Battle of Friedland in the Napoleonic Wars

The Battle of Friedland was fought on June 14, 1807, during the War of the Fourth Coalition (1806-1807). Conflict Leading up to the Battle of Friedland With the beginning of the War of the Fourth Coalition in 1806, Napoleon advanced against Prussia and won stunning victories at Jena and Auerstadt. Having brought Prussia to heel, the French pushed into Poland with the goal of inflicting a similar defeat on the Russians. Following a series of minor actions, Napoleon elected to enter winter quarters to give his men a chance to recover from the campaigning season. Opposing the French were Russian forces led by General Count von Bennigsen. Seeing an opportunity to strike at the French, he began moving against the isolated corps of Marshal Jean-Baptiste Bernadotte. Sensing a chance to cripple the Russians, Napoleon ordered Bernadotte to fall back while he moved with the main army to cut off the Russians. Slowly drawing Bennigsen into his trap, Napoleon was foiled when a copy of his plan was captured by the Russians. Pursuing Bennigsen, the French army became spread over the countryside. On February 7, the Russians turned to make a stand near Eylau. In the resulting Battle of Eylau, the French were checked by Bennigsen on February 7-8, 1807. Departing the field, the Russians retreated north and both sides moved into winter quarters. Armies Commanders French Napoleon Bonaparte71,000 men Russians General Levin August, Count von Bennigsen76,000 men Moving to Friedland Renewing the campaign that spring, Napoleon moved against the Russian position at Heilsberg. Having taken a strong defensive stance, Bennigsen repelled several French assaults on June 10, inflicting over 10,000 casualties. Though his lines had held, Bennigsen elected to fall back again, this time towards Friedland. On June 13, Russian cavalry, under General Dmitry Golitsyn, cleared the area around Friedland of French outposts. This done, Bennigsen crossed the Alle River and occupied the town. Situated on the west bank of the Alle, Friedland occupied a finger of land between the river and a mill stream. The Battle of Friedland Begins Pursuing the Russians, Napoleons army advanced over several routes in multiple columns. The first to arrive in the vicinity of Friedland was that Marshal Jean Lannes. Encountering Russian troops west of Friedland a few hours after midnight on June 14, the French deployed and fighting began in the Sortlack Wood and in front of the village of Posthenen. As the engagement grew in scope, both sides began racing to extend their lines north to Heinrichsdorf. This contest was won by the French when cavalry led by the Marquis de Grouchy occupied the village. Pushing men over the river, Bennigsens forces had swollen to around 50,000 by 6:00 AM. While his troops were exerting pressure on Lannes, he deployed his men from the Heinrichsdorf-Friedland Road south to the upper bends of the Alle. Additional troops pushed north as far as Schwonau, while reserve cavalry moved into position to support the growing battle in the Sortlack Wood. As the morning progressed, Lannes struggled to hold his position. He was soon aided by the arrival of Marshal Edouard Mortiers VIII Corps which approached Heinrichsdorf and swept the Russians out of Schwonau (See a map). By midday, Napoleon had arrived on the field with reinforcements. Ordering Marshal Michel Neys VI Corps to assume a position south of Lannes, these troops formed between Posthenen and Sortlack Wood. While Mortier and Grouchy formed the French left, Marshal Claude Victor-Perrins I Corps and the Imperial Guard moved into a reserve position west of Posthenen. Covering his movements with artillery, Napoleon finished forming his troops around 5:00 PM. Assessing the confined terrain around Friedland due to the river and Posthenen mill stream, he decided to strike at the Russian left. The Main Attack Moving behind a massive artillery barrage, Neys men advanced on the Sortlack Wood. Quickly overcoming the Russian opposition, they forced the enemy back. On the far left, General Jean Gabriel Marchand succeeded in driving the Russians into the Alle near Sortlack. In an attempt to retrieve the situation, the Russian cavalry mounted a determined attack on Marchands left. Surging forward, the Marquis de Latour-Maubourgs dragoon division met and repulsed this attack. Pushing forward, Neys men succeeded in penning the Russians into the bends of the Alle before being halted. Though the sun was setting, Napoleon sought to achieve a decisive victory and was unwilling to let the Russians escape. Ordering forward General Pierre Duponts division from the reserve, he sent it against the mass of Russian troops. It was aided by the French cavalry which pushed back its Russian counterparts. As the battle re-ignited, General Alexandre-Antoine de Sà ©narmont deployed his artillery at close range and delivered a stunning barrage of case-shot. Tearing through the Russian lines, fire from Sà ©narmonts guns shattered the enemy position causing them to fall back and flee through the streets of Friedland. With Neys men in pursuit, the fighting at the southern end of the field became a rout. As the assault against the Russian left had moved forward, Lannes and Mortier had endeavored to pin the Russian center and right in place. Spotting smoke rising from a burning Friedland, they both advanced against the enemy. As this attack moved forward, Dupont shifted his attack north, forded the mill stream, and assaulted the flank of the Russian center. Though the Russians offered fierce