Human Trafficking in Djibouti - 1962 Words

This report will analyze the impacts and assumptions of Djibouti’s human trafficking and forced labor issues. If the United States and NATO were to challenge the procedures on how Djibouti makes their money to sustain the economy, would the effects be positive or negative? Djibouti does not produce enough raw materials to sustain itself without the export of humans to international partners. The United States has constant issues with countries that sell and force labor upon humans. The consensus is that some things are better left un-said for sake of national security. If a country’s only way to make money is by trafficking humans then should the United States step in and do something about it? Djibouti borders the Red Sea and Gulf of†¦show more content†¦The 18 miles of bridge would cost in the upwards of an estimated 20 billion US dollars to erect. This structure could not only provide a great investment for both countries, but provide an enhanced means of trading. Both countries would flourish in economic growth that would pull them out of poverty. Yet would this investment do more harm than good? Possibilities of smuggling, terrorist recruiting, dangerous materials trafficking, and an abundant amount of human trafficking and forced labor may pose an international threat. This landmark would join a resource rich continent with an oil rich environment that may cause an eruption of wealth on both sides. This possible threat may be the main reason why the United States developed Camp Lemonnier in Djibouti. In 2001 Camp Lemonnier was built in Djibouti to provide assistance to the Horn of Africa (HOR). It has served as the main port for supplying US military un its stationed in Ethiopia. The camp not only supports US functions but also provides counter-terrorism efforts, humanitarian assistance, and is now the new Head Quarters for Africa Command. Camp Leomonnier plays several different roles in Africa including providing Unmanned Aerial Vehicle (UAV) support to US forces stationed around the HOR to combat global and local terrorism. UAVs are used to carry out bombing missions in Yemen and Somalia to attack terrorist groups such as the Al-Qaida and Al- Shabab groups. The baseShow MoreRelatedSex Trafficking : The Exploitation Of Women And Children1370 Words   |  6 PagesSex trafficking is the exploitation of women and children, within national or across international borders, for the purposes of forced sex work. Modern day trafficking is a type of slavery that involves the transport or trade of people for the purpose of work.Human trafficking impacts people of all backgrounds, and people are trafficked for a variety of purposes. Men are often trafficked into hard labor jobs, while children are trafficked into labor positions in textile, agriculture and fishing industriesRead MoreStrategic Objectives Of The United States Essay1660 Words   |  7 Pagesdemocracy, development and security in the region while combating terrorist networks, 2) Prevent resource monopoly by a hostile power, 3) Secure shipping in the area, 4) Combat transnational issues of narcotics, arms proliferation, HIV/AIDS, and human trafficking. Somalia has a transitional government called the Transitional Federal Government (TFG), which does not measure up to satisfy Somalis desire for stability and prosperity. According to the 2011 National Strategy for Counterterrorism, Somalia’sRead More International Law: Piracy, Law of the Sea, and Use of Force Essay3499 Words   |  14 Pagesmay European nations claim jurisdiction over acts of piracy committed off the Horn of Africa? Explain your answer. As a growth rate of piracy in the Horn of Africa also increase the number of illegal activity by seaborne such as human trafficking and drug trafficking into the Western Europe. The limitation of law system in each nation provides a difficulty to jurisdiction which may not have much power to prosecute pirates, especially Somalia pirates. Likewise, the jurisdiction in European nationsRead More The Impact of Globalization on Child Labor Essay3703 Words   |  15 Pagesinstruments and even cultural practices and social expectations. The second view takes into account the motivations behind the concerns of child labour. There are two schools influencing this aspect of the discussion. The first view is known as the human rights approach, they believe that when work becomes exploitative and compromises the development of children, it should be viewed as a violation of their fundamental rights and therefore should be eradicated (Murshed, 2001). This approach makes aRead MoreBrief History of Ethiopia2019 Words   |  9 PagesEthiopia is the biggest producer of coffee in the world. It is also the major constituent of the landmass known as the Horn of Africa. It is bordered on the north and northeast by Eritrea (which use to be part of northern Ethiopia), on the east by Djibouti and Somalia, on the south by Kenya, and on the west and southwest by Sudan. The central plateau, known as the highlands, is surrounded on three sides by desert with a significantly lower elevation. The plateau is between six thousand and ten thousandRead MoreAnimal Conservation Strategies and Inclusion of Rural Indigenous Communities2112 Words   |  8 PagesFor tens of thousands of years, wild animals have been hunted and utilised by humans in Africa – be it for food or trade. Over the centuries, established methods for hunting and utilisation had arisen and evolved to become part of the very fabric of human existence in Africa. During the 1800s and well into the 20th century, Europea n colonialists established and maintained substantial control over the African continent; as such, European influences affected multiple aspects of life for indigenousRead MoreA Summary On The Children Cheetah 10031 Words   |  41 Pagescaptivity, though several organizations, such as the De Wildt Cheetah and Wildlife Centre, have succeeded in breeding high numbers of cubs. The cheetah is listed as vulnerable, facing various threats including loss of habitat and prey, conflict with humans, the illegal pet trade, competition with and predation by other carnivores, and a gene pool with very low variability. It is a charismatic species and many captive cats are ambassadors for their species and wildlife conservation in general. ContentsRead MorePrimary Sector of Economy17717 Words   |  71 PagesChild prostitution  Ã‚ · Child trafficking  Ã‚ · Street children | | | Women | Acid throwing  Ã‚ · Bride burning  Ã‚ · Devadasi  Ã‚ · Dowry death  Ã‚ · Eve teasing  Ã‚ · Feminism  Ã‚ · Prostitution  Ã‚ · Rape  Ã‚ · Sati  Ã‚ · Sexism | | | Caste system | Caste politics  Ã‚ · Caste-related violence  Ã‚ · Dalit | | | Communalism | Aspirant states  Ã‚ · Ethnic relations  Ã‚ · Religious conflicts  Ã‚ · Religious violence  Ã‚ · Separatist movements | | | Crime | Organised crime  Ã‚ · Corruption  Ã‚ · Groom kidnapping  Ã‚ · Human trafficking  Ã‚ · Illegal immigration  Ã‚ · IllegalRead MoreThe Cause of Globalization18688 Words   |  75 Pagesnational borders is a relatively transparent activity that governments can therefore monitor and slow down if they so choose. To be sure, national borders are long, and smuggling is an age-old strategy for circumventing barriers to trade. But illegal trafficking in goods such as narcotics is the exception rather than the rule. Moreover, whereas trade in services is obviously less transparent, this does not seem an insurmountable obstacle to government regulation in countries with reasonable accounting standards

