Advantage And Disadvantages Of Fixed Wing Versus Rotor Wing Engineering Essay

Advantage And Disadvantages Of Fixed Wing Versus Rotor Wing Engineering Essay Since 1919, law enforcement agencies have used fixed wing and rotor wing aircrafts to assist in enforcing the law. In 2007, data from the Bureau of Justice Statistics showed that large law enforcement departments provided aerial enforcement in the District of Columbia and 46 states. There were 295 airplanes and 604 helicopters being operated, which flew more than 330,000 missions. http://bjs.ojp.usdoj.gov/content/pub/pdf/aullea07.pdf The types of airplane that are used by law enforcement are Cessna 182, Cessna 206, Pilatus PC-12 Spectres, P-3 Orions, Citations, Learjets, Gulfstream jets, King Air 350s and 200s and some larger airliner-type aircraft. Some of the helicopters used are the American Euro-copter EC120/130/145, AStar AS350/355N/350 B2, Dolphin HH-65C, Blackhawk UH-60, Maverick, Raven II R44, Cayuse OH-6 and McDonnell Douglas MD 600. The types of missions these aircrafts conduct are surveillance, drug interdiction, fugitive searches, routine patrol or support, search and res cue, personnel transport, prisoner transport, SWAT operation, traffic enforcement, speed enforcement, homeland security, photographic, medical support and evacuation. Both types of aircrafts have their advantages and disadvantages in airborne law enforcement. http://www.kansas.com/2010/08/01/1427779/aviation-sees-growth-in-law-enforcement.html. The advantages that a helicopter has over an airplane are that they can land and take off without the need for run ways. Their airfoil shape rotors are like the wings of an airplane, as the rotor spins, air flow faster over the tops of the blades than it does under, thus creating lift for flight. Their unique rotor design allows for them to takeoff vertically, fly in any direction including sideways, backwards and hover over an area. Their ability to hover provides coverage for the ground units on the street and if needed land to assist in foot pursuits. They can be equipped with a winch for the purpose of lowering or picking up personnel or equipments on the ground, at sea or on mountains during a search and rescue mission, where there is no place to land . They are better able to maneuver around tall structures at lower altitudes. manhttp://library.thinkquest.org/J0112389/helicopters.htm. On 14 November 2008, San Diego Police Department ABLE helicopter used the FLIR camera to catch a man facing murder charges for beating another with a crutch in the middle of the street. http://www.policeone.com/police-products/tactical/night-vision/videos/5954944-police-helicopter-catches-bizarre-street-fight-on-flir-camera On 30, January 3013 the NYPD police helicopter rescues a shipà ¢Ã¢â€š ¬Ã¢â€ž ¢s captain who was having a heart attack. A dramatic nighttime helicopter rescue in New Yeark Harbor may have saved the life of a shipà ¢Ã¢â€š ¬Ã¢â€ž ¢s captain. Police say they received a call Tuesday night that the captain of the Panamanian cargo ship Grey Shark was having a heart attack. The NYPD harbor medical team stabilized the 60 year old captain before calling the help of a police helicopter. A basket was lowered to hoist him up into the chopper, which then flew him to Staten Island University Hospital North. He was listed in stable condition. http://www.ny1.com/content/top_stories/176246/police-helicopter-rescues-ship-captain-who-was-having-a-heart-attack The helicopters are force multipliers for ground units, because they can monitor the tactical environment, give alerts or observe things which the ground units are unable to detect. Additionally, they can respond and cover ground more quickly than ground units. The flight deck of a helicopter can be equipped with multiple electronic equipments. Electronic Flight Instrument System (EFIS) also know as glass cockpit that provides flight and system information to the crew, Forward Looking Infrared (FLIR) camera allows the crew to see images created from infrared energy, moving map system show their location, satellite phones provide direct communication, dig ital video downlink gives real time images, night vision goggles can be used in low light situation if needed, loudspeakers for communication or message deliver to the ground, tear gas dispensers, police and aviation radios . Disadvantages helicopters are that they cost more to operate and maintain. A fully equipped helicopter can cost from $500,000 to $3 million and the flying costs ranges from $200 to $400 per hour. http://usatoday30.usatoday.com/news/nation/2007-09-30-cophelicopters_N.htm Maintenance, fuel, leasing and financing cost are three times then the cost to operate and maintain airplanes. Due to its abilities to fly lower and hover over areas it creates lots of noise and is easily detectable. The capacities of passengers that a helicopter can carry are limited. The Robinson RA-44 can carry 2 to 4 personnel and others like the Blackhawk UH-60 can carry 11 personnel or the Bell UH-1 that can be configured to carry 15 personnel. The general commercial helicopters used by t he law enforcement agencies have a flight time of two to four hours, with top speed from 50 to 200 knots and an average range of about 200 miles. The operations of fixed wing aircraft have some advantages over rotor wing