethnic ferment in conflict with the old wineskins of intolerance. Cultural diversity What is Cultural Diversity? Cultural Diversity means a variety of different cultures or peoples with different ancestries, religions and traditions all living and intermingling together. Britain has profited from its vast cultural diversity throughout its history and is currently one, if not the most culturally diverse countries in the world. The diet we eat, the music we listen to, and the clothes we wear have all been influenced by different cultures coming into Britain. Foreign food, for example, is part of an average British diet, the most common example would be the Indian curry that has been served in Britain from 1773. Nandos restaurant recognises its origins as South Africa, with Portuguese influence and therefore has a policy that encourages inclusion in the work force. Hence appointments at all levels tend to reflect the nature of diversity within the organisation. Conclusion Nandos is relatively young company has the right type of leadership to drive it into the future. Their policies are well inclined to be inclusive taking into account the nature of diverse societies where it operates in. According to Adalfer, workers are motivated to produce efficiently and effectively if they are managed adequately through a good payroll system. Adalfer called these as the Hygiene factors. This position is supported by Maslow who suggested that the basic needs tend to be fulfilled first after which higher needs are sought after until such a time when the individual attains self actualisation.

Augustan Poetry Essay -- Literature

Augustan Poetry Often through hardship and nearly insurmountable difficulty great works of art are born. Although years of bloodshed and civil war had plagued Rome since the death of Julius Caesar, some of the most powerful and influential literature in the western world was developed in that timeframe. During the Age of Augustus (approximately 43 BC – 17 AD) such great writers as Virgil, Horace, Livy, Propertius, and Ovid created epic masterpieces of literature and philosophy. It was through the collective efforts of these great poets and writers as well as Augustus himself, that the rise of a new facet of Roman literature was possible. Seeing the opportunity to foster a great rebirth of Roman culture (specifically literature), Augustus and his closest advisor Maecenas created a situation advantageous for the great writers of the time to write (for the government) and profit from their skills. Augustus genuinely wanted lasting peace and a solid foundation for his new government, and so he es sentially helped out the writers who in turn, indirectly helped him. The great literature was not pure propaganda for Augustus (although it was a little biased towards him) but from this revival of Roman identity through a revolution in literature, Augustus was able to ensure a great deal of peace, pride, prosperity, and power from his people and respect from the rest of the ancient world. The great literary resurgence of the Augustan Age would not have been possible without the great writers of the time. Some of the most influential, persuasive, and powerful writing emerged out of Caesar’s murder, the civil wars, and the peace thereafter. Virgil was the first to begin the literary explosion as he claimed a classic Greek style of ... ...d evolution of society in Rome, Ovid tore literature’s power, and his own success, to shreds. Although it ultimately came to an end, the Augustan Age created some of the most influential, powerful, and beautiful works of western literature of all time. The environment created by Augustus and Maecenas, the unfathomable skills of the writers and their willingness to adventure, explore, and take risks, to benefit Roman culture led to (probably) the greatest collection of literature the western world has ever seen. Works Cited Wikimedia Foundation. â€Å"Wikipedia: The Free Encyclopedia.† Last Updated: May 21, 2004. Date Visited: May 20, 2004. Wheelock, Frederic M. 6th Edition Wheelock’s Latin. New York: HarperCollins Publishers, Inc. 2000. Conte, Gian B. Latin Literature: A History. Baltimore: The Johns Hopkins University Press. 1994.

