NAME – AKAR JAGDISHCHANDRA DALAL
NJIT ID – 31167726
IE- 673 - 104 TQM
SUBMITTED TO - PROF. PAUL.G.RANKY
ASSIGNMENT-3
1. Discuss the importance of quality team works, and team building?
Ø A team is a group of people with a common, collective goal. The collective goal aspect of teams is critical. One of the most important functions of a team is providing its members with a sense of belonging. People have an inherent need to belong, to feel like they are part of something. Belonging to a team gives employees a sense of being rooted, of having a home within the larger organization.
Ø Teamwork is a fundamental element of total quality. The reason for this is simple and practical. It is organizations, not individuals that produce products and provide services. Consequently, peak performance and continual improvement are group, not individual, endeavors.
Ø Fostering teamwork is a top priority for many leaders. The benefits are clear: increased productivity, improved customer service, more flexible systems, employee empowerment. The importance of quality team works and team building are:
1. Accurate Perception
2. Conflict Resolution Abilities
3. Diverse Group
4. Innovative Thinking
5. Sense of Responsibility
6. Strong Work Ethic
7. Spirit of Appreciation
8. Specific Roles
Ø It is important to build a team with the appropriate people who are assigned to different tasks and responsibilities. It motivates employees to do a better job, develop better problem-solving skills, and ultimately, helps in better communication with each other.
Ø Team building results in covering all viewpoints so that the targets are effectively satisfied and the similarity of the colleagues is likewise considered. Setting up the structure of the group is additionally a piece of team building which would characterize the group pioneer and characterize the individual part of each part in the group. The structure gives a character to the Team, which would prompt lessened time utilization while accomplishing better quality yield.
2. How would you handle conflicts in quality teams?
Ø To fill in as a Team, there are a couple of hindrances/obstacles to beat that frequently create clash. The fundamental culprits are attributes of people, for example, conscience, desire, handle on fast change, impervious to change and diverse methods for considering, ego.
Ø Conflict will occur in even the best teams. Even when all team members agree on a goal, they can still disagree on how best to accomplish it. Team leaders and members can apply the following strategies for preventing and resolving team conflict.
· Plan and work to establish a culture where individuality and dissent are in balance with teamwork and cooperation.
· Establish clear criteria for deciding when decisions will be made by individuals and when they will be made by teams.
· Don‘t allow individuals to build personal empires or to use the organization to advance personal agendas.
· Encourage and recognize individual risk-taking behavior that breaks the organization out of unhelpful habits and negative mental frameworks.
· Encourage healthy, productive competition, and discourage unhealthy, counterproductive competition.
· Recognize how difficult it can be to ensure effective cooperation, and spend the energy necessary to get just the right amount of it.
· Value constructive dissent, and encourage it.
· Reward and recognize both dissent and teamwork when they solve problems.
· Avoid hiring people who think they don’t need help, who don’t value cooperation, or who are driven by the desire to be accepted.
· Ingrain into new employees the need for balance between the concepts of cooperation and constructive dissent.
· Provide ways for employees to say what no one wants to hear.
· Realistically and regularly assess the ability and willingness of employees to cooperate effectively.
· Understand that some employees are going to clash, so determine where this is happening and remix rather than wasting precious organizational energy trying to get people to like each other.
· Ensure that the organization’s value system and reward/recognition systems are geared toward cooperation with constructive dissent rather than dog-eat-dog competition or cooperation at all costs.
· Teach employees how to manage both dissent and agreement.
·Quickly assess whether conflict is healthy or destructive, and take immediate steps to encourage the former and resolve or eliminate the latter.
Ø Conflict can be constructive as long as it is managed and dealt with directly and quickly. By respecting differences between people, being able to resolve conflict when it does happen, and also working to prevent it, you will be able to maintain a healthy and creative team atmosphere. The key is to remain open to other people's ideas, beliefs, and assumptions. When team members learn to see issues from the other side, it opens up new ways of thinking, which can lead to new and innovative solutions, and healthy team performance.
3. How do you reward quality achievements in a team?
Ø An organization’s attempts to institutionalize teamwork will fail unless it includes implementation of an appropriate compensation system: in other words, if you want teamwork to work, make it pay.