aircrafts in law enforcement. They can perform a wide range of missions which requires them to stay airborne longer then a rotor wing aircraft is able to. Fix wing aircraft can carry more payloads and engine performances are great then those of rotor wing aircrafts. Aero surveillance, homeland security, speed enforcement and transport of people or gear are mostly the missions performed. http://www.lawofficer.com/article/patrol/fixed-wing-aircraft-law-enforc They are equipped with a variety of high tech equipments just as their rotor wing counterparts. The cabins are pressurized and allow for higher altitude flights. They can perform surveillance 5,000 ft to 6,000 ft and not be undetected. The average costs to maintain and operate a fixed wing aircraft per flight is about $54 for maintenance and $45 for fuel compared to a rotor wing aircraft. http://bjs.ojp.usdoj.gov/content/pub/pdf/aullea07.pdf The Custom Border Patrolà ¢Ã¢â€š ¬Ã¢â€ž ¢s P-3 AEW Orion airplane has a large fuel capacity of 60,000 lbs; flight time up to 10 to 13 hours, maximum range at low altitude is 2,500 NM and at high altitude 3,800 NM. Average cruising speed is 300 to 330 knots. It can carry a crew of 12 to 21 personnel. Normal crew consists of four systems operators, three pilots, two flight engineers and three maintenance crew members. This aircraft is integration with the E-2 Hawkeye aircraft radar system, which allows for it to see 200 NM in all directions. They coordinate and direct Navy and Coast Guard ship and aircrafts to the location of drug smuggling boats or planes. Primary mission are interdiction, over water operations, surveillance and homeland security. The use of this aircraft between the Jacksonville, Florida and the Texas office have contributed to the cap ture and seizure of 50 metric tons of drugs worth a roughly about 2 Billion dollars. http://www.youtube.com/watch?v=vqCtrB_FZvE Fixed wing light sport aircraft generally cost between $60,000 and $130,000 to purchase and $50 per hour to fuel and maintain. They can fly at wide range of speeds of 35 to 125 knots making them an excellent platform for performing a broad range of law enforcement missions. It can carry up to 500 lbs and travel twice as far as a helicopter could. http://nij.gov/nij/topics/law-enforcement/operations/aviation/types-of-aircraft.htm The disadvantages of fix winged aircrafts are they require a runway to take off and land, assembling of the flight crew, delay on taking off due to congestion at airport, unable to see the other side of the aircraft. They cannot monitor the tactical environment very well and or unable to alerts or observe things which the ground units are unable to detect. Unable to land and assist with foot pursuits, canà ¢Ã¢â€š ¬Ã¢â€ž ¢t hover, t he aircraft is not equipped with rescue winch. http://www.usafp.org/op_med/fldmedopns/airevac.htm http://www.jrsa.org/events/conference/presentations-09/Lynn_Langton.pdf http://bjs.ojp.usdoj.gov/content/pub/pdf/aullea07.pdf http://www.kansas.com/2010/08/01/1427779/aviation-sees-growth-in-law-enforcement.html

Buchi Emechetas Ona :: essays papers

Buchi Emechetas Ona "Ona" is as Much a Love Story as it is a Tale of Ritualized Beliefs and Cultural Behavior Patterns often stories in a particular culture take into account, and capitalize on symbols of that particular culture for thematic effectiveness. Many indigenous stories thus contain generalized patterns of beliefs that serve as the backdrop which enables readers to relate to the stories and the content thereof. Buchi Emecheta's "Ona" is a powerful love story that centers around ritualized beliefs and cultural behavior patterns of one African tribe. The story is legendary in nature, alluding to its cultural import. It is about Abagdi, a very wealthy local chief, who is love with Ona, one of his mistresses. Agbadi is head over heals for Ona despite the fact that he has many wives. Agbadi is particularly crazy about Ona because, unlike the other women, she is not submissive as she was the daughter chief Obi Umunna. The cultural theme in the story is that man enjoys hunting, taming and conque ring even in matters of love; Agbadi finds a special thrill in trying to win the unconquerable love of Ona. Ona is a woman ahead of her time, unwilling to be controlled, even by the strong and powerful Agbadi, not only because of her individual desires, but because of her respect for the cultural norms of her society. From the onset of the story we learn that Agbadi proposes marriage to Ona. Since Ona's father, Chief Obi Umunna, had no sons, he raised Ona to be very assertive and assume what is considered boylike traits. Thus, like a man, her father raised her never "to stoop to any man". Does this mean that women and men are not considered equals in this society? Evidently, it seems the only reason Ona was thought not to stoop to any man was because she was raised essentially to behave like a man. Men and women are therefore not considered as equals in this culture. Nevertheless, Chief Umunna maintains that Ona "was free to have men, however, and if she bore a son, he would take her father's name thereby rectifying the omission that nature had made". Two important deductions can be made here: first that men are free to be promiscuous (she is free to have men) and that having a boy child asserts a man's manhood.

