Feudal Systems Essay Example for Free

Feudal Systems Essay The Japanese and European feudal systems were very much alike yet different in their own ways. Japan’s feudal system was composed of peasants, samurais, daimyos, shoguns and emperors. Then there was the European feudal system. It was composed of serfs, knights, church officials, nobles, kings and queens. In Japan, there was an emperor. The emperor did not do much, he was more like a figure head and he did not make any laws. He was just there to represent the country. The shogun was the person who not only make and pass laws, but controlled finances and the daimyos. The daimyos were lords that controlled samurai, which were warrior protectors for wealthy land owners. Samurai followed a code of behavior called the Bushido, or the â€Å"way of the warrior†. The Bushido stated that samurai were to be brave, loyal and honorable. The wouldn’t complain when they received physical hardship, they did not fear death. If a samurai was defeated or disobeyed their masters, they were to form a ceremonial suicide called Seppuku. It was a way to dishonor with defeat. Last but not least, there were the peasants. They were mostly farmers and traders. Unlike Japan’s feudal system, in the European feudal system, the king and queen controlled nobles, the church and peasants. Nobles or lords owned land and they would grant part of their land to peasants. The grant was called a fief. These peasants would use about two thirds of the land for farming and they would give some of the crops to the lord. Nobles and lords also controlled the knights. Knights were just like samurai in Japan, also they follow something similar to the Bushido. It is called the chivalry and is a system of rules that told of how knights should behave towards others. Both feudal systems were from different countries but they were very much alike.