Filter, Power Divider

Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divider 3. SIW Resonator Designs – Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.? SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 1 Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divider 3. SIW Resonator Designs Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.? SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 2 1. Introduction †¢? Background O As consequence of the rapid development in wireless communication market, various devices need to integrate wirel ess standards.Demand on wireless devices to support these multi-standard operations with [2]  § Low insertion loss  § sharp selectivity  § Proper compact size  § Low cost O Band-pass filters  § primarily used in wireless transmitters and receivers  § imit the bandwidth of the output signal to the minimum necessary to convey data at the desired speed and in the desired form  § also used in bio-photonic, medical analytical, chemical, pharmaceutical area etc O Power dividers  § passive microwave components used for power division  § Divide input signal into two signals of lesser power. The coupler may be a three port component with or without loss  § usually of the equal-division type, which is 3dB, but unequal power division ratio is also possible [4] 3 1. Introduction †¢? Motivation O Why 60GHz  § First published by Indian physicist J. C. Bose 1895  § In 1947, US physicist J.H. Van Vleck observed that the oxygen molecule absorbs electromagnetic more energ y at 60-GHz than at other frequencies [6]  § Mainly driven by military and space applications 1960s to 1980s [7]  § From mid-1990s, interest in fixed broadband wireless access for last mile connectivity advanced 60-GHz radio technology [8] O Why SIW filter and power divider  § Conventional technologies: either not able to present required performance or too expensive  § SIW: as an attractive technology for low cost, high Q-factor, relatively high power, and high density integration of microwave and millimeter-wave components and sub-systems [10]-[12]. SIW filters have a low in-band insertion loss and a wide stopband performance.  § SIW power dividers not only achieve the small size but also realize transmitting a defined amount of the electromagnetic to another two ports.4 1. Introduction †¢? Objective O Study literature review of structures, applications and analyzing methods of SIW O Investigate the basic structure of different transmission lines by designing reson ators O Extend the synthesis method to design of SIW filter and power divider †¢? †¢? Design and discuss SIW Filter at 60GHz with bandwidth 3 GHz Design and discuss SIW Power divider at 60GHz with 3 GHz Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divider 3. SIW Resonator Designs – Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.? SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 6 2. Literature Review †¢? Transmission Line O A device designed to carry electric energy from one to another, is used to transfer the output radio frequency energy of a transmitter to a receiver [15]. ? Microstrip Line OOne of the most popular types of the electrical TLs O convey microwave-frequency signals O support a good quasi-TEM wave O In practi cal applications, the dielectric substrate is electrically very thin, which is much smaller than the wavelength 7 2. Literature Review †¢? Coplanar Waveguide (CPW) O Characteristic dimensions of a CPW are the central strip width W and the width of the slots s. GCPW is formed when a ground plane is provided on the opposite side of the dielectric. O CPW is easy to be integrated in the IC design. O Conventional Technologies: †¢? ? CPW GCPW †¢? Substrate Integrated Waveguide (SIW) Mircostrip/CPW/GCPW: small size but not efficient enough in high frequency applications, wavelength at high frequencies are small Retangular waveguide: high Q-factors and power capability but voluminous and difficult for highdensity integration and difficult manufacturing process O SIW is a transition between microstrip and dielectric-filled waveguide.Dielectric filled waveguide is converted to SIW by the help of vias for the side walls of the waveguide [2] †¢? high Q-factor, low insertion loss, and high power capability 8 . Literature Review †¢? Resonator O A device exhibits behavior of oscillating at some frequencies, called its resonant frequencies, with greater amplitude than at others. †¢? †¢? It is used to either generate waves of specific frequencies or select specific frequencies from a signal [4].Resonant frequencies O Quality- or Q-factor is defined as a dimensionless parameter, in terms of the ratio of the energy stored in the resonator to the energy supplied by a generator per cycle, describing how under-damped a resonator is [4]. †¢? The unloaded Q-factor (Qu) [21] 2. Literature Review †¢? Filter O Band-pass filter is a device that passes frequencies within a certain range and attenuates frequencies outside that range [4]. O SIW is constructed with linear arrays of metalized via-holes rooted in the same substrate used for the planar circuit [13]. SIWs, combines the merits of all these structures, microstrip line or coplanar wavegu ide, and rectangular waveguide, are built onto the same substrate. The transition is formed with a comparable straightforward matching geometry between both structures. †¢? Power Divider OPower divider, a passive device used in the field of radio technology, couples a defined amount of the electromagnetic power in a transmission line to another port [27]. O SIW power divider, with optimum frequency selectivity, small size, low cost and high stopband attenuation, have been used