resistance, they were ultimately compelled to retreat. While the Russian right was able to escape via the Allenburg Road, the remainder struggled back across the Alle with many drowning in the river. Aftermath of Friedland In the fighting at Friedland, the Russians suffered around 30,000 casualties while the French incurred around 10,000. With his primary army in shambles, Tsar Alexander I began suing for peace less than a week after the battle. This effectively ended the War of the Fourth Coalition as Alexander and Napoleon concluded the Treaty of Tilsit on July 7. This agreement ended hostilities and began an alliance between France and Russia. While France agreed to aid Russia against the Ottoman Empire, the latter joined the Continental System against Great Britain. A second Treaty of Tilsit was signed on July 9 between France and Prussia. Eager to weaken and humiliate the Prussians, Napoleon stripped them of half their territory. Sources and Further Reading French Order of Battle for Friedland: 14 June 1807.Napoleon Guide: Battle of Friedland.Harvey, Robert.  The War of Wars: The Epic Struggle Between Britain and France, 1789-1815. 2007.

The Importance Of A Social Work Field - 1594 Words

The social work field is solely dedicated to the giving back of others. A person in the career must be willing to spend hours working to make differences in clients’ lives. Children and family social work can be a very rewarding profession but yet challenging at times. Employees help others in need, advocate for important causes, and all around make positive impacts in the world. Many people interested in social work have personal motivations from their own lives steering them towards the profession of giving back (Unwinn and Hogg). People who are wanting to make positive changes in the lives of others are attracted to this career (Vu). To be successful, one must have a strong passion for helping others (Campus Explorer). Specific skills required are active listening, speaking, reading comprehension, social perceptiveness, critical thinking, monitoring, and service orientation (Career Info). Workers must know how to handle personal services in order to build and strengthen rel ationships with clients (Career Info). Knowledge in sociology and anthropology is beneficial to every child and family social worker (Career Info). All social workers in general must have a good understanding of psychology, human behavior, and differences in individuals (Career Info). Therapy and counseling are two major factors that play into this field (Career Info). Workers must know correct procedures and guidance steps (Career Info). Children and family social workers must have the appropriateShow MoreRelatedThe Importance Of A Social Work Field1064 Words   |  5 PagesBeing in the Social Work field has its risks as well as its benefits. As social workers, you are assisting people that are in need of help in certain areas of their lives. 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Knowledge Management System in TPG Telecom-Samples for Students

Question: Discuss about the Implementation Process of a new Knowledge management system in a company named TPG Telecom Limited. Answer: Introduction Knowledge management system is very effective e to enhance the performance of a business process in the competitive business environment. The current report focuses on the implementation of knowledge management system in TPG Telecom Limited. Knowledge management is the most important corporate asset for any business as knowledge possessed by the employees is helpful in gaining competitive advantage. So, employees within the company must have clear communication regarding the process of knowledge management (Dalkir Liebowitz, 2011). Once employees would be capable to identify with the significance of knowledge management process then it would not be complicated for the company in the implementation of the knowledge management system in the business. Previously, it was analyzed that company has to face some major challenges while capturing organizational knowledge. This report focuses on some recommendations to implement knowledge management model in the company which was previously p rovided. Report also provides the implementation roadmap of knowledge management system. Proposed knowledge management strategy Knowledge management system is an integral part of the process of KM. Knowledge management system can be defined as any IT system used by the business organization in order to gain knowledge, improvements of collaboration and to locate the source of knowledge. In case of TPG Telecom, company is using Data Mining and Data Warehousing as the knowledge management systems. But there are some issues and challenges faced by the company related to KM process. Company has to face challenges in terms of providing proper security to the important information. Thus, there is the need of a new knowledge management strategy in order to minimize the challenges faced by the company (Hislop, 2013). Previously, a new knowledge management strategy i.e. KM model of Gamble and Blackwell is recommended. Figure 1: KM Model (Source: Gamble and Blackwell, 2001) Gamble and Blackwell (2001) identified social capital as the characteristics of communities of practices that impact on the creation and sharing of knowledge within an organization. They basically defined inter-related dimensions of social capital. In the figure, the model includes four key stages. In the first stage, the role of the organization is to provide various resources of knowledge among the