Comparing Fluid Flow Of Smooth And Rough Pipes

Comparing Fluid Flow Of Smooth And Rough Pipes The pipe flow investigation compared the fluid flow of smooth and rough pipes of varying diameters. The pressure drop across the pipes was recorded to find both the friction factors and Reynolds numbers. A moody diagram was plotted comparing the friction factor versus the Reynolds number. A graph of the experimental friction factor was compared to the theoretical friction factor for the transition of a pipe from smooth to rough. It is assumed that the fluid used for the pipe flow was incompressible and pipes were entirely horizontal with constant diameters throughout the tested length. The energy equation is used to compare the steady, uniform flows at the inlet and outlet. = pressure = density = kinetic energy flux coefficient = average fluid velocity = gravity z = vertical height of the pipe =total head loss = specific work done by the control volume. The change in pressure that is found for each pipe is equivalent to the loss of head across each respective pipe and related by the equation below. . (2) It is also assumed to have a constant volumetric flow rate, constant vertical height, no work involved in the flow of the fluid, and a constant flow velocity. By using the average velocity we can determine whether the fluid is laminar or turbulent. A Reynolds number below 2300 describes a laminar flow and that above 2300 is turbulent. , (3) = Reynolds number = pipe diameter = viscosity of the fluid. Below is the Darcy or Moody friction factor, , which is valid for laminar flows. This equation is independent of the roughness of the pipe. . (4) The friction produced by the roughness in the pipes causes head loss. Unlike Eq. 4, the next equation is valid for turbulent flows with Reynolds values above 2300. . (5) The Colebrook equation covers transitionally rough regions which are between smooth and rough walled piping. This equation is implicit for . , (6) where the relative roughness of the pipe is . Methods The Pipe Flow Lab equipment included: Four horizontal pipes of varying roughness and diameters arranged in a pipe flow apparatus with a self-contained water supply, valve to isolate pipe of interest, inlet flow control valve to control the flow rate, volumetric measuring tank collects water, sight tube, graduated cylinder, stopwatch, calipers, and electronic manometer to measure pressure. The change in pressure of one rough and three smooth pipes of varying diameters were measured. These values helped compare the friction factors to the Reynolds number of the fluid. Each pipe was individually experimented on by allowing the water to run through that particular pipe until it reached a constant flow rate. The change of pressure was read off the electronic manometer and a stop watch was used to measure the time it took to fill the tank to a particular volume. The pressure was lowered by a given increment for each trial until it reached a given value and repeated for each pipe. The temperature of the water was measured at the end of the experiment. Results and Discussion The data for the large smooth pipe, large rough pipe, medium smooth pipe, and small smooth pipe were compiled into Tables 1, 2, 3, and 4, respectively. Eq. 3 was used to find the Reynolds number and the friction factor was calculated using Eq. 5. These values were then plotted in Fig. 1, which is a Moody diagram comparing the Reynolds number to friction factor of all the pipes. The Reynolds number gives the value of a fluids transition from a laminar flow to turbulence. This value is approximately 2300 according to Fig. 1. Since all the points on the Moody graph are greater than 2300, we can conclude that all the flows in this lab are turbulent. The decreasing straight laminar line was produced by using Eq. 4 which is independent of roughness. Then above the Reynolds number of 2300 is the theoretical rough turbulent and smooth turbulent lines. The smooth pipes follow the slightly downward slope of the smooth turbulent theoretical line. The small and medium tubes are for the most part above the theoretical line which is expected because there is probably build up in the tube causing a slight roughness which would increase the friction factor. The large smooth pipeà ¢Ã¢â€š ¬Ã¢â€ž ¢s values are below the theoretical line, which is impossible because the tube cannot be smoother than smooth. This error could be a cause of human error or inaccurate lab equipment. The friction factors of the smooth pipes in increasing order were large, medium, and small. This is what would be expected because the larger diameter pipes should allow for easier flow than a smaller diameter pipe. The large rough tube follows the theoretical rough turbulent trend. Since this tube is rough it should have more friction than the smooth pipes and an increased friction factor. Fig. 1 exhibits this fact because the large rough tube values are well above the smooth tubeà ¢Ã¢â€š ¬Ã¢â€ž ¢s values. As the Reynolds number gets very large, it becomes a function of only relative roughness e/D. Eq. 7 was used to find the theoretical rough, turbulent flow trend and a relative roughness of e/D, of 0.093 was determined. Table 2 shows the values that were recorded and has lower values for the experimental friction factor than the theoretical values. As with the large smooth pipe, this is not what we would expect and it is caused by lab errors. Both large pipes were located in the same Reynolds number region but with different friction factors. This is understandable since they have the same diameters but the only difference is the roughness inside the pipe causing friction. The fluctuations in friction factor values are due to errors that occurred during the investigation procedure. An error that could have affected the results of this investigation would be the actual smoothness of the pipes. The smooth pipes could have build up from the years of use that would cause some roughness. The roughness would in turn interfere with the fluid flow. Another form of error was with the stop watch and volume reading to find the flow rate. There is a percentage of human error in these measurements and the electronic manometer was also fluctuating during the experiment. These errors can account for the fact that the experimental friction factors were lower than the theoretical values for the large pipes seen in Table 1 and 2. The equations used were approximations and could also account for a slight source of error. Conclusions and Recommendations The values obtained in this investigation led to the calculation of the friction factors and Reynolds numbers for four different pipes. These values were then plotted in a Moody diagram to compare how the roughness and diameter of each individual pipe affected the flow rate of each. The small, medium, and large smooth pipes followed the smooth turbulent theoretical trend. The large pipe had values below the theoretical values. The experimental values should always have been above the theoretical since a pipe canà ¢Ã¢â€š ¬Ã¢â€ž ¢t be any smoother than smooth. These results could be caused by the lab errors that were listed above. The friction factors of the smooth pipes in increasing order were large, medium, and small. This is what would be expected because the larger diameter pipes should allow for easier flow than a smaller diameter pipe. The large, rough pipe followed the rough turbulent trend. As the Reynolds number became large the relative roughness became the relationship, e/ D. This pipe also had experimental friction factor values below the theoretical values which is impossible and caused by errors in the investigation. The friction factor of the rough pipe was much greater than the smooth pipes, which means that there is more friction in rough pipes. For future investigations, it would be beneficial to take more data points in order to more accurately represent the findings. This could also help keep the margin of error smaller since one or two inaccurate points could be disregarded with a larger data sample. More precise measurement tools would also be very beneficial since there was much uncertainty with the current apparatus.

A Comparison Of Arthur Becomes King And David And Goliath Essay

A Comparison of Arthur Becomes King and David and Goliath   Ã‚  Ã‚  Ã‚  Ã‚  Two of the most renowned leaders of all time, King Arthur and King David, have emerged from very humble beginnings. David and Goliath, written by Samuel, is a bible story about a young boy defeating a huge Philistine soldier by fighting in the name of God. Arthur Becomes King, written by T. H. White, is a story about a young squire becoming the rightful king of England by pulling the sword from the stone. Arthur Becomes King and David and Goliath, stories about an unlikely person turning out to be someone very special, have many similarities and differences.   Ã‚  Ã‚  Ã‚  Ã‚   David and Goliath and Arthur Becomes King are alike in many ways. They both take place in a wild site torn by wa...

Dr. Frankenstein, Science,Technology and Ethics Essay examples -- Dr.