for mobile and satellite communications systems. T-junction Y-junction 10 Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divider 3. SIW Resonator Designs – Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.?SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 11 3. SIW R esonator Designs †¢? Comparison of Transmission Line Performance Microstrip Line CPW SIW 12 3. SIW Resonator Designs †¢? Comparison of Transmission Line Performance Characteristic Bandwidth Q factor Loss Power capacity Physical size Ease of fabrication Integration with other component Cost Waveguide Narrow High Low1 High Large, heavy Hard Hard4 High Microstrip Wide Low High Low Small Easy2 Easy5 Low CPW Wide Low High Low Small Fair3 Easy6 Low SIW Narrow High Low High Small Fair Easy LowAnnotation [4]: †¢? Dielectric of waveguide is air; Skin effect of waveguide is small †¢? Microstrip can use printed circuit board technology †¢? Ground of CPW locates at the top, the discontinuity will affect the result. However, compared to SIW, wire holes are not needed. †¢? Special couplings at the joints are required for waveguide to assure proper operation †¢? Microstrip is susceptible to cross-talk and unintentional radiation †¢? CPW presents greater isol ation than microstrip 13 3. SIW Resonator Designs †¢? Design of SIW Resonators – Substrate dielectric constant (? r) is fixed at 11. Silicon – Copper conductivity of 5. 800Ãâ€"107 siemens/m O Design Strategy of Single-row Via SIW Resonator For a resonant frequency of 60 GHz for the TE101 dominant mode by simply indexing m =1, n = 0, l = 1 [18] The calculation result is L = W = 1. 025mm. 14 3. SIW Resonator Designs †¢? Design of SIW Resonators O Result and Discussion of Single-row Via SIW Resonator Ideal material: Lossless substrate and perfect conductor The loss tangent of AGC and the bulk conductivity of Silicon are both set to be zero. Moreover, perfect conductor layers are placed at most top and bottom of the structure.Similarly, the material of metallic vias is defined as perfect conductor as well. By using as as illustrated earlier, the result is calculated In this ideal case, and involved. Based on the formula, are not radiation Q-factor is 492. 23 15 3. SIW Resonator Designs †¢? Design of SIW Resonators O Result and Discussion of Single-row Via SIW Resonator Non-ideal material: Only with conductor loss For substrate, dielectric loss tangent of AGC and bulk conductivity of Silicon are set to be zero. The copper layers with bulk conductivity of 5. *107 siemens/m are placed at most top and bottom of the structure. Moreover, the material of via is changed to copper as well. By using calculated as as illustrated earlier, the result is In this case, is not involved. Based on the formulas, we can get 16 3. SIW Resonator Designs †¢? Design of SIW Resonators O Result and Discussion of Single-row Via SIW Resonator Non-ideal material: Lossy substrate and non-perfect conductor set the loss tangent of AGC is fixed at 0. 003 and bulk conductivity of Silicon is 0. 02, which means all the loss of substrate is considered in this experiment.Meanwhile, the copper is defined as the material of layers, which are placed at most top and bott om of the structure and via defenses through the substrate. In this experiment, all losses, including radiation loss, non-ideal metal loss and substrate loss are considered here. By using , we have 17 3. SIW Resonator Designs †¢? Design of SIW Resonators – Substrate dielectric constant (? r) is fixed at 11. 9 Silicon – Copper conductivity of 5. 800Ãâ€"107 siemens/m O Design Strategy of Double-row Via SIW Resonator For a resonant frequency of 60 GHz for the TE101 dominant mode by simply indexing m =1, n = 0, l = 1 [18]The calculation result is L = W = 1. 025mm. 18 3. SIW Resonator Designs †¢? Design of SIW Resonators O Result and Discussion of Double-row Via SIW Resonator Ideal material: Lossless substrate and perfect conductor The loss tangent of AGC and the bulk conductivity of Silicon are both set to be zero. Moreover, perfect conductor layers are placed at most top and bottom of the structure. Similarly, the material of metallic vias is defined as perfect conductor as well. By using calculated as as illustrated earlier, the result is In this ideal case, and involved. Based on the formula, are not radiation Q-factor equals to 641. 6 19 3. SIW Resonator Designs †¢? Design of SIW Resonators O Result and Discussion of Double-row Via SIW Resonator Non-ideal material: Only with conductor loss For substrate, dielectric loss tangent of AGC and bulk conductivity of Silicon are set to be zero. The copper layers with bulk conductivity of 5. 8*107 siemens/m are placed at most top and bottom of the structure. Moreover, the material of via is changed to copper as well. By using calculated as as illustrated earlier, the result is In this case, is not involved. Based on the formulas, we can get 20 3. SIW Resonator Designs †¢? Design of SIW Resonators OResult and Discussion of Double-row Via SIW Resonator Non-ideal material: Lossy substrate and non-perfect conductor set the loss tangent of AGC is fixed at 0. 003 and bulk conductivity of Si licon is 0. 02, which means all the loss of substrate is considered in this experiment. Meanwhile, the copper is defined as the material of layers, which are placed at most top and bottom of the structure and via defenses through the substrate. In this experiment, all losses, including radiation loss, non-ideal metal loss and substrate loss are considered here. By using , we have 21 3. SIW Resonator Designs †¢? Design of SIW ResonatorsO Comparison of Single-/Double-row Via Resonator Double-row via structure obviously decreases the loss compared to single-row via. The main difference of Q-factors is the radiation Q-factor, which means the radiation loss is the most affection of the SIW. Conductor and dielectric Q-factor are only slightly changed with the error around 3. 