CanGo Online Gaming Industry - 673 Words

The largest factor which must be examined in regards to CanGo entering the online gaming industry is the probability of success, which is measured by profit. Upper management must consider many financial factors that will be imperative to the overall success of the company. In order to implement the new sector into the company auspiciously, expenses in relation to human resources, supply and logistics management, marketing, and the procurement and deployment of new and existing technology/methodologies must be examined. The company has currently projected an increase of 500% in net sales which will cause an increase in expenses to accommodate the resources required to handle the upsurge of demand. CanGo will need to hire new personnel in order to maintain order demand and will also require new technical staff members in order to implement and maintain the required hardware and software necessary for on-line gaming. CanGO must also account for storage and trucks required for shipping . One of the most important and potentially largest expenses CanGo must consider is marketing in regards to the on-line gaming industry. Examining all previously mentioned items will assist in the assessment of profitability for CanGo within the on-line gaming industry. Recommendation: Many new businesses and projects fail due to not properly completing a profit analysis projection. Completing a projected profit analysis allows upper management, stakeholders, and key decision-makers to makeShow MoreRelatedA Formal Strategic Business Plan1094 Words   |  5 PagesElizabeth Bennett, founded CanGo in 2006, she wanted to make a mark in the world of ecommerce. Over the preceding years CanGo established itself as an online success. CanGo provided customers with the option to purchase books, music, videos and games online. CanGo maintained its success throughout the economic crisis. CanGo continued to successfully provide customers with affordable entertainment. CanGo was able to capture a large market of a variety of consumers. CanGo had its fair share of concernsRead MoreCase Study : Inc. Market Analysis1340 Words   |  6 PagesMarket Analysis The main focus of this analysis is to give CanGo Inc. an overview of the current information regarding the target market, geographic area and size of the audience to include gender and age; along with trends and outlook of the online shopping and gaming markets. The main goal for any marketing sector is to reach as many people as possible with as little cost as possible. CanGo will have to get a better understanding of their base market in order to keep their existing customers,Read MoreCango: Strategic Management and Swot Analysis1501 Words   |  7 PagesThis report presents the meetings that have taken place here at CanGo. For the short time I have been observing I have learned that CanGo is a small company but is one of the fastest growing companies around. During the meetings none of the staff members talked about the effects that online gaming would have. Furthermore, staff didn’t ask opinions on the online gaming topic they also didn’t speak about price of stoc k or how it contribute to the overall strategy. Some employees would like to seeRead MoreCango Week 2 Video Analysis by Team a Essay1467 Words   |  6 PagesCanGo Video Analysis- Week 2 The Innovative A’s Consulting Group is glad to run our analysis on your company’s operational process. Your company has done tremendous progress and indeed it is a recommendable success as it started out small and grew to be one of the leading businesses in the industry. In our analysis over the past two weeks, we observed that, if planned well, CanGo has a promising future ahead. Our team came up with certain issues being faced by your company, which we assume, ifRead MoreCango Analysis963 Words   |  4 Pagesobservation is that CanGo is a company that has had some success so far. Liz and her company have many great ideas for the future of the company. However, they still need to create a mission statement to show what the company is trying to accomplish as well as what they are about. Liz was given an award, and just glossed over the story, because she had no idea how CanGo came to where they are. There was lack of planning, and didn’t even have a vision fo r her company. CanGo has identified a growingRead MoreCompetitive Analysis738 Words   |  3 Pagesgrowing the company, CanGo prepares to expand into online gaming. To assist in this endeavor, we present By Design’s findings concerning the competitive environment of online gaming. To begin with, there are many impressive competitors in the online gaming industry. The following tables show the top 25 gaming companies in 2010 along with the fastest growing ones (Van Kooten, 2010). Despite this fierce competition, there are also plentiful opportunities for entry into the online game market withRead MoreCompetitive Analysis Cango988 Words   |  4 Pagesanalysis was conducted to aid in the development of CanGo, an online gaming website. This analysis focused on three competitors: Big Fish Games, iWin.com, and Pogo.com. The existence of these competitors indicates that there is indeed a market for online gaming. All of these competitors offer free online game play, game downloads, chat rooms, club memberships, and some type of prizes. This suggests that CanGo may be benefit from extending the online gaming website to include these services. CertainRead MoreCango Week 2 Video Analysis1208 Words   |  5 PagesCanGo Analysis Report Consultants BUSN 460-Team 1 CanGo Analysis Report Let me say first thank you for giving us the opportunity to evaluate your company’s operational process. It has been a tremendous experience to be in a company that started out small and grew to one of the leading businesses in the industry. CanGo does have a promising future ahead. During our evaluation over the past two weeks, we have noticed a few things that will be a problem in the future if not resolved.Read Moresenior project- CanGo2692 Words   |  11 Pagesreport is to provide CanGo Corporation with guidance and recommendations based on a thorough analysis conducted by Team BEHS Consulting Specialist (Team BEHS). Team BEHS analyzed CanGo’s business processes, financial standing and future expansion plans. CanGo will be the one of the principal online entertainment and gaming companies within this thriving industry, with a rapidly developing consumer brand and growing customer base. The company is already renowned for their online wholesale book sellingRead MoreCango Week 2 Analysis Report Essay2763 Words   |  12 PagesCanGo Week Two Analysis Report DeVry University Bus460 Senior Project Instructor David Mozinski Introduction The Grad Consultants have spent the last two weeks observing CanGo and their business practices to help them determine the weaknesses within their organization. We will use our knowledge and experience to provide suggestions for improvement that will have a positive impact not only on CanGo’s bottom line but also on the morale of all those

Narrative Flow Of The Current System Free Essays

Narrative Flow of the Current System GO Computers opens at 8:00 AM until 7:30 PM and is open from Monday to Sunday. The persons that are involved in the company are the Manager, Technician’s and the Cashier. The Manager is responsible for the overall operation of the business. We will write a custom essay sample on Narrative Flow Of The Current System or any similar topic only for you Order Now He is responsible for overseeing and supervising the company’s activities and employees. He hires, train and evaluate new employees. He drives the work of employees in order to run the business efficiently and make a large profit. And specializes in marketing, public relations and sales. The Manager checks the Daily Sales Report kept by the Cashier to keep track Of the products sold in a particular time. The Technician installs hardware and software systems, maintain and repair equipment’s, troubleshoot various computer or laptop issues and offer technical support on-site, setup PC’s for home users or fix customers faulty equipment’s and prepare the cost estimates for repair or new installations. The technician is responsible in opening the shop and should be present at all times in order to attend to customers entering to get their equipment’s checked or repaired. The Cashier provides the last-desk customer service by taking payments from customers in exchange of goods or services. The cashier accept and processes cash, exchanges and managing the cash drawer. The cashier is also responsible in registering products in the inventory and in making and encoding the customers receiving slip. And before the closing time, the cashier is the one who makes the Daily Sales Report. The company’s workplace is divided into 2. One is the technicians repair area where all repair equipments used are found and product testing, preparing, assembling and troubleshooting takes place. Second is the cashiers work desk, it is where cash related topics occur like exchanging, purchasing and also in making the daily sales report for the profit acquired by the company on the specified date. In product registration, the cashier opens the file document named GO Computers Inventory using Microsoft excel then encode the product’s brand name, model and quantity and retail price basing in each products respective category. After encoding and finalizing the product registration, the cashier eaves the document in a specified location on the computer. For product purchase, the technician checks the unit or product and presents it to the customer to make sure that the item is working properly before leaving the establishment’s premises. And makes sure that all parts included for the product to be purchased are organized and tested. On services, for customers who entered for their gadgets or equipment to be repaired by the technician they are given estimated time and cost of the repair after the checkup. If the customer agrees and go with the repair, the unit will be achieved using a receiving slip. The receiving slip is an already printed format to receive items of customers for repair. The slip has the customers name, address and contact number, date of receive, number of the slip for the unit received, specifications of the unit in order to easily locate and make sure of the protection of the customers item and for organization, problem description, price and customers signature. The technician writes down using a ball pen the present date, specifications of the item with its corresponding serial numbers, description of the units problem and price given. Then the slip is handed to the customer to fill up the needed information. There are two papers used as receiving slips, one is issued for the customer the Other is for the company. The technician uses carbon paper in between both paper in writing down the needed information. Once the repair is successful, the technician burn tests the unit for the next few days to make sure the product is working properly. The customer will be contacted by the technician to inform if the repair was successful or not. If successful, the customer will be directed to the cashier for the receipt and moment of the service rendered. In customer payments, the company use BIRR (Bureau of Internal Revenue) cash invoice. The cash in voice is a small piece of paper used as receipt and is given to customers. Its format has the brand and name of product, quantity or the number of units, name of customer, and date of the specified time, and price of product and a blank space for cashier’s signature. In encoding, the cashier writes down using a ball pen filling up all the information needed and is handed to the customer as proof that they purchased the item. And as for product warranty, the company provides a specified format to be used and given for the customer. It is called warranty slip. The warranty vary upon the category and price of the product or service. For purchased laptop or a computer set the warranty given is one year. For computer and laptop parts and accessories the warranty given is three months. And for items with price tags ranging below five hundred pesos are given two weeks of warranty. The warranty slip issued format has customers name, date, brand and name of product, products specification and serial number, quantity of product, detail price, price discounted, total price, signature of the cashier whom prepared the slip, approval signature of the technician or the manager and signature of the customer. The slip is encoded by the cashier in the computer with a file format of Microsoft excel. After filling up the required information the cashier prints out two warranty slip to be signed by the cashier, by the technician or manager present and the customer. Product exchange, the product bought by the customer will be checked by the technician. And the receipt together with the warranty slip given should be resented to the cashier in order to validate the complaint. If the product was found defective, it could either be replaced if there are available products or it would be sent back to the products repair center to determine whether the product can be granted its warranty. And if not the product will be returned back to the customer. This privilege is available for laptops purchased only. Another option, is replacement for a new product as long as they are Of the same price and the warranty cover stated in the warranty slip is not void. For placement of product, the cashier takes the warranty and receipt of the customer and replaces it with a new receipt and warranty slip for the replaced item. But the warranty of the new product is still the same as the time when the defective unit was purchased. The inventory is divided into categories. One is name of product, retail price, quantity and date. In editing the inventory the cashier opens the file GO Computers Inventory which is in a Microsoft excel format. Then one by one adjusts the cells to add, edit and delete products. Encode number of units sold in a day in every cell. After finalizing, the cashiers saves the file document. And before closing, the cashier writes down the Daily sales report using a ball pen. The sales report has the present date, total profit from yesterdays report, income from services, accessories and down payment of customers, salaries and other expenses and the total profit earned for the day. In the sales report the cashier encodes the profit earned in the present day, salaries expenses, and the available cash. Then calls the manager after tallying to inform of the profit earned. After, then at 7:30 the technician closes the shop. How to cite Narrative Flow Of The Current System, Essays