Ø Employees are still compensated as individuals. The most successful compensation systems combine both individual and team pay. This matter is important because few employees work exclusively in teams. A typical employee, even in the most team-oriented organization, spends a percentage of his or her time involved in team participation and a percentage involved in individual activities. Even those who work fulltime in teams have individual responsibilities that are carried out on behalf of the team.
Ø Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives.
Monetary Incentives
The purpose of monetary incentives is to reward associates for excellent job performance through money. Monetary incentives include profit sharing, project bonuses, stock options, scheduled bonuses, and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associates.
Non-Monetary Incentives
The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. Widely used non-monetary rewards that have proven to be effective include the following: movie tickets, gift certificates, time off, event tickets, free attendance at seminars, getaway weekends for two, airline tickets, and prizes such as electronic or household product.
4. How do you communicate effectively?
Ø Communication is the transfer of a message (information, idea, emotion, intent, feeling, or something else) that is both received and understood.
Ø Effective communication is a higher order of communication. It involves receiving, understanding, and acting on the message. This means that effective communication may require persuasion, motivation, monitoring, and leadership on the part of managers.
Ø Communication is a process with several components. These components are the message, the sender, the receiver, and the medium. The sender is the originator source of the message. The receiver is the person or group for whom the message is intended. The message is the information, idea, feeling, or intent that is to be conveyed, understood, accepted, and acted on. The medium is the vehicle used to convey the message.
Ø There are four basic categories of media: verbal, nonverbal, written, and electronic.
1. The verbal category includes face-to-face conversations, telephone conversations, speeches, public address announcements, press conferences, and other approaches for conveying the spoken word.
2. The nonverbal category includes gestures, facial expressions, and body language.
3. The written category includes letters, memorandums, billboards, bulletin boards, manuals, books, and any other method of conveying the written word.
4. The electronic category includes the transmission of digital data as well as any other form of electronic transmission that can be converted into a message understood by humans.
Ø Technological developments are having a major impact on our ability to convey information. These developments include word processing, satellite communication, computer modems, cordless telephones, cellular telephones, telephone answering machines, and electronic mail.
5. Why are listening skills important?
Ø Every business consists of a variety of communication activities such as listening, speaking, questioning, gathering and participating in small work groups. The listening skill is one of the most important aspects of communication process. It helps to understand and read the other person’s message. Effective listening skills create positive workplace relationships which influence our opinions and responsiveness to one another.
Ø Listening and understanding what others communicate to us is the communication process needed for interpersonal effectiveness. If you listen well, you will understand the meaning of the message. If you are unfocused, you will not know most of what the other person is saying. However, there is a range of listening skills that can be learned to develop the communication effectiveness.
Ø Effective listening means receiving the message, correctly decoding it, and accurately perceiving what it mean
Ø It is important to properly perceive messages that are received from others in an organization. One way to improve perception is to learn to listen assertively.
Ø Good listening skills make workers more productive. The ability to listen carefully allows workers to better understand assignments they are given. They are able to understand what is expected of them by their management.
Ø The importance of effective listening skills for employees and managers cannot be overemphasized. Everything done in the workplace involves two-way communication-speaking and listening. Two-way communication is critical in the way it can impact efficiency and effectiveness.
NJIT ID – 31167726
IE- 673 - 104 TQM
SUBMITTED TO - PROF. PAUL.G.RANKY
ASSIGNMENT-3
1. Discuss the importance of quality team works, and team building?
Ø A team is a group of people with a common, collective goal. The collective goal aspect of teams is critical. One of the most important functions of a team is providing its members with a sense of belonging. People have an inherent need to belong, to feel like they are part of something. Belonging to a team gives employees a sense of being rooted, of having a home within the larger organization.
Ø Teamwork is a fundamental element of total quality. The reason for this is simple and practical. It is organizations, not individuals that produce products and provide services. Consequently, peak performance and continual improvement are group, not individual, endeavors.