employees. Developing knowledge sources is a significant factor of this model (Argote, 2012). Further, in the second stage, the accountability of the supervision of organization is to acquire the knowledge to analyze the strength and weakness of the organization. So, second step is organizing the information. Third stage is socializing that is helpful for the management of the company to use various techniques and methods to share the knowledge within the organization. Fourth and last stage is internationalization by which management can internationalize the knowledge. This model is help ful in implementing effective knowledge management. So, it is advised to TPG Telecom to implement KM Model of Gamble and Blackwell. Research literature Knowledge management is the set of procedures that is helpful in eliminating the business problems within the organization. Additional issues in the business are resolved by the knowledge management system. Knowledge management is highly interdisciplinary filed that attracts various authors and scholars from various fields (Barnes, 2002). Various scholars have stated that knowledge management gets the correct information in front of correct people at the accurate time. There are some crucial aspects that important to implement knowledge management in the organizations and those factors are competitive differentiation, globalization effects, organizational survival and aging workforce. This is the fact that every organization competes based on their knowledge as products and services are becoming very complex (Solano, 2010). There is the requirement of life-long learning because the rate of innovation is rising. That is the reason that knowledge management is important. Along with thi s, knowledge management system is important as increasing mobility of workforce and early retirements lead to the loss of knowledge in some specific areas. Managing knowledge provides primary opportunity to the companies to achieve the considerable savings important developments in the performance of the employees and competitive advantage (Holsapple, 2013). It is important to align the knowledge management strategy with the organizational strategy. According to Plessis (2007), the knowledge management strategy is helpful in developing a considerate of the knowledge management resources of the organization for the long term benefits. Various models, strategies, tools and techniques are introduced by various researchers for knowledge management. Ali and Fehmida (2004) have designed a mapping model that described about explicit and tacit knowledge. Along with this, Naveed and Kathwala (2004) have developed knowledge city model based on futuristic technologies. This model is useful for enhancing education, business, socio-cultural, and business. Another researcher Saba (2012) designed a conceptual model in order to share the knowledge based on qualitative research on existing tools and models. For the Company TPG Telecom Limited, knowledge management model of Gamble and Blackwell is recommended. Knowledge management model of Gamble and Blackwell depicts the process of implementing the strategy for management in order to divest, build, and improve the knowledge assets. This is the model that focuses on when and why aspects. This model basically puts the knowledge management actions into context. This KM model provides general hypothetical structure and detailed procedures for the execution (Cham, Lim Cheng and Lee, 2016). Strategy implementation In TPG Telecom, there are two knowledge management process used by the company i.e. Data mining and Data warehousing. Along with this, the company is using centralized system in order to store the organizational data. Now, there is the need of new knowledge management system in order to fill the gap of knowledge. After identifying the new knowledge management strategy for TPG Telecom, it is important to develop an effective process to implement the KM strategy. There are various steps i.e. strategy, planning and requirement gatherings that would be included in the implementation process of new strategy (Alavi Leidne, 2001). The decision to apply new knowledge management process can be a critical task for the company TPG Telecom. So, it is necessary to have a strong management support for KM to be successful. First, it is important to understand that KM is the organized procedure in order to create, maintain and look after the company in order to make best use of knowledge so that su stainable competitive advantage or high performance can be achieved (Rao, 2012). The implementation process for new KM strategy in TPG Telecom is described below: Identifying knowledge management program objectives- Before implementing new strategy, defining the process and developing workflows, TPG Telecom needs to identify the key objectives for knowledge management. In order to establish suitable program objective, it is important to identify the business problems. In case of TPG, there are various challenges like cultural changes and conflicts in the leadership. It is observed that company is facing challenges in terms of motivating the employees to overcome the cultural changes. Along with this, keeping the information relevant is another challenge for TPG Telecom. There are some security issues also in the company as it is important to provide security to the relevant information. So, there is the need to implement new KM strategy in order to deal with all these challenges (Abbasi Farashahian, 2011). Preparing for change- Knowledge management is more than just a function of