Camping free essay sample

Hey, be careful and dont do anything stupid, my dad said to me right before I hopped into Chase Millers dark blue Chevy S-IO with a camper shell on the back. I looked at Chase and Tyler Becker and said, Lets go camping. As Chase pushed down the gas pedal, a big cloud of black smoke shot out of the back of the truck and the smell of burning motor oil filled the cab. It was in July, and we wanted to go camping. I asked my dad if we could go up to our familys cabin in Elk Springs, which is near Montrose. He agreed, so Chase, Tyler and I, all sixteen years old, packed our stuff and were ready to go camping. With excitement, we Jumped into Chases truck, and took off to the woods. It takes a good hour and forty-five minutes drive to get there from my house, and the drive gets a little boring. Chases truck was full of Junk. I found a roll of fishing line, and we got this bright idea to tie a piece of plastic to the end of the fishing line. I rolled down the window and threw out the plastic piece while holding on to the roll of fishing line. I let out more and more line, until the end was way out there. People would drive up to it and be confused, because they wouldnt see the fishing line, Just the plastic piece. Before I knew it, we were pulling up to the cabin. When we stopped, the first thing I did when I got out was take a deep breath. Then I said, What do you guys want to do? Chase Just shrugged his shoulder. Tyler suggested, Lets take a hike. We all agreed to that, because it sounded fun. As we were walking away from the cabin, I remembered that I brought a slingshot. I thought it would be fun to shoot rocks at stuff, so I suddenly said, Wait for me. I have o get something. I ran to my bag, which was still in Chases truck, and grabbed the slingshot. We took off into the woods. Every now and then we would stop, and Tyler and Chase would carve pointed sticks, and we would try to shoot birds, trees and other animals with rocks. We all sucked shooting the slingshot; we couldnt hit anything. As we were walking through the forest, we saw a clearing in the forest. We went to go see what it was. The clearing was a spot where people were logging. The logging company had all their equipment laying out everywhere. We slowly peeked our heads ut to see if the loggers were working. None were to be found. So, we walked up to the equipment to check it out. There was a big truck loaded logs on to the logging trucks. They had about four chainsaws laying there and another big truck that cut the trees down. Since it was private land that they were logging on, they didnt have to lock up. All the doors were open. Of course, we all had to get in them and play around with the controls. Tyler started to honk the horn in the semi-trucks. The horn hear us. About an hour passed, and we got bored of messing around with all their stuff, so we ecided to keep hiking. Tyler grabbed the slingshot and I made sure everything was put back how it was. As we were walking away Tyler was shooting rocks at the logging truck. We were about fifty yards out, and he couldnt hit it. Chase and I were standing there watching him, laughing and telling him that he sucked, because he couldnt hit a huge target. After about fifty shots and not one hit from him, Tyler said, Here, you try. I have to take a piss. I grabbed the sling shot from him and picked up a round pebble, about the size of a small marble, off the ground. I loaded the pebble in the eather pouch and drew both my hands up. With a firm grip of the handle of the slingshot in my left hand and squeezing the pebble in leather pouch with my right hand, I slowly pulled back. When the rubber band was fully stretched out, I closed one eye and took aim right towards the truck. Before I even thought about what I was doing I let go of the sling. The sling snapped forward launching the marble size rock towards the truck. A split second later, the rock crashed threw the window, and the sound of breaking glass filled the air. I remember yelling, OH SH#@! LETS GET OUT OF HERE! Tyler couldnt even finish what he was doing. We all hauled butt out of there as fast as were could. After we were a good distance away, we stopped, let Tyler finish what he was doing, and let my nerves calm down. I took a couple of deep breaths and something horrible popped into mind: my dad saying, Dont do anything stupid. I felt so bad. We decided to go back to look at the damage. As we were going back I was trying to figure ways out of this. When we got there, there was glass all over the place. The whole window was blown out into tiny pieces of safety glass. Tyler got an idea to make it ook like an accident. His idea was to lean a tree up against the truck to make it look like it fell and broke the window, but there was only one problem, there were no trees around. They had logged them all. Then I got an idea, which wasnt much better. My idea was to find a dead bird and put in on the seat by the broken window, making it look like the bird flew through window. We walked around looking for a dead bird. We had no luck. Then we all took turns shooting rocks at birds to try to kill one. No luck there either. By this time it was getting late and we were getting hungry, so we tarted to head back to the cabin. All night I couldnt get Dont do anything stupid out of my head. My conscience was getting to me. I tried to think of ways to tell my dad, and how harsh of a punishment he would give me. I woke up about 10:00 a. m. , and I heard the loggers working. We decided to go see. As we got closer, we made sure that they couldnt see us. While hiding behind trees, Tyler started to make a howling noise. The man with the chainsaw heard the noise, shut off his chainsaw, looked around, and then he went back to work. Tyler did it a second time, even louder than the first. This time the man shut off the chainsaw, set so we took off running through the woods, laughing all the way back to the cabin. When we got back, we started to pack to get home early. We Just got done packing up, and this gut ache came to me. I was getting nervous to go home. I kept thinking what my dad said to me. We Jumped into the truck, and took off to go home. On the way home, I decided to tell my dad when I got back. We pulled into my driveway and I got really nervous. I hopped out of the truck and grabbed my stuff. I could hear my dad say, Dont do anything stupid in my head ver and over. As I walk up to the front door he was there to greet me. He asked, Did you have fun? With a sorrowful look on my face, I replied, Yeah. I broke a window. Before I realized what I was saying, I had told him. I thought he was going to go off on me and give me a harsh punishment, but he didnt. He Just told me to do what I think is best. I ended up talking to the owner of the logging company and paying $104. 31 out of my pocket for the broken window. I should have listened to my dad a little better when he told me, Dont do anything stupid.