Dr. Frankenstein, Science,Technology and Ethics There is nothing more profound about the topic of science and technology than its ability to be a partner in helping to save lives. It is so influencial in coming up with the latest drugs to combat harmful and even deadly diseases and viruses such as AIDS, and some cancers. We are where we are today because of the remarkable innovations in science and technology. The idea that lives can be saved from such innovations as a new flu vaccine, or a new type of antibiotic that can battle chicken pox, and many other diseases. Its all about the advancements that we get from science and technology that let us live the way we do. Now, we dont have to worry about dying from the chicken pox or another once deadly disease. Its gotten so advanced that women can now get a morning after pill to stop the fertilization of an egg , so that she wont get pregnant. This type of technology was not around twenty years ago. Its now time to start taking into consideration how they are going about testing thes e newly invented vaccines or studies to get their results. Are the scientists going about getting their results in a moral way? At what cost is it that we are getting these great advancements? These are the questions that we need answered. For me personally, having been born three months early, I cant thanks science and technology enough. If it wasnt for the advancements in technology in the early eighties, I probably would not have survived, or worse, I would have had some disabilities such as Muscular Distrophy, retardation, or something even worse. I was lucky to have been born in one of the nations top neo-natal hospitals at the time, Portland Maine Medical Center, in Portland, Maine. If I had be... ...ant please everyone. No matter what you do, someone is bound to have a beef with it. Scientists need to be given the credit they deserve. They slave hours upon hours in labs coming up with such great and magnificant things that make our lives a lot more managable; whether it be the antibiotic that can cure the common cold, which they havent quite mastered yet, or a life saving treatment that can battle a deadly disease, such as stem cells. Advancements in science and technology are only going to get better. Lets hope that their techniques for research and experimentation are going to advance with them. Who knows, maybe one day we will come up with a control testing object that can be used to do any type of research and experiments on. Hey, its a suggestion! Works Cited Shelley, Mary. Frankenstein. The Presence of Others. Andrea A. Lunsford and John J. Ruszki

Mafia Essay -- essays research papers fc

The Mafia way of life may seem like a romantic updated version of the western movie played out on the streets of the big cities where the good guys and the wise guys who share the same instincts and values do battle before an enthralled public but it is actually very different. The Mafia is really just a group of uneducated thugs making money by victimizing the public. Initially, the Mafia was setup as a prominent supplier of bootlegged liquor, but it has spread into many different areas of crime. During this research paper I will discuss three aspects of the Mafia which are crime, structure and decline in leadership. The Mob siphons off public funds, rigs contracts, corrupts unions which many hard working people with legitimate jobs are a part of, smuggles drugs, and runs illegal gambling rings. These are some of the ways the Mob negatively affects our community and harms innocent citizens. Any illegal activity that brings in big money the Mafia is part of. Union corruption has been the primary focus of many federal investigations and by the end of the 1980’s, four unions, the Teamsters, Longshoremen, Laborers, and Hotel and Restaurant Employees union, had all been identified as mob dominated. Not only does the mob find money makers in the United States, they finds ways to bring money to them from other countries. Alien smuggling generates more than $3 billion a year for the mob. Mobsters will kill without remorse and threaten anyone who won’t go along with what they are doing. To keep free from the arm of the law "corrupters nullify the law-enforcement and political processes primarily by outright bribery and other rationally designed forms of ‘influence’ such as contributions to political campaigns and promises to deliver votes in a particular area." One might think that corruption and bribery is not a problem, but one noted political analyst suggests that "the underworld" contributes 15 percent of the 3 costs of local and state political campaigns which causes one to think that the mob may have a strong hold on many powerful politicians. Mafia involvement with legitimate business’s affects the public in many ways. Respectable bankers have become unwitting allies to the Mafia and most of the securities stolen in the United States during the last two decades are lying safely in the vaults of respectable banks, hypothecated for legi... ...ol. 5. Boca Raton: SIRS, 1997. Art. 29. McGarvey, Robert. "Global Organized Crime." American Legion Feb. 1996: 16. Crime. Ed. Trudy Collins. Vol. 5. Boca Raton: SIRS, 1997. Art. 64. McKillop, Peter. "The Last Godfathers?" Newsweek 6 Feb 1989: 25. Mueller, Tom. "Cosa Nostra." The New Republic 15 Apr. 1996: 17-18. Norland, Rob. "The ‘Velcro Don’: Wiseguys finish last." Newsweek 13 Apr. 1992: 34-35. Pistone, Joseph D., and Richard Woodley. "Undercover with the Mafia: ‘Respect’ Was the Watchword." Palm Beach Post 10 Apr. 1988: 1E. Crime. Ed. Trudy Collins. Vol. 4. Boca Raton: SIRS, 1993. Art. 8. Reid, Ed. The Grim Reapers. Chicago: Henry Regnery Company, 1969. Reuter, Peter. "The decline of the American Mafia." Public Interest Summer 1995: 89-99. Crime. Ed. Trudy Collins. Vol. 5. Boca Raton: SIRS, 1997. Art. 49. Viviano, Frank. "The New Mafia Order." Mother Jones May-June 1995: 45-54. Vulliamy, Ed. "Mafia INC." World Press Review Dec. 1992: 11-16.