expertise. It basically involves cultural changes among the employees. In case of TPG Telecom, company needs to create a collaborative culture which is required to redesign the organizational values and implementing incentives to meet the organizational goals. For the company, time and support are two important success factors to knowledge management and employees with the time for knowledge management also require coaching and help. Company will provide required training and coaching with the technical tools. Successful implementation of new knowledge management program needs changes in the shared values and norms of the company and employees might resist in the company. In order to minimize the negative impact of the changes, company will establish the approach for managing cultural changes (AlRowaily AlRowaily, 2012). Performing knowledge audit- TPG Telecom will perform a knowledge audit in order to solve the business problems. The knowledge audit will identify the sources of knowledge which are required in the company to solve business challenges. In the knowledge audit process, management of the company will work with the employees to locate the knowledge which they need to solve the business related problems. The audit will start by breaking the information into two catagories i.e. what knowledge is currently used by the company and what knowledge is required. In case of TPG Telecom, there are some factors i.e. leadership, culture, knowledge processes organizational structure and technology infrastructure that impact on the knowledge management system (Albers, 2009). Figure 2: Factors affecting KM strategy (Source: Albers, 2009) In the company TPG Telecom, the knowledge audit will identify what, where, and how exiting knowledge resources are used. In the audit process, there will be cycle processes i.e. acquisition, formation, codification, sharing, access, function and recycle. In the company, management will focus on the business needs, gaps and issues and knowledge required to fill the gaps. Performing IT assessment- In the company, management will focus on information technology assessment including diagnostic areas i.e. IT assets, IT management process, and IT investment performance. Based on the objectives, management will identify the knowledge management technology needs. TPG Telecom needs to provide security to the relevant and important information so; management of the company will identify the right applications and functionality in order to support the business process (Borghoff Pareschi, 2013). The management of the company will examine the IT project management skills i.e. strategic and technical direction setting, and execution and review of the projects. TPG Telecom needs to redesign its IT infrastructure in order to implement new knowledge management system effectively (Martin, 2015). Building blocks for knowledge management- For applying the knowledge management system, there is the requirement of a phased approach. In case of TPG Telecom, management will use technological building blocks and will take a phased approach that will balance the need of knowledge in order to achieve long-term goal. Every block will contribute to the ultimate knowledge management system. Blocks will provide beneficial outcomes to the entire company and each phase in the process will provide the foundation for the implementation. Implementation roadmap Figure 3: Implementation Roadmap The above given figure describes the roadmap of implementing knowledge management system in TPG Telecom. The process of implementation is as follows: Strategic assessment- This is the first step of developing KM initiatives. The overall strategy of the company is to provide high-quality services with the focus on development, productivity and consumer faithfulness. So, the management of the company will perform back-office functions in order to analyze the required business functions in the effective and efficient manner (Albers Whitmore, 2006). Knowledge audit- This will be the second stage while implementing the knowledge management system. Knowledge audit will be done in order to identify the gaps between what is known and what must be known. TPG Telecom is currently lacking with the cohesive knowledge management program. The company is not focused on developing dedicated platforms for sharing the knowledge. This is a basic strategy to focus on the own business objectives (Kebede, 2010). Aligning knowledge strategy with business strategy- After identifying the gaps, it is important to develop appropriate knowledge relationships in the company. Aligning knowledge strategy with business strategy will be helpful in maintaining the efficient process to record the accurate and desired results. This process will be accurate easily understood and readily available. For this manner, communication is the best element that can be used by the management of the company. So, management of the company will connect the identified knowledge strategy with the business strategy (Rollett, 2012). Knowledge management team- After completing the strategic reviews, management will focus on identifying the resources and knowledge management initiatives with the dedicated employees. New initiatives will be sponsored as they will present high probability of success and benefits to the company. Knowledge management team will be prepared that will identify the opportunity cost for implementing new KM system. The KM program will be successful by establishing benefits, determining value and associating benefits with the costs. In the KM team, there will