7 Dos for Dangling Modifiers

7 Dos for Dangling Modifiers 7 Dos for Dangling Modifiers 7 Dos for Dangling Modifiers By Mark Nichol In each of the sentences below, the noun phrase immediately following the introductory phrase is not the referent for that phrase; you have to keep working through the sentence and locate another noun, or, sometimes, surgically separate a â€Å"(noun)’s (noun)† phrase to isolate the correct one. 1. â€Å"If asked what will reverse the trend, my first response would be cynical but probably accurate.† In this sentence, â€Å"my first response† is being asked a question. The person, not their response, is the target of the query. In this case, introduce a subject into the introductory phrase: â€Å"If I were asked what will reverse the trend, my first response would be cynical but probably accurate.† 2. â€Å"Seen mainly as the brainchild of frontman Jack White, the band’s breakthrough came at the start of the new millennium.† The band’s breakthrough, rather than the band itself, is identified as the brainchild. Here, introduce the subject, follow with the introductory phrase as a parenthesis, and conclude by referring to the details of the breakthrough: â€Å"The breakthrough for the band, seen mainly as the brainchild of frontman Jack White, came at the start of the new millennium.† 3. â€Å"For a representative of a country that is one of the United States’s most important allies in Asia, her language is notably candid.† This sentence suffers from an almost identical problem, except that, instead of a noun with a possessive, it features a possessive pronoun: The solution, however, is different: Convert the possessive pronoun to an ordinary one and attach a pertinent verb: â€Å"For a representative of a country that is one of the United States’s most important allies in Asia, she used language that is notably candid.† 4. As a longtime holiday city, hotel options range widely in Luna Azul. This sentence identifies â€Å"hotel options,† not â€Å"Luna Azul,† the longtime holiday city. To correct this error, reverse the order of these phrases and revise the intervening wording: â€Å"As a longtime holiday city, Luna Azul features a wide range of hotel options.† 5. â€Å"Created in 1972 by the United Nations to stimulate awareness of the environment, San Francisco will be the first North American city to host World Environment Day.† According to this sentence, San Francisco was created by the United Nations in 1972: Depending on the emphasis, start with the city’s name as the subject or recast the sentence to emphasize the observance: â€Å"San Francisco will be the first North American city to host†; â€Å"World Environment Day, created in 1972 by the United Nations to stimulate awareness of the environment, will be celebrated in San Francisco, the first North American city to host the festivities.† 6. â€Å"Clearly organized, each tree receives its own entry in the book that includes its cultivation requirements, uses in its native land, historical anecdotes, and more.† Here, the writer credits each tree with being clearly organized, but the book is the subject, so make it the subject: â€Å"The book is clearly organized, and each tree receives its own entry, which includes its cultivation requirements, uses in its native land, historical anecdotes, and more.† 7. â€Å"Based on a play, you can see its theatrical, neatly formed vignettes unfolding right in front of you.† Art imitates life, and vice versa, but to my knowledge, I’m not based on a play: But it in this case, a movie is: â€Å"It’s based on a play, and you can see its theatrical, neatly formed vignettes unfolding right in front of you.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:Coordinating vs. Subordinating Conjunctions"Owing to" vs "Due to"5 Examples of Misplaced Modifiers

Ageism paper

Ageism paper Ageism paper Ageism Ageism is a stereotype that still goes on today. Ageism is making assumptions or stereotypes about a person based on age. They can be either casual or systematic. Kendra Cherry (Psychology.com) Ageism is a type of discrimination that involves prejudice against people based upon their age. Similar to racism and sexism, ageism involves holding negative stereotypes about people of different ages. The term ageism was first used by gerontologist Robert N. Butler to describe the discrimination of older adults. Today, the tern is often applied to any type of age-based discrimination, whether it involves prejudice against children, teenagers, adults or senior-citizens. Ageism is not only subject to just elderly people, but children as well. Children are discriminated by when the government doesn't allow them to vote. Children are also discriminated by when they are not allowed to drive until they get to 16. The people that are judged most are definitely the children and the e lderly, because most people think they are not capable of looking after themselves. That is also the reason why there are babysitting services and elderly communities. Dealing with elderly people is going to be a growing problem as the baby boomers start to get older. The problem is that there is not that much government help for these problems. Chris Roles (Age International) As the global population ages, there is an urgent need to reassess what role individual societies give to older people to ensure they are able to enjoy a decent standard of living and can continue to contribute to society as long as they wish. Shunting older people to the sidelines of our communities is not only unjust, it makes little sense for countries to miss out on the huge opportunities that longer life brings, and the asset that older people represent. Many older people continue working and also pass on important knowledge and skills to younger generations, and others act as carers to their family – in sub-Saharan Africa, 40% of Aids orphans are looked after by their grandparents. Ageism is prominent around the world. In most countries it is still considered acceptable to deny people work, access to healthcare, education or the right to participate in government purely because of their age. What Dr. Roles is trying to do is explain how ageism has effected so many of the important people in our life. One important problem that society today is dealing with is aging well. Dr. Jocelyn Angus (Victoria University) At the beginning of the 21st century, the new mantra- â€Å"successful† and â€Å"resourceful† aging- is used interchangeably and intoned often unreflectively by a society eager to find ways to reduce aged-related losses. Yet despite numerous empirical studies and public health promotion strategies directed at ways of aging well, negative images of aging have an enduring vitality. This article examine sageism in a range of political, social, and cultural manifestos that have a productive role in encoding tacit assumptions and stereotypes about older people’s lives. Particular attention is given to the pervasive use of the concept of â€Å"dependency,† a stereotypic and productive ageist mechanism that continues to infiltrate what are arguably more inclusive strategies directed toward a global model of aging well. The authors explore some potential strategies to combat stereotypes and warn that aging well initiatives based on individualism and â€Å"self-responsibility† risk reproducing existing power relations that continue to

Smoking Statistics Project Example | Topics and Well Written Essays - 1500 words

Smoking - Statistics Project Example male, this shows that more male than female smoke, results also show that among the states Utah has the least number of smokers while Kentucky has the largest number of smokers, the following is an analysis of the 2006 data retrieved from US census website. Data was retrieved from the US census website www.census.gov/compendia/statab/tables/09s0197.xls. The data contains the percentage of those who smoked in each state and the percentage of male and female who smoked in each state. The data is appropriate in that it will help in the comparison of the percentage of smokers in each state. This analysis will help in the formulation of policies that aid in reducing the number of smokers and promoting health among the citizens. States with high percentage levels of smokers can adopt policies existing in low percentage states and therefore promote a healthy population. Data was retrieved from the US census due to availability, another reason why this data was selected was due to completeness of the data, the other reason is that data is accurate and reliable given that the data base is maintained by the state. An analysis of the mean percentage value for all the states show that the mean percentage value of all those who smoke in all the states is 20.34%, the mean percentage value for male individuals is 22.17% and18.64% for female individuals. The following chart summarizes the results: In July 2006 the US census estimated the population size to amount to 298,362,973, this means that the number of smokers was 20.20% X 298,362,973= 60, 269321; therefore approximately over 60 million individuals were smokers in the year 2006. From the above chart it is evident that all those who smoke 54.55% are male while only 45.45% are female. This means that given that those who smoked amounted to 60,269321 this means that the number of male individuals who smoked amounted to 54.55% X 60,269321 = 32,874,175 while the number of females amounted to approximately 45.45% X 60,269321