Mintzbergs Model on Organisational Structures

Mintzbergs Model on Organisational Structures The Five Parts This note summarises the key features of Henri Mintzbergs theory on the structuring of organisations, which he presented in his book The Structuring of Organisations and Structure in 5's: Designing Effective Organizations in the early 1980s. According to Mintzberg organisations are formed of five main parts: Operating core Those who perform the basic work related directly to the production of products and services Strategic apexCharged with ensuring that the organisation serve its mission in an effective way, and also that it serve the needs of those people who control or otherwise have power over the organisation Middle-line managers Form a chain joining the strategic apex to the operating core by the use of delegated formal authority Technostructure The analysts who serve the organisation by affecting the work of others. They may design it, plan it, change it, or train the people who do it, but they do not do it themselve s Support staffComposed of specialised units that exist to provide support to the organisation outside the operating work flow Pressures Each of these five parts has a tendency to pull the organisation in a particular direction favourable to them * Strategic Apexes – centralisation * Support Staff – collaboration * Technostructures – standardisation * Operating Core – professionalisation * Middle Line – balkanisation Five Generic Structures There are five generic organisation structures which can be described in terms of the five-part theory: * Simple structure, Machine bureaucracy, * Professional bureaucracy, * Divisionalised form, * Adhocracy. Simple Structure The simple structure, typically, has * little or no technostructure, few support staffers, * a loose division of labour, minimal differentiation among its units, and a small managerial hierarchy. * The behaviour of simple structure is not formalised and planning, training, and liaison devic es are minimally used in such structures. Coordination in the simple structure is controlled largely by direct supervision.Especially, power over all important decisions tends to be centralized in the hands of the chief executive officer. Thus, the strategic apex emerges as the key part of the structure. Indeed, the structure often consists of little more than a one-person strategic apex and an organic operating core Most organizations pass through the simple structure in their formative years. The environments of the simple structures are usually simple and dynamic.A simple environment can be comprehended by a single individual, and so enables decision making to be controlled by that individual. A dynamic environment means organic structure: Because its future state cannot be predicted, the organization cannot effect coordination by standardization Machine Bureaucracy The design of a machine bureaucracy tends to be as follows: * highly specialised, routine operating tasks; * very f ormalised procedures in the operating core; a proliferation of rules, regulations, ; formalised communication; * large-sized units at the operating level; * reliance on the functional basis for grouping tasks; * relatively centralised power for decision making; * an elaborate administrative structure with sharp distinctions between line and staff. Because the machine bureaucracy depends primarily on the standardization of its operating work processes for coordination, the technostructure emerges as the key part of the structure Machine bureaucratic work is found, in environments that are simple and stable.Machine bureaucracy is not common in complex and dynamic environments because the work of complex environments can not be rationalized into simple tasks and the processes of dynamic environments can not be predicted, made repetitive, and standardized The machine bureaucracies are typically found in the mature organizations, large enough to have the volume of operating work needed f or repetition and standardization, and old enough to have been able to settle on the standards they wish to use The managers at the strategic apex of these organizations are mainly concerned with the fine-tuning of their bureaucratic machines.Machine bureaucracy type structures are â€Å"performance organizations† not â€Å"problem solving† ones. Professional Bureaucracy The professional bureaucracy relies for coordination on: * the standardization of skills and its associated parameters such as design, training and indoctrination. * In professional bureaucracy type structures duly trained and indoctrinated specialists -professionals- are hired for the operating core, and then considerable control over their work is given to them. Most of the necessary coordination between the operating professionals is handled by the standardization of skills and knowledge – especially by what they have learned to