Ø Fostering teamwork is a top priority for many leaders. The benefits are clear: increased productivity, improved customer service, more flexible systems, employee empowerment. The importance of quality team works and team building are:
1. Accurate Perception
2. Conflict Resolution Abilities
3. Diverse Group
4. Innovative Thinking
5. Sense of Responsibility
6. Strong Work Ethic
7. Spirit of Appreciation
8. Specific Roles
Ø It is important to build a team with the appropriate people who are assigned to different tasks and responsibilities. It motivates employees to do a better job, develop better problem-solving skills, and ultimately, helps in better communication with each other.
Ø Team building results in covering all viewpoints so that the targets are effectively satisfied and the similarity of the colleagues is likewise considered. Setting up the structure of the group is additionally a piece of team building which would characterize the group pioneer and characterize the individual part of each part in the group. The structure gives a character to the Team, which would prompt lessened time utilization while accomplishing better quality yield.
2. How would you handle conflicts in quality teams?
Ø To fill in as a Team, there are a couple of hindrances/obstacles to beat that frequently create clash. The fundamental culprits are attributes of people, for example, conscience, desire, handle on fast change, impervious to change and diverse methods for considering, ego.
Ø Conflict will occur in even the best teams. Even when all team members agree on a goal, they can still disagree on how best to accomplish it. Team leaders and members can apply the following strategies for preventing and resolving team conflict.
· Plan and work to establish a culture where individuality and dissent are in balance with teamwork and cooperation.
· Establish clear criteria for deciding when decisions will be made by individuals and when they will be made by teams.
· Don‘t allow individuals to build personal empires or to use the organization to advance personal agendas.
· Encourage and recognize individual risk-taking behavior that breaks the organization out of unhelpful habits and negative mental frameworks.
· Encourage healthy, productive competition, and discourage unhealthy, counterproductive competition.
· Recognize how difficult it can be to ensure effective cooperation, and spend the energy necessary to get just the right amount of it.
· Value constructive dissent, and encourage it.
· Reward and recognize both dissent and teamwork when they solve problems.
· Avoid hiring people who think they don’t need help, who don’t value cooperation, or who are driven by the desire to be accepted.
· Ingrain into new employees the need for balance between the concepts of cooperation and constructive dissent.
· Provide ways for employees to say what no one wants to hear.
· Realistically and regularly assess the ability and willingness of employees to cooperate effectively.
· Understand that some employees are going to clash, so determine where this is happening and remix rather than wasting precious organizational energy trying to get people to like each other.
· Ensure that the organization’s value system and reward/recognition systems are geared toward cooperation with constructive dissent rather than dog-eat-dog competition or cooperation at all costs.
· Teach employees how to manage both dissent and agreement.
·Quickly assess whether conflict is healthy or destructive, and take immediate steps to encourage the former and resolve or eliminate the latter.
Ø Conflict can be constructive as long as it is managed and dealt with directly and quickly. By respecting differences between people, being able to resolve conflict when it does happen, and also working to prevent it, you will be able to maintain a healthy and creative team atmosphere. The key is to remain open to other people's ideas, beliefs, and assumptions. When team members learn to see issues from the other side, it opens up new ways of thinking, which can lead to new and innovative solutions, and healthy team performance.
3. How do you reward quality achievements in a team?
Ø An organization’s attempts to institutionalize teamwork will fail unless it includes implementation of an appropriate compensation system: in other words, if you want teamwork to work, make it pay.
Ø Employees are still compensated as individuals. The most successful compensation systems combine both individual and team pay. This matter is important because few employees work exclusively in teams. A typical employee, even in the most team-oriented organization, spends a percentage of his or her time involved in team participation and a percentage involved in individual activities. Even those who work fulltime in teams have individual responsibilities that are carried out on behalf of the team.
Ø Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives.
Monetary Incentives
The purpose of monetary incentives is to reward associates for excellent job performance through money. Monetary incentives include profit sharing, project bonuses, stock options, scheduled bonuses, and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associates.
Non-Monetary Incentives
The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. Widely used non-monetary rewards that have proven to be effective include the following: movie tickets, gift certificates, time off, event tickets, free attendance at seminars, getaway weekends for two, airline tickets, and prizes such as electronic or household product.
4. How do you communicate effectively?
Ø Communication is the transfer of a message (information, idea, emotion, intent, feeling, or something else) that is both received and understood.
Ø Effective communication is a higher order of communication. It involves receiving, understanding, and acting on the message. This means that effective communication may require persuasion, motivation, monitoring, and leadership on the part of managers.