Organizational behavior Case Study Example | Topics and Well Written Essays - 750 words

Organizational behavior - Case Study Example â€Å"The customer is the foundation of business success† (Hose, 2013). When Amie Lee was appointed to a supervisory position one of the other employees, Hahn Chen, was outraged and asked Abdul for an immediate transfer. He claimed he could not work under a person that did not have any technical skills. There is more than meets the eye at the reaction of Hahn Chen. Mr. Chen is a Chinese American that was raised by Chinese immigrant parents. Amie Lee is also of Chinese heritage. The organization behavior theory that explains the behavior of Hahn Chen is cultural conflict. In China females are visualized as second class citizens in the workplace. For a Chinese person it is disrespectful to work under the supervision of a woman. China is a male oriented society in which sexism is a common occurrence (China, 2011). As a manager Abdul would benefit from the OB concept of perception. Perception can be defined as the process through which people receive, organize, and interpret infor mation from their environment (Schermerhorn, Hunt, Osborn, 2003). He must realize that Hahn Chen is lying about his rejection of Amie as his supervisor. In reality his actions are discriminatory against women in the workplace. Discrimination in the workplace based on gender or sex is prohibited by Title VII of the Civil Rights Act of 1964 (Eeoc, 2013). The problem could have been avoided by the manager through training and development. The employees of the firm should have been given cultural and discrimination training as part of their orientation period when they became employees of the company. The firm must take this matter very seriously because Hahn Chen just exposed the firm to legal liabilities if Amie decides to take actions against the firm. She was discriminated against by Mr. Chen. Nobody has the right to make another person feel bad and inferior in the workplace. Abdul Balli must take this problem very seriously and seek a solution immediately. Any solution must recogni ze the fact that Amie is the victim in this scenario and her needs should be the top priority. The first step Abdul must take is to meet with Amie to evaluate her state of mind. She left the meeting crying, thus it is fair to assume that Hahn’s action affected her emotionally. Abdul must make it clear to her that she is a value member of the staff, that the company is extremely happy with her work performance, and that she earned the promotion that was given to her. Abdul must tell her that the actions of Hahn are not representative of the business culture of the firm. To resolve the conflict Abdul will approve the transfer request of Hahn Chen under the condition that he takes sensitivity, discrimination and cultural training immediately. Transferring Chen leaves a position open the engineering department. Abdul must hire a person to fill the void. To speed up the process an employment agency will be hire to recruit a new engineer for the staff. Abdul cannot allow its employ ees to adapt bad customs from other cultures into the workplace. References China.org (2011). Chinese women seek larger role. Retrieved December 3, 2013 from http://www.china.org.cn/china/2011-08/10/content_23177569.htm Eeoc.org (2013). Sex-Based discrimination. U.S. Equal Employment Opportunity Commission. Retrieved December 3, 2013 from http://www.eeoc.gov/laws/types/sex.cfm Hose, C. (2013). Customer Importance in Marketing. Retrieved

Compare and contrast the ways that the physical,mental and societal Essay

Compare and contrast the ways that the physical,mental and societal horrors of war are presented in Birdsong and Journey's End - Essay Example In the book Journey’s End, there are quite a few references to the extraordinary numbers of individuals killed on the battlefield. Quotes such as â€Å"One thousand eight hundred companies in France† are used to give the reader an idea of the vast amount of casualties. In this, the idea of war is made real to the reader through the virtual body count. The reader is continuously reminded of how horrific this particular war was as most of the readers would not have experienced this set of circumstances for themselves. Journey’s End makes the massive death toll seem even more significant by introducing the fact that the Germans were in fact not so different from the allied forces, â€Å"I remember once at Wipers we had a man shot down†¦Next day we blew each other to blazes†. It would seem that no matter what happened, these two sides would inevitably and eventually still slaughter one another. Similarly in Birdsong, there is a great deal of description detailing the amount of casualties. This is comparable to Journey’s End, where it is explained that the losses from both sides of the war are extensive. This quantification of death allows the reader to identify with the difference between the once living and the no longer living. It is an important element of the text to identify with what is happening by recognizing the heaviness of death. An example of this is the death of Levi’s brother towards the end of the novel. Another example in comparison is the death of the men in Ypres in Journey’s End. It is explained in Birdsong that Levi and the rest of the German soldiers are examples of how similar the two sides are. On the inverse, it is an interesting contrast of one side from another, both being products of their leadership. The difference between these two sides can then be distinguished by their leaders, as they must follow the commands that they are given. Another similarity between Birdsong and Journey’s End is the inclusion of men