expect from their colleagues. Whereas the machine bureaucracy ge nerates its own standards the standards of the professional bureaucracy originate largely outside its own structure (especially in the self-governing association its operators join with their colleagues from other professional bureaucracies). The professional bureaucracy emphasizes authority of a professional nature or in other words â€Å"the power of expertise†.The strategies of the professional bureaucracy are mainly developed by the individual professionals within the organization as well as of the professional associations on the outside. Divisionalised Form Divisionalised form type organizations are composed of semi-autonomous units – the divisions. The divisionalised form is probably a structural derivative of a Machine Bureaucracy – an operational solution to co-ordinate and controls a large conglomerate delivering: 1. Horizontally diversified products or services 2. In a straight-forward, stable environment 3. Where large economies of scale need not app ly.If large economies of scale were possible the costs and benefits of divisionalisation would need careful examination. The modern, large holding company or conglomerate typically has this form Like the Professional Bureaucracy, the Divisional Form is not so much an integrated organization as a set of quasi-autonomous entities coupled together by a central administrative structure. But whereas those â€Å"loosely coupled† entities   in the Professional Bureaucracy are individuals—professionals in the operating core—in the Divisionalised Form they are units in the middle line.These units are generally called divisions, and the central administration, the headquarters The Divisionalised Form differs from the other four structural configurations in one important respect. It is not a complete structure from the strategic apex to the operating core, but rather a structure superimposed on others. That is, each division has its own structure. Most important, the Div isionalised Form relies on the market basis for grouping units at the top of the middle line. Divisions are created according to markets served and they are then given control over the operating functions required to serve these markets.Adhocracy Adhocracy includes a highly organic structure, with: * little formalization of behaviour; * job specialization based on formal training; * a tendency to group the specialists in functional units for housekeeping purposes but to deploy them in small, market-based project teams to do their work; * a reliance on liaison devices to encourage mutual adjustment, the key coordinating mechanism, within and between these teams The innovative organization cannot rely on any form of standardization for coordination.Consequently, the adhocracy might be considered as the most suitable structure for innovative organizations which hire and give power to experts – professionals whose knowledge and skills have been highly developed in training progra ms. Managers (such as functional managers, integrating managers, project managers etc. ) abound in the adhocracy type structures. Project managers are particularly numerous, since the project teams must be small to encourage mutual adjustment among their members, and each team needs a designated leader, a â€Å"manager. Managers are also functioning members of project teams, with special responsibility to effect coordination between them. To the extent that direct supervision and formal authority diminish in importance, the distinction between line and staff disappears. Structure/strategy fit Pan American airlines A mismatch between strategy and structure can lead to serious organisational difficulties. This was the case with Pan Am Airlines. An error in strategy In the late 1970s, the international airline Pan Am, decided to adopt a new strategy in order to capture some of the American domestic market.The company felt that if its foreign-bound American travellers could do business with Pan Am for the entirety of their trip, the airline could become and industry giant. In 1978, therefore, Pan Am purchased National Airlines, which had one of America’s best domestic route systems. The acquisition proved to be a poor strategic move. Just as the purchase was made, the entire domestic airline industry in the US was deregulated. With deregulation, Pan Am could have constructed its own domestic route system with the resources it had.Instead, it acquired a very expensive domestic route system and domestic carrier that quickly became unprofitable under Pan Am management because of a serious structural error. Structural error Pan Am decided to roll National and Pan Am into one airline, still trading as Pan Am. This is most closely associated with developing a functional organisational design. National’s regular customers were thereby disenfranchised and customer loyalty to the National ‘brand’ was lost. A name such as Pan Am National Airlines would have been more useful to the organisation.Philip Morris, for example, used a much more appropriate and savvy approach when it bought Kraft and General Foods: it kept both names, Kraft General Foods. It did not drop the names and call itself Philip Morris Foods, which had no pre-existing market association. Combining the two airlines, rather than keeping them separate under a divisional structure, resulted in the loss of the lower-cost workers of National. Under the new, uniform structure, the former National employees were paid higher wages. While this may have appealed to the employees, it was an error on the part of Pan Am management.This error was especially evident after deregulation, which brought about low-cost airlines that could profitably offer travellers cheap fares. With its higher cost, Pan Am was being beaten by its old and new competitors. A sounder management structure would have been to match Pan Am to its new strategy by the divisional structure, leaving the two airlines as separate divisions of the same organisation. The effects of strategy and structure errors Because of the strategic and structural errors Pan Am was losing money. In order to survive, the airline began selling its assets. In 1980, it sold its Pan Am building in New York.In 1981, it sold its company hotel chain. During the same decade, it sold many of its DC-10 aircraft to American Airlines. When airline transport boomed again, Pan Am was left with no capacity to take advantage of the increase in air traffic. The struggling airline even sold its prized Pacific routes, a move that many experts say was one of Pan Am’s management’s greatest mistakes. The airline’s survival became doubtful. Pan Am began looking for a partner in hopes of prospering again. Management and labour problems In the midst of strategic and structural problems, management and labour came into conflict. In 1981, C.Edward Acker, who had built tiny Air Florida into a nationally kno wn carrier, became chairman of Pan Am. He got off to a good start with the union, with some employees even wearing buttons proclaiming themselves as ‘Acker Backers’. But the relationship did not last long. In 1985, the Transport Workers Union struck Pan Am, costing it any possible profits that year. By the late 1980s, Pan Am’s unions were calling for Acker’s replacement. In 1988, Acker and four other corporate officers lost their jobs. William Genoese, director of the Teamsters’ airline division, explained that the company’s problem was that management didn’t realise that he airline was 20 years behind the times. Management was not in the marketplace merchandising or being more competitive. The problem continued under the next Chairman. Eventually, time ran out for the carrier. The airline filed for chapter 11 bankruptcy on January 8, 1990 and went out of business on December 4, 1991. Required: Summarise the key strategic issues and th e link to structure. 3. By way of conclusion, identify and explain the changing approaches to organisational design and structure. Your answer must include an analysis of the reasons for these changes. Use examples either real or hypothetical to clarify your answer.

Remoción de condiciones de la residencia por matrimonio

Los extranjeros que obtienen la tarjeta de residencia por matrimonio  con un ciudadano antes de cumplir los dos aà ±os de casados  deben solicitar la remocià ³n de las condiciones si quieren conservar su estatus de residentes. Hay que hacer la remocià ³n de la condicionalidad 90 dà ­as (3 meses) antes de que expire la tarjeta de residencia condicional. A partir de ahà ­ todas las green card que tenga serà ¡n definitivas, pero habrà ¡ que renovarlas antes de que expiren. Quà © hacer para la remocià ³n de las condiciones de la tarjeta de residencia Rellenar conjuntamente ambos cà ³nyuges la planilla I-751 y enviarla al centro del USCIS que corresponda junto con el pago de la tarifa y la documentacià ³n necesaria. La planilla debe rellenarse utilizando sà ³lo un bolà ­grafo de tinta negra. Escribir N/A para dejar sin contestar las preguntas que no le afectan a su situacià ³n personal y escribir NONE cuando la respuesta deba ser ninguno. Si para contestar a alguna pregunta no llega el espacio proporcionado en el formulario, entonces tomar una hoja en blanco, escribir en la parte superior de la misma el nombre del residente permanente, su Alien Registration Number y la seccià ³n y nà ºmero de pregunta que se va a contestar en esta hoja adicional. Cuà ¡ndo no està ¡n obligados los cà ³nyuges a rellenar conjuntamente la planilla I-751 Cuando el matrimonio haya sido de buena fe pero haya finalizado por viudedad, nulidad o divorcio. En este caso, adjuntar documento que acredite el fin del matrimonio. En los casos de divorcio à ©ste se ha tenido que producir por un caso de violencia o crueldad