be senior manager, knowledge manager, and knowledge committee including cross-functional team members (Omotayo, 2015). IT assessment and change management strategies- The KM framework will focus on the IT resources i.e. how those resources can be used for the knowledge management. The company relies on providing effective communication services to many customers. IT department operates in the production environment so; management would request to update other production platforms. This competitive industry needs the continuous changes in the services and new offerings so, more business analysts will be assigned to gather the functional requirements. It is observed that there is the lack of exchange and capture of the information. So, there would be organizational learning facilities in order to implement the change and make the employees ready to adapt the changes (Kuo Lee, 2011). Organizational change management strategies- The value and objectives of new knowledge management system is clearly defined. The principles of management provide an environment to the employees to operate efficiently. The culture of TPG Telecom needs to become more collaborative. For this manner, team-building events will be conducted by the management of the company. The employees need to rely on each other for solving the problems in order to reduce the time wasted. The reward system i.e. rewards and recognition, gifts and certificates will also be redesigned. In order to achieve benefits from the KM system, the leadership team in the company will develop an approval for knowledge management and hold the official execution of KM process. Deployment of KM system- KM system and initiatives will be most successful when it will be implemented in phases over a period of time. In case of TPG Telecom, company is using Data Mining and Data Warehousing as the knowledge management systems. But, after identifying the issues in current knowledge management system, KM model of Gamble and Blackwell will be implanted. In order to implement successfully, there would be some efforts i.e. make knowledge associable, conducting employees training, enhancing the flow of information, reducing the work cost and productivity losses. Management of TPG Telecom will deploy number of KM initiatives during the short term (Groff Jones, 2012). Measurement system- Management of the company will measure the effectiveness of knowledge management program. For this manner, various feedbacks will be taken from the employees who are using new knowledge management process. The manager will be accountable to take feedback from this team. Other measures will also be helpful in determining the effectiveness of knowledge management. Employee satisfaction survey will provide the indicator of employee perception and morale. Conclusion Based on the above discussion, it is analyzed that there is the need of new knowledge management system in TPG Telecom as the current knowledge management system is not so much effective to deal with various challenges. There are two knowledge management process used by the company i.e. Data mining and Data warehousing. But, it is recommended that company should use Knowledge management model of Gamble and Blackwell in order to provide the effective and appropriate knowledge to the employees. The roadmap of the system implementation is provided in the report that would be helpful for the company for the effective implementation of new KM system. References Abbasi, A. Farashahian, Y., (2011). Design the Implementation of Knowledge Management System. Retrieved on 11th February 2018 from https://www.community-of-knowledge.de/beitrag/design-the-implementation-of-knowledge-management-system/ Alavi, M. Leidne, D. E. (2001). Review: knowledge management and knowledge management systems: conceptual foundations and research issues: MIS Quarterly. 25 (1). pp. 107-136 Albers, J. A., Whitmore, B., (2006). Knowledge Management In An Accounting Organization: Journal of Knowledge Management Practice. 7(4). Albers, J. A., (2009). A Practical Approach To Implementing Knowledge Management: Journal of Knowledge Management Practice. 10(1). AlRowaily, K AlRowaily, A. O. (2012). Integration of Knowledge Management system in Telecommunication: A case Study of Saudi Telecom: IJCSNS International Journal of Computer Science and Network Security. 12 (11). Argote, L., (2012). Organizational learning: Creating, retaining and transferring knowledge. Springer Science Business Media. Barnes, S. (2002). Knowledge management systems. Austalia: Thomson Learning. Borghoff, U.M. and Pareschi, R. (2013). Information technology for knowledge management. Springer Science Business Media. Cham, T.H., Lim, Y.M., Cheng, B.L. and Lee, T.H., (2016). Determinants of knowledge management systems success in the banking industry: VINE Journal of Information and Knowledge Management Systems. 46(1). pp.2-20. Dalkir, K. and Liebowitz, J., (2011). Knowledge management in theory and practice. MIT press Groff, T. and Jones, T., (2012). Introduction to knowledge management. UK: Routledge. Hislop, D., (2013). Knowledge management in organizations: A critical introduction. Oxford University Press. Holsapple, C. (2013). Handbook on knowledge management: Knowledge matters. Springer Science Business Media. Kebede, G., (2010). Knowledge management: An information science perspective. International Journal of Information Management. 30(5). pp.416-424. Kuo, R.Z. and Lee, G.G., (2011). Knowledge management system adoption: exploring the effects of empowering leadership, task-technology fit and compatibility: Behaviour Information Technology. 30(1). pp.113-129. Martin, (2015). How to Implement Company-Wide Knowledge Management System. Retrieved on 11th February 2018 from https://www.cleverism.com/how-to-implement-knowledge-management-system/ Omotayo, F. O. (2015). Knowledge Management as an important tool in Organisational Management: A Review of Literature. Retrieved on 11th February 2018 from https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=3330context=libphilprac Rao, M., (2012). Knowledge management tools and techniques. UK: Routledge. Rollett, H., (2012). Knowledge management: Processes and technologies. Springer Science Business Media. Solano, B. R. (2010). Organizational politics, personality and willingness to share knowledge: The meditational role of employee engagement. ProQuest Dissertations Theses