Merger And Acquisition Joint Ventures

Merger And Acquisition Joint Ventures Mergers and acquisitions (MAs) are becoming a strategy of choice for organizations attempting to maintain a competitive advantage. This paper reviews related literature to identify some underlying issues related to the success rate of MAs. It also discusses critical issues of joint ventures and also the problems and benefits of them. In addition, there has been an increased focus on the use of inter-firm relationships or strategic alliances in todays business. This paper also argues the factors which lead to successful strategic alliances. When firms are dealing with negative earnings and/or economic downturns, operational restructuring and consolidation are initiated as a rescue tool. Some firms recover, while the others fail to survive. Restructring and consolidation are the next issues which discuss generally. Introduction and Background Mergers and Acquisitions Acquisitions and mergers are a national as well as global trend. They occur everywhere in organizations, administrative units and businesses in all industries and of all sizes. Many people are at stake and a great deal of money as well (Balle, N. 2008). Mergers and acquisitions are becoming an increasingly popular strategic option for organizations (McEntire and Bentley, 1996). In fact, recent stimates indicate that the annual price tag of mergers and acquisitions consummated in the USA exceeds $1 trillion (Stanwick, 2000). Mergers are commonly characterized as the consolidation of two organizations into a single organization. Acquisitions, by contrast, are commonly characterized as the purchase of one organization from another where the buyer or acquirer maintains control (Borys and Jemison, 1989). Mergers and acquisitions (MAs) have been a very popular strategic maneuver for global businesses, attaining growth, diversification, or profitability (Fowler and Schmidt, 1988). In fact, the merger mania that started in the 1980s, continued throughout the 1990s and is still vigorous (Houghton et al., 2003). MAs are nothing but extreme forms of organizational change, and change is often perceived by employees as threatening, due to their feeling of vulnerability and fear of losing security (Saunders and Thronhill, 2003). Under these circumstances, they have become increasingly important in helping to redefine employment relationships (Anderson and Schalk, 1998; Cartwright and Cooper, 1993; Guest, 1998; Herriot and Pemberton, 1995, 1996; Hiltrop, 1995; McLean Parks and Kidder, 1994; Turnley et al., 2003). Joint Ventures Joint ventures (JVs) occur when two or more legally separate bodies form a jointly owned entity in which they invest and engage in various decision making activities (Geringer, 1988; 1991). A joint venture may be termed International (IJV) where at least one of the parties (or parents) is based outside the country where the venture is taking place or if the joint venture is being administered on a wide level in more than one country (Geringer and Hebert, 1989). JVs are now seen in terms of weaponry employed by companies within the context of their business networks to facilitate competition in relation to firms core markets and technologies (Beamish and Banks, 1987; Harrigan, 1987; Buckley and Casson, 1996); they are thus of vital strategic importance for international business and their significance is growing. It has been argued that various features of culture might affect the development of joint ventures. In their article Swierczek and Hirsch (1994) concluded that it is important that future partners understand the impact of differences in culture before they begin to joint venture. They added that JVs are often characterized by problems of misunderstanding and limited effectiveness because of the lack of compatibility of the cultures represented in the joint ventures. Similarly Beamish and Inkpen (1995) found that MNEs could benefit equally well from local market knowledge which their partners could provide. They also stated that the life cycles of many manufacturing subsidiaries are short because the MNE is unable to understand the knowledge of local culture, economy and politics. Strategic Alliances A strategic alliance is an agreement between two or more partners to share knowledge or resources which could be beneficial to all parties involved. Strategic alliances can be as simple as two companies sharing their technological and/or marketing resources. In contrast, they can be highly complex, involving several companies, located in different countries. These firms may in turn be linked with other organizations in separate alliances. The result is a maze of intertwined companies which may be competing with each other in several product areas. (Niren M. Vyas, William L. Shelburn and Dennis C. Rogers 1999). A few years ago strategic alliances were perceived as an option reserved only for corporate giants. Today, however, for many companies, a go-it-alone strategy no longer seems to be a viable alternative. As a result of the maturation of several trends of the 1980s intensified foreign competition, shortened product cycles, soaring capital investment costs, and the evergrowing demand for new technologies alliances are becoming an attractive strategy for the future (Niren M. Vyas, William L. Shelburn and Dennis C. Rogers 1999). Restructuring and Consolidation It is rare to find a single product company. Most have diversified their interests into related or unrelated areas. Some companies are known as restructuring companies, The latter acquire other companies essentially for the purpose of reorganizationing or streamlining and selling them off subsequently to other owners at a profit. Restructuring companies also have the function of aiding the process of restructuring an industry (Proctor, T. 2001). Operational restructuring involves making decisions about appropriate workforce size and skill requirements, plant capacity and location, functions consolidation, and possible shifts in production focus. More specifically, operational restructuring can be considered a program: that is planned and controlled by management, and materially changes either: the scope of a business undertaken by an enterprise; or the manner in which the business is conducted (Lin and Lee and Gibbs, 2007). Focusing is on operational restructurings for two primary reasons. First, such events often affect a companys business strategies, operations, organizational functions, and existing management structures. Second, operational restructurings entail controversial corporate accounting practices of restructuring charges (Lin and Lee and Gibbs, 2007). Corporate consolidation is a topic of active debate among academics and practitioneres alike. Academic reserches emphasis the importance role corporate consolidation play in disciplining under-performing management and imposing operating efficiences (Healy 1992; Jarrel et al., 1988), practitioners view it as a tool of market share expansion and an effective response to a plethora of competitive challenges (Read, 1999; Howell, 2002). In its most visible form, M As, corporate consolidation is a sizable business run in Europe by established national players operating, increasingly, on a cross-border basis (Berg, 2002). Merger and Acquisitions Several researchers have suggested that in most cases MAs fail to meet initial financial expectations (i.e. Bruner and Spekman, 1998; Haveman, 1992; Very and Schweiger, 2001; Zollo, 2003). Back in the 1980s, Lubatkin insisted that although MAs had been a very important and popular means for executing organizational strategies, less than 20 percent actually achieved its expected financial or strategic objectives. Almost a decade later, Cartwright and Cooper (1992) quoted nearly 40 per cent failure rates for change efforts and a few years later, 1996, nearly 50 percent of MAs failure rate to achieve initial objectives. Along the same lines, Weber (1996) found that 35 per cent of those MAs that fail in their first three years of life are a result of poor employee relations. Over the years, several researchers have raised that percent again, advocating that more than two-thirds of MAs fail to create meaningful shareholder value (Ashkenas et al., 1998; Carr et al., 2004; Marks and Mirvis, 1998). As for the main reasons for such failure rates, there is a dispute among researchers. Existing literature has identified among the main reasons for not fulfilling initial goals both hard and soft factors. Specifically, there are researchers suggesting that paying the wrong price, buying for the wrong reason, selecting the wrong partner, and buying at the wrong time are some of the most prominent ones (i.e. Armenakis, 1999; Haleblian, 1999). However, others insist that underestimation of depth of the problems related to the human factor during a M or A condemns the projects success, and thus, more attention has to be given on employees needs (i.e. Bijlsma-Frankema, 2001; De Cock and Rickards, 1996; Houghton et al., 2003; Lesowitz and Knauff, 2003; Seibert, 1995; Stahl et al., 2003). Focus on value creation, not just integration Many companies organize their post-merger integration activities on a functional basis rather than a value-added basis. While many functional activities must be consolidated (such as bringing databases together and rationalizing policies, procedures and IT systems), not all integration activities yield equal benefits. Blindly and aggressively integrating various functions and businesses without regard to a value-creating hierarchy can actually destroy value (Chanmugam, Shill, Mann, Ficery and Pursche, 2005). Use culture as a value-creation tool The most successful acquirers of the future will see culture as a tool in three ways. First, they will look at cultural differences during the target identification and bidding phases, assess the potential impact of those differences, and incorporate their analysis into the valuation and bid. Second, they will try to avoid the pitfalls common during pre- and post-merger planning, and actively incorporate the elements of each companys culture that best support the desired combination. Finally, they will proactively use culture to create value through the use of high-visibility retention, promotion, termination and structural organizational design decisions (Chanmugam, Shill, Mann, Ficery and Pursche, 2005). Joint Ventures Critical Issues for IJVs An IJV is defined as an equity sharing arrangement in which a foreign corporation and a local firm (either private or government owned) pool their resources, sharing risks and operational control to operate an independent business unit on a continuous basis for profit and/or to attain some strategic objective (Geringer and Hebert, 1991). Broadly viewed, the IJV market entry mode represents two opposing trends. First, judged by the number of entries, it is becoming increasingly popular as a mode of market entry and expansion (Makino and Beamish, 1998; Vanhonacker and Pan, 1997). In recent years an increasing number of global corporations have become involved in IJVs at home and overseas, covering many sectors, industries, and product groups (Griffith, Zeybek and OBrien, 2001). The second issue relates to the fragile nature of IJVs, and it has been repeatedly argued that the failure rate or instability rate of IJVs is above thirty percent, and it is often markedly higher compared to other alternative forms of market entry and operation (Makino and Beamish, 1998). Gomes-Casseres (1989) offered two explanations for reasons of instability in any JV, arguing that the partners simply made a mistake; forming a JV when it may not have been the best thing to do, or they joined up with the wrong partner. Further, that their ini tial decision was right, but conditions changed so that the JV was no longer useful (Cullen, Johnson, and Sakano, 1995). Problems with Joint Ventures Some of the main problems with Joint Ventures include: Significant differences in the major goals of the parties, Details of the joint venture contract, The foreign corporations global integration and the local partners national orientation, Differences between the partners concerning marketing, Desire for control, Transfer