extrema hacia el cà ³nyuge extranjero. Incluso en los casos en los que el matrimonio no se ha disuelto pero el cà ³nyuge extranjero ha sufrido violencia domà ©stica à ©ste puede presentar en solitario la solicitud de remocià ³n de las condiciones de la tarjeta de residencia. Pero deberà ¡ adjuntar documentacià ³n que pruebe esta situacià ³n, como son rà ©cords mà ©dicos, policiales, de asistentes sociales o de una corte. Incluso fotografà ­as de lesiones producidas por el abuso o declaraciones de un centro de acogida a và ­ctimas de la violencia domà ©stica. Documentos que se deben adjuntar con la peticià ³n Una fotocopia legible de la tarjeta de residencia por ambos lados. Documentos que sirvan de evidencia de que el matrimonio no es fraudulento y se ha celebrado con el à ºnico propà ³sito de conseguir los papeles. Entre los ejemplos de documentacià ³n que sirve para este propà ³sito destacan: Certificado de nacimiento de hijos en comà ºn.Hipotecas en comà ºn, contrato de arrendamiento, cuentas de banco de ambos cà ³nyuges, prà ©stamos, facturas a nombre de los dos, seguros de vida a favor del otro.Declaraciones juradas de al menos dos personas que conozcan la naturaleza del matrimonio y està ©n dispuestas a testificar que se trata de una relacià ³n de buena fe. En su declaracià ³n deben indicar su nombre completo, fecha de nacimiento, lugar de residencia y cà ³mo es que conocen al matrimonio.Ademà ¡s, si se ha sido arrestado, demandado, o condenado en corte debe enviarse la documentacià ³n original que debe suministrar la agencia policial que realizà ³ el arresto, o la corte que sentencià ³ condenando o absolviendo. Y si se ha cumplido la condena, documentacià ³n original de ello. En los casos de multas de trà ¡fico no hay que notificarlas si no ha habido arresto y sà ³lo se ha impuesto pà ©rdida de puntos de la licencia de manejar y/o una multa inferior a los $500. Pero sà ­ deberà ¡ hacerse cuando està ¡n relacionadas con haber tomado alcohol o drogas. Si se adjunta algà ºn documento en un idioma distinto del inglà ©s, deberà ¡ ser traducido por una persona que certifique que tiene un adecuado conocimiento de ambos idiomas. Costo de remover las condiciones de la tarjeta de residencia Este trà ¡mite tiene un costo de $590. En realidad hay que pagar $505 por el acto de la remocià ³n las condiciones y $85 por la gestià ³n de los datos biomà ©tricos (toma de huellas digitales, etc.). Ademà ¡s, si un ciudadano americano hubiese pedido la tarjeta de residencia condicional para sus hijastros, ademà ¡s de para su cà ³nyuge, deberà ¡ abonarse $85 por cada nià ±o o muchacho para el que se realice el trà ¡mite de quitar las condiciones. Esto aplica sà ³lo en los casos en los que los chicos adquirieron la residencia al mismo tiempo que su padre o su madre o en los 90 dà ­as siguientes. Si tomà ³ mà ¡s tiempo, debe entonces rellenarse un I-751 por cada muchacho en esa situacià ³n. A dà ³nde enviar la documentacià ³n Depende del lugar de residencia habitual. Las personas que viven en los estados de Alaska, Arizona, California, Colorado, Dakota del Norte, Dakota del Sur, Hawaii, Idaho, Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Montana, Nebraska, Nevada, Ohio, Oregon, Utah, Washington, Wisconsin y Wyoming o en los territorios de Guam o la Samoa Americana deben enviar la peticià ³n a: USCIS California Service CenterP.O. Box 10751Laguna Niguel, CA 92607-1075 Pero si se vive en: Alabama, Arkansas, Carolina del Norte, Carolina del Sur, Connecticut, Delaware, Washington, D.C., Florida, Georgia, Kentucky, Louisiana, Maine, Maryland, Massachusetts, Mississippi, Nuevo Hampshire, Nueva Jersey, Nuevo Mexico, Nueva York, Oklahoma, Pennsylvania, Rhode Island, Tennessee, Texas, Vermont, Virginia, y Virginia Occidental o en las Islas Và ­rgenes Americanas o Puerto Rico, entonces se enviarà ¡ la documentacià ³n a: USCIS Vermont Service Center75 Lower Welden StreetP.O. Box 200St. Albans, VT 05479-0001 Entrevista Estas 65 preguntas dan una idea de quà © esperar en la entrevista a esposos. La finalidad es intentar diferenciar entre un matrimonio real y otro de mera conveniencia. El caso especial de cà ³nyuge de militares Las personas que desean remover las condiciones de su green card cuando està ¡n en el extranjero acompaà ±ando a su cà ³nyuge que es militar o trabaja para el gobierno de los EEUU deberà ¡n adjuntar dos fotos tipo pasaporte y una tarjeta con sus huellas digitales tomada en una oficina consular americana. Consejo y advertencia Se recomienda tomar este test sobre  cà ³mo obtener y conservar la tarjeta de residencia.  Sirve para asegurarse conocer informacià ³n esencial. Finalmente, los extranjeros que adquieren la green card por  ser inversionista  tambià ©n obtienen una tarjeta de residencia temporal. Pero para remover las condiciones deben seguir un trà ¡mite distinto. Este es un artà ­culo informativo. No es asesorà ­a legal.