Ø Communication is a process with several components. These components are the message, the sender, the receiver, and the medium. The sender is the originator source of the message. The receiver is the person or group for whom the message is intended. The message is the information, idea, feeling, or intent that is to be conveyed, understood, accepted, and acted on. The medium is the vehicle used to convey the message.
Ø There are four basic categories of media: verbal, nonverbal, written, and electronic.
1. The verbal category includes face-to-face conversations, telephone conversations, speeches, public address announcements, press conferences, and other approaches for conveying the spoken word.
2. The nonverbal category includes gestures, facial expressions, and body language.
3. The written category includes letters, memorandums, billboards, bulletin boards, manuals, books, and any other method of conveying the written word.
4. The electronic category includes the transmission of digital data as well as any other form of electronic transmission that can be converted into a message understood by humans.
Ø Technological developments are having a major impact on our ability to convey information. These developments include word processing, satellite communication, computer modems, cordless telephones, cellular telephones, telephone answering machines, and electronic mail.
5. Why are listening skills important?
Ø Every business consists of a variety of communication activities such as listening, speaking, questioning, gathering and participating in small work groups. The listening skill is one of the most important aspects of communication process. It helps to understand and read the other person’s message. Effective listening skills create positive workplace relationships which influence our opinions and responsiveness to one another.
Ø Listening and understanding what others communicate to us is the communication process needed for interpersonal effectiveness. If you listen well, you will understand the meaning of the message. If you are unfocused, you will not know most of what the other person is saying. However, there is a range of listening skills that can be learned to develop the communication effectiveness.
Ø Effective listening means receiving the message, correctly decoding it, and accurately perceiving what it mean
Ø It is important to properly perceive messages that are received from others in an organization. One way to improve perception is to learn to listen assertively.
Ø Good listening skills make workers more productive. The ability to listen carefully allows workers to better understand assignments they are given. They are able to understand what is expected of them by their management.
Ø The importance of effective listening skills for employees and managers cannot be overemphasized. Everything done in the workplace involves two-way communication-speaking and listening. Two-way communication is critical in the way it can impact efficiency and effectiveness.
6. What are the management strategies for quality-focused interpersonal needs?
Ø Interpersonal skills are those needed for people to work together in a manner that is conducive to both personal and corporate success. For employees and managers to function.
Ø People who lack interpersonal skills typically do not communicate well, and effective communication is essential to total quality. Positive interpersonal relations among team members, between company representatives and customers, among internal customers, and between company officials and vendors are critical in a total quality setting. Effective communication is critical. So there are four strategies to use.
Recognition of the need
To have employees with good interpersonal skills, managers must recognize the need for these skills. These are important considerations that should remain at the forefront in making staffing decisions. However, to these considerations must be added interpersonal skills.
Careful selection
The screening of written credentials and technical skills continues in the normal manner. After the candidates with the best credentials and technical skills have been identified, they are then carefully screened to determine whether they have such interpersonal skills as listening, patience, empathy, tact, open-mindedness, friendliness, and the ability not just to get along in a diverse workplace but also to be a positive agent in helping other employees get along with each other.
Training
It is the uncommon individual who possesses inborn interpersonal skills. Some people are naturally good at dealing with others.
Measurement and Reward
If managers value interpersonal skills, these skills will be measured as part of the normal performance-appraisal process. Correspondingly, the results of such appraisals will be built into the reward system.
Ø Interpersonal skills are those needed for people to work together in a manner that is conducive to both personal and corporate success. For employees and managers to function.
Ø People who lack interpersonal skills typically do not communicate well, and effective communication is essential to total quality. Positive interpersonal relations among team members, between company representatives and customers, among internal customers, and between company officials and vendors are critical in a total quality setting. Effective communication is critical. So there are four strategies to use.
Recognition of the need
To have employees with good interpersonal skills, managers must recognize the need for these skills. These are important considerations that should remain at the forefront in making staffing decisions. However, to these considerations must be added interpersonal skills.