Communication an organisations Essay

This assessment is to demonstrate an understanding and appreciation of the topics taught in leading and motivating a team effectively module of the ILM Level 3 Course in Leadership and Management. The document will be split into two main sections, the first section will focus on how to communicate an organisations vision and strategy to the team as well as provide an analysis on its importance. The second section will look at the role motivation in the development of a team. Section 1: How to communicate an organisations vision and strategy to the team One of the definitions of the word team (in its verb form) is, come together to achieve a common goal (Oxford University Press, 2014). It is this common goal or purpose that turns a group of individuals into a team without a common purpose or goal to strive toward a team cannot function effectively. For example in a football team each player needs to know their place and role in the team, but also the strategy and vision for wider team, is the team an attacking team, a defensive team, do they attack via the wings etc. without knowing the common goal of the team the players will look to their own role and not know how to support the wider team and therefore are less likely to achieve their common goal. The same holds true within an organisation not just at an individual person level but at a departmental level, if teams do not know the wider vision or strategy of the organisation they can become siloed and retreat upon themselves and just focus on delivering the â€Å"day job† rather than support the organisation in a more holistic role. With the above in mind, it’s clear to see that for a team to perform it needs clarity in its purpose, and from a business point of view this should be given by the vision and strategy of the organisation. The vision tells us what the organisation wants to be, it doesn’t focus on the how that is the role of the strategy, the vision is a simple statement of what it wants to achieve. Below is an example vision statement from Amazon. â€Å"Our vision is to be earth’s most customer-centric company where customers can find and discover anything they might want to buy online†¦ at the lowest possible prices.† It’s a fairly short statement but allows staff and managers to know that the focus of Amazon is on three things †¢Being Customer Focused †¢Providing Online Services †¢Cost effectiveness (for Amazon and the customer) With the vision clearly stated it helps teams understand the direction in which the organisation wants to go, the next step is to explain how team fits in this vision and will help deliver it. Once the vision of an organisation is understood, it’s important about going about explaining how it will achieve this and this is referred to as the strategy. The strategy should be a series of plans that detail how elements of the vision will be achieved; for example Amazon’s vision could be split into two strategies; being customer centric and providing online services with cost effectiveness being a theme that runs across both strategies. These plans would then be broken down into more tactical detail such as action plans and SMART objectives to be carried out an operational level. For example a call centre team will have several objectives/KPI such as Calls answered in less than 5 seconds in a given month or First Time Call Resolution 95% (Year to Date), which without much explanation simply look like tools to ensure staff are doing their jobs when in fact they are SMART objectives that relate to the customer focused strategy of Amazon’s vision and how effec tively that strategy is working. It is the performance of these objectives that dictate future strategy, poor performance may result in a change of strategy (i.e. outsourcing) where as good performance could result in the current strategy being maintained or even expanded (i.e. expansion to provide alternative services) and as such it is vital that staff are informed not only of their objectives and targets but how and why they exist, and what their overall effect on the business is. As we can see the role the vision and strategy plays in the performance of a team or individual is huge but it can be a two edged sword if the vision and strategy are either poorly communicated, misunderstood or simply unknown. As such communication is key, to ensure that the common sense and purpose that the vision and strategy provides is embedded and understood. There are many methods of communication available within an organisation in aid of establishing a common purpose, but the first method is that the vision statement should be one that staff and customers can relate too and  understand, if the vision doesn’t make sense the job to communicate it to staff will be twice as hard. A good basis for ensuring good communication is using the seven principles of communication; to ensure the message is clear, concise, concrete, correct, coherent, complete and naturally courteous. Once the message has been developed, it’s a matter of choosing the medium in which it is delivered; there are various methods such as email, telephone, meetings, seminars, presentation, 1-2-1s, newsletters all of which to be effective must be used at the right time and place. As the vision is a supposed to provide a common purpose and understanding of what the company wants to be, it suggests that the best way to communicate this message is via more group/communal