I. Introduction Information technology in SJU Essay Example For Students

I. Introduction Information technology in SJU Essay KM Founded in 1870 by the Vincentian Community, St. Johns is one of Americas leading Catholic universities. At St. Johns, you will find world-class programs, a vibrant campus, and access to the superb resources of New York City. St. Johns offers the technology and resources you expect from a great university. The university meet 21st-century demands by giving students access to a wide variety of academic facilities, including: More than 100 high-tech classrooms; St. Johns University is committed to preparing its students with the technological skills necessary to meet the challenges of the twenty-first century marketplace. Students have access to four newly upgraded microcomputer laboratories, more than 100 multimedia classrooms, microcomputer classrooms, library patron computers, and a newly added cyber lounge for resident students. Deployment of desktop computers to these facilities now total more that 825 Intel Pentium III based workstations and more than 125 high-end Macintosh computers. The Universitys state-of-the-art network enables each microcomputer to access a wide range of software, electronic mail, and the Internet through World Wide Web. A variety of educational, business, statistical and other electronic information resources are accessible through the Universitys high speed 310 Mbps ATM backbone, with 100 Mbps switched Ethernet to each desktop computer. Internet connectivity is provided through a fractional T3 3 MB link to NYSERNET. Remote 56.K dial-in access for Internet connectivity is available as well. In addition, Distance Learning, using interactive video conferencing technology as well as Web based course support tools (e.g. Web CT and Virtual University), is available for use at all three campuses. Two of the Microcomputer laboratories are newly upgraded and located at the Queens campus, one in Staten Island, and the fourth in Rome, Italy. All three campuses are linked via high-speed communications lines. Most classrooms include computer and projection equipment to enhance the teaching/learning process. Whenever space and budget permit, the University will continue to expand facilities in areas to meet the growing demand for computing resources. For every piece of equipment added, two new users are created. Information Technology is a key member of the campus community charged with creating a productive environment for use of electronic communications and technologies in teaching and learning. IT is expected to establish an organizational climate and a working environment within the University that encourages creativity, adaptability and cost effectiveness in meeting St. Johns Universitys manifold needs in the areas of telecommunications and technology. Development and operation of the University telecommunications infrastructure is a major component of these services. During the KM research, the following important facts were found: The Universitys micro-labs served over 6,500 students in 61,000 sessions during Spring 1995. Comparatively, the labs served over 10,500 students in over 95,000 sessions during Spring 2000 semester. During the semester, the labs operate from 7 AM through 11 PM Monday through Thursday and 7 AM through 6 PM on Friday. One cyber lounge is open 24 hours everyday of the year. As a result of major hardware/software upgrades completed recently, we now have many Pentium III 1 GHz platforms with 128 megabytes of RAM matched by multimedia monitors, Windows 2000 operating system (OS) (the most powerful MS Windows based OS), the MS Office 2000 Premium suite as well as over 100 other Windows 95/NT based applications. All the computers are connected to the campus network, UNIX servers, and Windows NT file servers. Macintosh computing resources consist of primarily Power G4 series PowerPCs, with internal zip drives, 128 Megabytes of RAM, and running MAC X OS. Printing facilities consist of shared high-speed B and color laser printers. Although back in 1995, there were no desktop computers deployed to faculty, presently 784 faculty members have networked office desktop computers at the Queens and Staten Island campuses. An additional 500 computers are available to personnel in faculty support roles. Computers deployed since 1995 are primarily Pentium II class computers. They are presently scheduled to be replaced on a three-year cycle. Based on the types of calls the Desktop Services Unit receives from faculty and faculty survey results, they are using their computers in the following ways: 97% of faculty wrote letters and memos Course work (syllabi, course descriptions, course handouts, inboxes and outboxes for students to submit .