Careful selection
The screening of written credentials and technical skills continues in the normal manner. After the candidates with the best credentials and technical skills have been identified, they are then carefully screened to determine whether they have such interpersonal skills as listening, patience, empathy, tact, open-mindedness, friendliness, and the ability not just to get along in a diverse workplace but also to be a positive agent in helping other employees get along with each other.
Training
It is the uncommon individual who possesses inborn interpersonal skills. Some people are naturally good at dealing with others.
Measurement and Reward
If managers value interpersonal skills, these skills will be measured as part of the normal performance-appraisal process. Correspondingly, the results of such appraisals will be built into the reward system.
7. What are the principles of overcoming negativity and conflicts in the workplace?
Ø Any conduct which blocks the ideal execution of the association can be termed as pessimism. Wiping out these negativity is must to get a superior quality yield henceforth methods have been framed to beat these negativity.
Ø It is vital to communicate appropriately by acknowledging innovation, sharing information with everyone, encouraging open discussions, celebrating milestones, promoting teamwork and giving employee’s ownership of their jobs.
Ø Workplace disputes are generally handled by avoiding the conflict, Managers should be constantly alert to signs of negativity in the workplace because negativity is contagious. It can spread throughout an organization quickly, dampening morale and inhibiting performance. Following are principles that will help you address the problem you have with the person directly:
1. Communicate: Frequent, ongoing, effective communication is the best defense against negativity in organizations, and it is the best tool for overcoming negativity that has already set in.
2. Establish clear expectations: Make sure all employees know what is expected of them as individuals and as members of the team. People need to know what is expected of them and how and to whom they are accountable for what is expected.
3. Provide for anxiety venting: Managers need to give their direct reports opportunities to vent in a nonthreatening, affirming environment.
4. Build trust: Negativity cannot flourish in an atmosphere of trust.
5. Involve employees: Involving employees by asking their opinions, soliciting their feedback, and making them part of the solution are some of the most effective deterrents to and cures for negativity in organizations.
8. How can you manage conflict in the workplace?
Managers focus most of their attention on preventing and resolving conflict, but occasionally they might have to stimulate conflict when team members agree too easily with new ideas or when the organization has become stagnant, it might be necessary to stimulate conflict. Conflict resolution and stimulation, taken together, are known as conflict management. The following guidelines can be used by managers for resolving a conflict.
· Determine how important the issue is to all people involved.
· Determine whether all people involved are willing and able to discuss the issue in a positive manner.
· Select a private place where the issue can be discussed confidentially by everyone involved.
· Make sure that both sides understand that they are responsible for both the problem and the solution.
· Solicit opening comments from both sides. Let them express their concerns, feelings, ideas, and thoughts, but in a non- accusatory manner.
· Guide participants toward a clear and specific definition of the problem.
· Encourage participants to propose solutions. Examine the problem from a variety of different perspectives and discuss any and all solutions proposed.
· Evaluate the costs versus the gains (cost-benefit analysis) of all proposed solutions and discuss them openly. Choose the best solution.
· Reflect on the issue and discuss the conflict resolution process. Encourage participants to express their opinions as to how the process might be improved.
9. How do you communicate in conflict situations?
In a work environment where clashes are ordinary communication is exceptionally basic. The starting state of mind of the individuals predicts where the contention is going to prompt, consequently communication in such circumstances, both the parties having clash are intending to go to a positive and agreeable arrangement.
The initial attitude of those involved in the conflict can predetermine the outcome - This means that if a person enters into a situation spoiling for a fight, he or she will probably get one. Communication prior to such a situation aimed at convincing either or both parties to view it as an opportunity to cooperatively solve a problem can help predetermine a positive outcome.
When possible, conflict guidelines should be in place before conflicts occur - It is not uncommon for conflict to be exacerbated by disagreements over how it should be resolved. Before entering into a situation in which conflict might occur, make sure all parties understand how decisions will be made, who has the right to give input, and what issues are irrelevant.
Assessing blame should not be allowed - It is predictable that two people in a conflict situation will blame each other. If human interaction is allowed to get hung up on the rocks and shoals of blame, it will never move forward. The approach that says “We have a problem. How can we work together to solve it?” is more likely to result in a positive solution than arguing over who is to blame.