pricing conflicts, Conflict over decision making, managerial processes and style (Julian and OCass, 2003). Benefits of Joint Ventures Joint ventures provide companies with the opportunity to obtain new capacity and expertise. They allow companies to enter into related businesses or new geographic markets or obtain new technological knowledge. Joint ventures have a relatively short life span (5-7 years) and therefore do not represent a long-term commitment. In the era of divesture and consolidation, they offer a creative way for companies to exit from non-core businesses (companies can gradually separate a business from the rest of the organization, and ultimately, sell it to the other parent company (appr. 80% of all joint ventures end in a sale by one partner to the other) (Trafford and Proctor 2006). Succe of a Joint Venture success of a joint venture may be influenced by five important characteristics. These characteristics are illustrated as building blocks in a model which Trafford and Proctor(2006), have termed the COPED model. COPED Model (Trafford and Proctor, 2006) Communication Many business alliances fail to meet expectations because little attention is given to nurturing the close working relationships and interpersonal connections that unite the partnering organisations (Weitz and Jap, 1995). An awareness of communication processes is essential within alliances if maximum efforts are to be coordinated and directed towards the success of strategic alliances. Ineffective communication can reduce the effectiveness of a strategic alliance and thus lead to conflict between partners (Jain, 1987). There is an assumption that organisations will function better if communication is open, if relationships are based on mutual understanding and trust, if relationships are co-operative rather than competitive, if people work together in teams, and if decisions are reached in a participative way. These conditions, however, are not observed in many organisational situations. Main barriers to communication concern are power differences; gender differences; physical surroundings; language; and cultural diversity (Huczynski and Buchanan, 2001). Openness Trust is considered a prerequisite for alliance success (Byrne, 1993) and lack of trust is a major reason for alliance failures (Peng and Shenkar, 2002). There is evidence to point to the fact that strategic alliances may be unstable and their success rate poor (Gant, 1995). Partner firms need to manage this risk adequately by understanding the conjoint roles of trust and control. The establishment of a new relationship between members of the organisation at all levels a relationship based on trust is an issue that is becoming increasingly important to organisations (Handy, 1995). Planning Many strategic alliances lack alliance strategies. A coherent alliance strategy has four elements: (1) a business strategy to shape the logic and design of the alliance; (2) a dynamic view to guide the management and evolution of the alliance; (3) a portfolio approach to enable co-ordination among the alliance to enhance flexibility; and (4) an internal infrastructure that supports and strives to maximise the value of external collaboration (Gomes-Casseres, 2000). When managed well, the above elements can create tremendous value. At the wrong time and when managed poorly, they can be costly distractions (Gomes-Casseres, 2000). According to Hill and Jones (2001), the strategic planning process can be broken down into five main steps: (1) mission and objectives; (2) environmental scanning; (3) strategy formation; (4) strategy implementation; and (5) evaluation and control. Ethos Ethos is the characteristic spirit or attitudes of a community, or people (Webster, 1992). It comes very much to the fore in strategic alliances when the co-operating firms continue to be independent organisations and a new situation appears in which an interaction is established between two firms with different organisational cultures. This usually implies different leadership styles and different objectives, which may lead to lack of trust between the parties and to conflicts which may arise when the time comes to make decisions (Buono, 1991). Similarly, cultural conflicts are more common in joint ventures, where a closer contact between the partners is required, than in contractual alliances (Schultz, 1998). Direction The public sector is under pressure to improve service delivery and cooperate more effectively (Cabinet Office, 2003). There is a growing demand for leaders able to carry out these tasks, and to see through fundamental processes of change. The appointment, monitoring, reward and accountability structures and processes all play some part in inhibiting and/or encouraging certain forms of leadership which give the correct direction. Strategic Alliances Parkhe (1993) defined a strategic alliance as a: relatively enduring interfirm co-operative agreement, involving flows and linkages that use resources and/or governance structures from autonomous organizations, for the joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm. Following from this definition, it can be seen that an alliance must be a formal part of business strategy (Johnson, 1999), meaning that an agreement between two partners must be formalised into a contract, as opposed to a handshake deal or a verbal agreement. Second, alliances must be mutually beneficial; that is, they must result in a win-win situation. Koza and Lewin (1998) argued that one of the many reasons that strategic alliances were formed was to seek out new knowledge by acquiring new technology and skills. In this type of alliance they argued that the partners would seek to reduce information asymmetry between the partners. This may involve the standardization of service delivery of production processes, joint strategic planning, sharing of databases and knowledge transfer through staff exchanges. A second and related motivation for forming an alliance was to explore for new market opportunities. This involved innovation, basic research, invention, risk taking, building new capabilities, entering new lines of business, and investments in the firms absorptive capacity. Barriers to successful Strategic Alliances Barriers to successful strategic alliances must also be recognized. The three major barriers are: (1) Failure to understand and adapt to new style of management. The adaptation of a new style of management requires a change in corporate culture which must be initiated and nurtured from the top. (2) Failure to learn and understand the cultural differences. Not only do the cultural differences exist among international firms seeking alliances, but corporate cultures may be different among firms from the same country. Flexibility and learning are the greatest tools in overcoming this barrier. (3) Lack of iron-clad commitment to succeed. Individuals who negotiated or implemented the initial alliance agreement may change due to promotions, transfers, retirement, or terminations. Continuity of total commitment for the alliance is needed at all levels in the organization without which the alliance will fail to reach its full potential (Vyas, Shelburn and Rogers, 1995). Importance of Knowledge in Strategic Alliances Inter-firm cooperative initiatives are one of the precious ways for firms to identify, transfer and internalize external knowledge. Koguts review of literature addressing joint ventures found that one of the firms main motivations for entering into collaborative agreements was to transfer organizational knowledge (Kogut, 1988). Berg and Friedman, in a study of over 300 JVs at the 2-digit SIC level showed that in many cases, joint ventures did not in fact enhance the market power of the parent firm, but rather functioned as a means of knowledge acquisition (Berg and Friedman, 1981). Thus the issues of knowledge creation, knowledge transfer and learning have attracted researchers and have been examined several times in academic research and management consulting applied studies. Restructuring and Consolidation Why and how to Restructure an Ailing Business A number of typical situations that a firm with declining performance may encounter and could cause this firm to go through an operational restructuring are stated in this section. -Needs for operational restructuring The decision to restructure is driven by a number of considerations. At times, restructuring is in response to significant sea changes in the business environment while in other cases it is done to address poor operating/stock performance. Both internal (e.g. financial distress) and external (e.g. recessions) economic and financial conditions can drive the decision to restructure. Additionally, votes of no confidence in management will likely lead to corporate restructuring (Lin and Lee and Gibbs, 2007). -Typical activities of operational restructuring and consolidation Restructuring and consolidation efforts can take on a couple of forms. Often times management takes steps to contain costs, but in at other times drastic changes such as a refocusing of business direction occurs. For a firm that incurs losses, cost control is often the first step to return to profitability. Slashing labor costs, production costs, selling and administrative expenses, RD expenditures, and financing costs are common measures of corporate restructurings (Denis and Kruse, 2000). Downsizing and employee layoffs are the restructuring actions that are typically taken to cope with poor operating performance, especially within contracting economies(Lin and Lee and Gibbs, 2007). Other Issues Operational restructuring and consolidation has been considered as one important turnaround strategy for a firm in a bad situation, especially during an economic recession. Lin and Lee and Gibbs (2007), stated that delisting risk increases when firms undertake repetitive restructurings, massive workforce reduction, and large-scale asset downsizing. Moreover, firms with high levels of debt and failure to cut costs and/or narrowing its focus on core competencies are also more likely to delist. Conclusion As more and more companies opt to supplement organic growth with mergers and acquisitions, the earlier stages of MA transactions are becoming relatively mature, commoditized processes. According to Galpin and Herndon (2008), in order to build replicable MA integration, MA integration must be managed as an end-to-end business process. MA integration is a competency set with specific skills that must be built throughout the organization. The organizations MA integration process and capabilities must be in place before the train leaves the station that is, before the deal gets done. The organizations MA integration process must be continually improved by learning from previous mistakes and successes. The researches indicate the existence of five helpful characteristics identified under the heading of Communication, Openness, Planning, Ethos and Direction, which may be present in a successful partnership (joint) venture. The COPED model, is for building more comprehensive and productive relationships between public sector organisations and private sector companies which lead them to a successful joint venture. Strategic alliances are in the age of business without boundaries. A strategic objective aimed at expanding the competitive knowledge resource, and clearly there are special skills in bringing these arrangements to fruition. Professional managers recognize that in the age of business without boundaries it is essential that they provide learning opportunities and the necessary knowledge that will enable their employees to effectively and securely collaborate internally and externally. So there is a need for knowledge and learning regarding to strategicalliances (Dealtry, 2008). Operational restructuring has been considered as one important turnaround strategy for a firm in a bad situation, especially during an economic recession. Moreover, firms with high levels of debt and failure to cut costs and/or narrowing its focus on core competencies are also more likely to delist. So considering and learning about restructuring and consolidation is another important isuue to take account for managers.