methods such as Team meetings, Away days or newsletters where the same message can be relayed to multiple staff at a time and avoids confusion or contamination of the key messages trying to be delivered, that can occur in mores personal communications such as 1-2-1 meetings. For example a team meeting where a contact centre manager for Amazon relays the vision of the company and how the team’s work fits in and helps deliver it to their 10 staff, is likely to be more effective than having 10 1-2-1 sessions in which they deliver they try to deliver the same message which is likely to alter between sessions due to personal relationships coming into play, more two way conversation disrupting the flow of the message, the recipient choosing to understand the message how they see it rather than how it was said and then finally the confusion that can occur when team members compare conversations. This is not to say that group communication is always the best method to use as it does also have its downsides such as; it’s less likely people will ask questions in team/group meetings and could result in misunderstandings/confusion, if the person delivering the message is not clear and does not understand the message being delivered it will have a negative impact on the recipients, they can become side tracked by issues that arise during the meeting and people forget the message being delivered. My own skills actually lend themselves to small groups or 1-2-1 sessions as I struggle to manage wider groups at times, especially when the meeting goes off topic or several conversations start within the meeting. However as I only manage two staff at the moment this hasn’t hampered my ability to communicate a common sense of purpose to my staff as I have my own concepts on what our role is in the  business, however as highlighted in our learner session in July we did struggle as a group to find the group’s vision and strategy, which in itself is a failing in that without knowing the true vision and strategy of the business how can I communicate that to my staff and could potentially be providing them with a purpose that is counter to the organisations own goals. In reflection this had led me to book in some time to read the new business plan, and in readiness I’ve booked a team meeting together with my staff to go over it and highlight were we as a team fit in it. I’ve also took some time recently to review our action plans and KPI’s on Covalent, which is a software we use to link action plans and KPI’s together to strategies to see how our objectiv es are linked to the wider organisation and through that hopefully provide better clarity and coherent information to my staff. Hopefully my management of meetings will improve through this course, as one of the modules in on managing meetings effectively. In conclusion I use to think my communication skills were quite good, however through this exercise I’ve noted that while my method of delivery and communication style may be good it doesn’t mean much if you don’t truly know the message you are trying to convey which until I’m up to speed on the business plan and our place in it I can’t say I know what that message should be without retreating into the â€Å"day job† which as mentioned at the beginning is a symptom of a team who doesn’t know the organisations vision or strategy. Section 2: Know how to motivate and develop the team Section 2.1: Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals. There are multiple models and theories for motivation such as Maslow’s hierarchy of needs, Alderfer’s ERG theory, Acquired Needs Theory by McClellan and Two Factor Theory by Hezberg to name a few and while most can be used to explain motivational factors in a work context some such as Maslow’s and Alderfer’s theory require more adaption or to make it fit as such I’ll be using Hezberg’s Two factor theory to describe the main motivational factors in the work context. According to Herzberg, two kinds of factors affect motivation,  and they do it in different ways: Hygiene factors: These are factors that are taken for granted and can be seen as having no positive satisfaction by themselves, however if they were taken away would cause a dramatic down turn in morale and motivation. An example is a policy of free tea and coffee for staff by itself unlikely to motivate staff but if it was removed would have a negative impact. Motivator factors: These are factors whose presence motivates. Their absence does not cause any particular dissatisfaction, it just fails to motivate. An example would be recognition at work for a job well done, achieving a promotion. Looking at the above it would seem that simply applying the motivator factors would cause an increase in motivation and simply ensuring the hygiene factors stayed in place is the sure fire way to succeed in motivating your staff, however the below example shows how by applying one rule to an individual can affect the team as a whole. Person A is doing a good job and as such you wish to increase motivation by recognising their work, which you do by offering a promotion/raise or bonus, this however can impact on the rest of the team as Pay and Benefits also come under Hygiene factors and as such by rewarding one and not everyone in the team this can cause a demotivation or job dissatisfaction. Section 2.2: Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives. Section 2.3: Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary

European External Action Service Introduction Essay

European External Action Service Introduction Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To strengthen the European Union, make it more efficiency, make its projects more interesting and give it more profile, there was the need for the establishment of External European Action Service (EEAS). According to treaty of Lisbon signed in 2007, the establishment of EEAS was to be carried out by high representative council after consulting European parliament. Following this, on 25th march 2010 high representatives council sent a proposal for the establishment of EEAS to European Parliament. With discussions, negotiations, and consideration of various concerns, EEAS was approved for established by European government on 8 July 2010. Functions of external European action service   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The main aim why the external European action service was made is to enhance European Union global functions. It was created to make broad functions of European Union more Efficient and that is the base which creates the functions of the external European service action. The external European action service performs presidency and diplomatic functions. In the precedential role, the body assists the President of the European Council to carry out his responsibilities on foreign issues. In its diplomatic service, external European action service supports High representative who is also the vice president of the European commission (Eeckhout, 94).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The external European action service is responsible of coordinating the ministries of development and defense. From a development perspective, the external European action service plays a role of shaping strategy and programming development collaboration all over the word. The body combines the technical experts of the European commissions and the council’s political weight in the process of enhancing European Union role all over the world. On the side of defense, the body works under the European Union where they provide military support all over the word in the peace keeping process under the European Union policy of common security and defense (Austermann 70).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   External European action service maintains a good neighborhood relation with other countries. Most of the countries who border the European Union in sides are undergoing a political change. Under the policy of neighborhood, the external European action service work hard to ensure a solid union with those countries in the process of easing political transitions in those countries. Challenges external European action service face   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Integration is the key challenge that the external European action service is facing today. The body was formed recently and is still struggling to integrate bodies of the European Union which they work hand in hand for global role achievement. For example the security and defense body has is decision making council, this council decisions contradicts the decisions of the external European action service and thus they fail to agree on any issue. The efforts of external European Union to integrate this bodies end up fruitless because of lack of teamwork between the organs of the European Union (waele et. al, 251).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The external European action service is facing another main challenge of competition between the institutions. During the formation of external action service, the main bodies that were involved were the council and member state. Their main aim was to make external operations of the European Union effective. Other institutional took it as a plan to bring inter-institution competition. This altitude makes it difficult for the External action to operate because other institution performs their duties with the aim of competition and thus they can not agree with the decisions of the external European action service (Blocksman and Steven 23). Recommendations   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   More has to be done to increase authority and capacity of the external European action service in its operations. One, chairperson of the working groups of the external action should be permanently appointed other than the current system where the chair is rotational. The capacity of external European action service in handling major European Union policies should be increased. The policies that should be considered are; struggle against terrorism, energy security and environment among other policies (Boening et. al, 33).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The policy and planning capability of external European action service should be strengthened. This will enable the body to be more efficient on strategic issues and paper work planning. The external European action service should be provided with the necessary resources for it to function well this should be done after the staffing level review has been done. All this recommendations will ensure that the external European action service is efficient in its work. This will be an advantage to the European Union (Morgera 64). Relation to European Union Countries   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   External European action service ensures that there is strong cooperation between the European Union and European Union members on matters of foreign affairs and policy. This is done through the influence of the civil servants of both the European Union and European countries, where they establish a living link. External European action service has helped European Union to be stable on matters of foreign affairs and thus many countries have aspired to join the European Union. This has made the number of European Union members to rise where currently they are more than 28 (Brierly and Clapham 142). Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In conclusion, we have discussed about the functions, challenges, recommendations and relation of external European action service in this easy and we have seen that this organization is one of the strongholds of the European Union. The global picture of the European Union is reflected by this body and since the formation of the European action service the performance of the European Union has improved. More research on how this organization can be entrusted with more power and ways to solve the institution competition should be done. This will enable it to be more efficient in its operations. References Austermann, Frauke. European Union Delegations in Eu Foreign Policy: A Diplomatic Service of Different Speeds. , 2014. Internet resource. Blockmans, Steven. Fit for Purpose?: The European External Action Service One Year on. Oxford: Oxfam GB, 2012. Print. Boening, Astrid, Jan-Frederik Kremer, and Aukje . Loon. Global Power Europe: Volume 1. Berlin: Springer, 2013. Internet resource. Brierly, J L, and Andrew Clapham. Brierly’s Law of Nations: An Introduction to the Role of International Law in International Relations. , 2012. Print. Eeckhout, Piet. Eu External Relations Law. Oxford: Oxford University Press, 2011. Print. Morgera, Elisa. The External Environmental Policy of the European Union: Eu and International Law Perspectives. , 2012. Print. Waele, Henri C. F. J. A, and Jan-Jaap Kuipers. The European Union’s Emerging International Identity: Views from the Global Arena. , 2013. Print. Source document