“More of the same” solutions should be eliminated- When a particular strategy for resolving conflict is tried but proves to be ineffective, don’t continue using it. Some managers get stuck on a particular approach and stay with it even when the approach clearly doesn't work. Try something new instead of using “more of the same” solutions.
Maintain trust by keeping promises.- Trust is fundamental to all aspects of total quality. It is especially important in managing conflict. Trust is difficult to win
10. Why does quality suffer if there is a major conflict?
Ø Significant Conflicts cause the parties included, and perhaps the seeing party, to not attain to their crest execution. A noteworthy clash, If not took care of appropriately, can expand time to determine, build the assets to determine, and lower benefit amid determination. In the event that there is a noteworthy conflict, quality endures.
Ø For instance, when workers can't work alongside each other and can't impart successfully towards a typical objective, the venture fizzles.
Ø Internal politics tends to perpetuate outdated processes, procedures, and technologies. This is because the tactics of the internal politician are ideally suited for opposing change
Ø There is a possibility of there being a permanent damage to the relationship between the two parties as well as between the organization and the parties which can lead to a huge loss to the total quality.
References
http://www.mindtools.com/pages/article/newTMM_79.htm
http://edis.ifas.ufl.edu/hr016
Quality Management for Organizational Excellence; Introduction to Total Quality by David L. Goetsch and Stanley Davis
SOCIAL NETWORKING ARTICLES - EXECUTIVE SUMMARIES
1. Disney Robots Draws Giant sketches on the Beach
A group of engineers at Disney have made a robot that can make huge drawings on the shoreline. The idea was produced in push to make a robot that can ceaselessly deliver new fine art. The thought of sand as a canvas was embraced in view of its reusable profit. The innovation included in this item is a Computer with Wi-Fi, an inertial estimation unit and a laser scanner. These three components empower the robot to recognize the limits of the canvas and make workmanship by the utilization of rake instrument. One of the difficulties confronted amid the advancement of the robot was discovering the right wheels that would not leave striking checks on the sand. The robot has possessed the capacity to make craftsmanship in a 10 meter by 10 meter canvas, however soon Disney might want to have the capacity to make considerably bigger drawings.
2. Computers Conquer Texas Hold ‘em
There is another calculation that has made sense of how to beat the two player rendition of Texas hold'em. In 1997, an IBM Computer had the capacity overcome the world chess champion and since that minute in time, PC calculations have possessed the capacity to explain a wide range of diversions. Poker was a major test for Computers to illuminate because of the two shrouded cards. This is known as blemished data and it can be extremely hard to unravel since it requires more PC memory and processing force. CFR+ is the calculation that is utilized to understand the amusement. Verifiably, CFR calculations were not able to tackle a whole diversion since it would oblige an immense measure of memory. The CFR+ changes the method by wiped out a stage in the process which makes it more proficient. A percentage of the normal poker procedures were affirmed all through the procedure. Later on, the CFR+ calculation may be utilized to illuminate more mind boggling poker amusements or even add to genuine difficulties.
3. Solar Plane Pioneers Lay Out Round-the-World Flight Plan
An airplane, Solar Impulse 2, has been composed which is totally sun powered controlled and will endeavor to fly over the world, beginning from Abu Dhabi and will make twelve stops round the world, for example, India, China and the United States. By just utilizing the force of the sun to drive the four propellers, the objective is to be the first sun based airplane to fly everywhere throughout the world, killing the utilization of fuel as force. I accept the Solar Impulse 2 is an awesome sample of a naturally supportable undertaking that different organizations can take a gander at who might likewise impart a typical enthusiasm on renewable vitality. The article says that 17,200 sun powered cells are shown on the wings that compass around 236 feet so according; it has enough ability to charge the batteries. My concern with a sunlight based fueled air ship would be the capacity to fly long duration. Bertrand Piccard and André Borschberg don't plan to change the avionics business yet rather to exhibit that the real option vitality sources and new advances can attain to what some consider unthinkable. Sunlight based Impulse needs to prepare open eagerness for innovations that will permit diminished dependence on fossil fills, and affect positive feelings about renewable energies. It could be a reinforcement power for business aerial shuttles or military air ship in case they use up fuel. The innovation may take a Goliath jump forward with future advances if they achieve the first circumnavigation of the Earth.
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