5% from the single- to double-row SIW. Hence, the conductor loss and dielectric loss basically are not significant issue for the losses of the SIW comparing with the radiation loss because of the leakage through the gaps since the presence of gaps in the side walls.These results also match that higher Q-factor indicates a lower rate of energy loss relative to the stored energy, which demonstrates the validity of the experiments and the results. 22 Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divider 3. SIW Resonator Designs – Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.? SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 23 4. SIW Filter and Power Divider Designs †¢?Design of SIW Filters O Design strategy of SIW filter The proposed filter is constructed based on the SIW resonator at 60 GHz. The filter is designed and simulated using HFSS software. †¢? †¢? †¢? To achieve a -3 dB bandwidth of 3 GHz. To achieve a good passband wi th small insertion loss 15 dB Here in filter structure, length doubles the size which is 2. 250mm and width w remains the same 1. 025mm. 24 4. SIW Filter and Power Divider Designs †¢? Design of SIW Filters O Result and Discussion of SIW filter When increasing the distance between the middle of the vias, the two resonant poles are separated to each other more. 25 4.SIW Filter and Power Divider Designs †¢? Design of SIW Filters O Result and Discussion of SIW filter †¢? †¢? †¢? †¢? Center frequency = 62. 9 GHz. Bandwidth = 3. 4 GHz (60. 8 ~ 64. 2 GHz). Insertion loss = 0. 89 dB within the passband. Return loss = 17. 8 dB within the passband. †¢? Achieve a wide and deep upper-stopband with an insertion loss >15. 0dB. 26 4. SIW Filter and Power Divider Designs †¢? Design of SIW Power Dividers O Design strategy of SIW power dividers The proposed filter is constructed based on the SIW resonator at 60 GHz. The filter is designed and simulated using HFSS software. †¢? †¢? †¢? To achieve a -3 dB bandwidth of 3 GHz.To achieve a good passband with small insertion loss around 3 dB To achieve a wide and deep upper-stopband with an insertion loss >15 dB The proposed Y-junction power divider is a SIW equivalent of a bifurcated waveguide junction fed by a symmetrical step junction. The distance between two discontinues can be optimized to achieve low insertion loss [28]. 27 4. SIW Filter and Power Divider Designs †¢? Design of SIW Power Dividers O Result and Discussion of SIW power dividers †¢? †¢? †¢? †¢? Center frequency = 62. 5 GHz. Bandwidth = 3. 7 GHz (60. 5 ~ 64. 2 GHz). Insertion loss = 3. 87 dB within the passband. Return loss = 10. 5 dB within the passband. †¢? Achieve a wide and deep upper-stopband with an insertion loss >15. 0dB. 28 Outline 1.? Introduction 2.? Literature Review – Transmission Lines (Microstrip Line/ CPW/ SIW) – Resonator, Filter, Power Divide r 3. SIW Resonator Designs – Comparison of Transmission Line Performance – Design, Result and Discussion of SIW Resonators 4.? SIW Filter and Power Divider Designs – Design, Result and Discussion of SIW Filter and Power Divider 5. Conclusion and Recommendations 29 4. Conclusion and Future Works †¢? Conclusion O SIW single- and double-row resonators have been designed and compared.The results matched that higher Q-factor indicates a lower rate of energy loss relative to the stored energy, which demonstrates the validity of the experiments and the results. O W band SIW filter has been designed, evaluated and optimized by HFSS software. The centre frequency of the proposed filter is designed at 62. 9 GHz with a 3 dB bandwidth of 3. 4 GHz (60. 8~64. 2 GHz). O W band SIW power divider has been realized based on the structure of the filter. The power divider is at centre frequency 62. 5 GHz with a 3 dB bandwidth of 3. 7 GHz from 60. 5 to 64. 2 GHz. 30 4. Conclusi on and Future Works †¢?Recommendation for Future Works O The numerical analysis may be done for the proposed structures. O The structures can be fabricated and measured to demonstrate the practical realization of the structures. O The insertion loss the filter may be improved based on further modification. O It is possible to widen the bandwidth of the filter. O Other matching networks may be considered to realize better performance of the filter. O Small and efficient filters may be designed based on the modification of the proposed structure. O Balun may be designed based on the proposed SIW power divider. 31 Thank You! 32

The Last of the Mohicans as an American Romance Essay

The Last of the Mohicans as an American Romance In the 1820s, the Romantic Movement emerged in the United States as an embodiment of the American spirit after a second war with Britain. Although the Romantic Movement, or the American Renaissance, began to emerge decades after its European counterpart, elements of Romanticism can be traced to the chronicles of the first explorers who wrote about the beauty and mystery of the New World. Thematically, Romanticism is characterized by its longing for the past, and its idealization of nature. Romanticism has a tradition deeply rooted in the experience of the early settlers of the New England colonies. Forged by the conflicts faced early in its history, the American brand of†¦show more content†¦The image of Columbuss voyage epitomizes the romance as an individual who sets out on an adventure to a far away land and braves the unknown to arrive in paradise. 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