The Corruptness of Power Depicted in George Orwells Animal Farm :: Animal Farm Essays

â€Å"History consists of a series of swindles where the masses are first lead into revolt by the promise of Utopia, and then, when they have done their job, enslaved all over again by their new masters†- George Orwell. Only one man has the insight and the genius to depict this. Only he understood that in the end, humans cannot defeat human nature, because it is inherit in themselves. In Animal Farm, the farm animals, fueled by Old Major’s speech, rebel against Farmer Jones. They set up a commune under the control of the pigs soon afterwards. But the pigs abuse their power and the animals end up being no better off than they were under Farmer Jones. Animal Farm, a parody of the Russian Revolution, is Orwell’s attempt to inform others about a purveying truth regarding human nature- that power is, by its very nature, corrupting. This is why â€Å"history consists of a series of swindles where the masses are first lead into revolt†¦ and enslaved all over agai n†. Old Major, representing both Marx and Lenin, is the catalyst for the revolution. He is a political thinker, creating the idea of Animalism. He describes the cruelty of man and how â€Å"man is the only creature that consumes without producing†. An image of Utopia is then presented, where all animals are equal. Soon after his death, the revolution occurs easily because of the ineptness of Mr. Jones and the support of the animals. Afterwards, the farm is run efficiently and the animals have a high quality of life because only they enjoy the fruits of their labor. They are led into revolt by the promise of Utopia. Soon afterwards, the pigs start to become selfish. They change the commandments to suit their selfish needs. Snowball and Napoleon become rivals. After Snowball is chased away by Napoleon’s dogs, Napoleon becomes supreme leader and life becomes more difficult and frightening. The animals are confused by his hypocritical actions but his right-hand pig, Squealer, convinces them to accept the decisions. The windmill that promised a better life did not deliver a better life for the animals, instead only enriching the gluttonous life of the pigs. Napoleon rules through a combination of fear and propaganda. He represents the opportunistic, cunning dictators in history. The sheep and Boxer represent the gullible working class, easily persuaded by propaganda. They need to follow a leader. Through them, Orwell expresses the dangers of an uneducated population.

My Philosophy of Leadership

MY PHILOSOPHY OF LEADERSHIP Christine Harris Byrd In my own definition, leadership is an attitude, not a position or routine, and not based on one certain formula or method. It is based on one’s experiences and personal values, and therefore no two leaders will never be the same. There are only a few characteristics that categorize them together. Leaders are those whose actions reflect their heart. They inspire themselves and others in a way that creates a chain reaction of positive events, thoughts, changes, and of course, attitudes.Whether their attitude affects a whole society or one single person, they are a leader because they genuinely care for the well-being of others and live according to their own principles. Most importantly, a leader is one who does not settle. They are always striving to grow as an individual, learn more, accomplish more, and challenge the norm. Based on my personal experiences it is prevalent that I will become more of a transformational leader ve rsus being a transactional leader. So much of my growth has been based on inner-challenges and the influence of other leaders.I agree with the concept that stresses the importance of â€Å"powerful personal characteristics† and using your talents and skills to help and influence others. I have a fiery personality, which means I become very passionate for what is important to me and let my emotions dictate how I think, feel, and act. Most distinctively I believe that the main purpose of our actions is to aspire for happiness. One cannot truthfully portray leadership if his actions do not make him happy. To put it simply, I believe that being a transformational leader is a lifestyle.Never does one reach an end point or master the skill. As they strive to transform others, they too continue to grow. There are five main components of my personal leadership philosophy. The first and foundational component on which it is built on is â€Å"hard work. † An important part of ha ving a leadership attitude is by illustrating your words through tangible actions. Rolling up your sleeves and diving in or â€Å"going the extra mile† establish both credibility and respect. In my experience, hard work can also come in the form of a weakness.I am most content when I can just put my head down and work, but I have learned that when working together with others, I have to be conscious of other’s opinions and pace. I believe that it also means that one has to be resilient because the harder you work and the more times that you put yourself out there, the higher the chances are that you are going to fail. The difference between someone who succeeds and someone who does not is how one reacts to the situation. The second component is to be a â€Å"forever student. † John F.Kennedy defined this perfectly when he said, â€Å"Leadership and learning are indispensable to each other. † Whether we are working in our area of expertise, teaching someon e else, or simply living there is always room for improvement. I believe that everyone has a story to tell and by listening we are exposed to a new perspective that changes the way we see things or strengthens our standing beliefs. This also ties in to the idea of not being an individual who settles. Being curious, asking questions, and purely just listening are some of the most essential habits a leader can have; they are the spark plug for creativity.Components three and four are closely connected. To â€Å"be happy† and â€Å"have passion,† as previously mentioned, are two characteristics that are naturally intertwined with our personalities and functional needs. Often time’s leaders struggle with their conscious over taking the path that they are expected to take and the one that makes them happy. In a society where â€Å"time is of the essence† we as leaders must prioritize. Happiness is the key to what makes each of us tick and passion is the specia l ingredient that creates determination, energy, focus, and a servant heart.I know that I am going to have more respect and admiration for an individual who is steadfast and passionate, regardless if their beliefs and priorities align with mine. The fifth and most personal component for me is to â€Å"take risks. † Every situation we approach in life involves some sort of risk. Every decision, experience, action, goal, and emotion has both a positive and negative outlook. The final lines of a quote that has become my personal motto can best define this component: Risks must be taken, because the greatest hazard in life is to risk nothing.The person, who risks nothing, does nothing, has nothing, and is nothing. He may avoid suffering and sorrow, but he simply cannot learn feel, change, grow, love, or live. Chained by his certitudes, he is a slave, he has forfeited freedom. Only a person who risks is free. As individuals who continue to strive for that leadership attitude, we h ave to be able to throw all cards down on the table, and continue to do it over and over if we ever expect any gain or satisfaction. Of course as the most challenging component, it is also the most important.Ultimately is all boils down to the question of â€Å"did I give everything; do everything that I possibly could to make the outcome positive? † If so, then regardless of the outcome, you have shown positive leadership. The leadership theories that best describe my personal philosophy are servant and authentic leadership. The life-changing experiences and memories that have had the most significant impact on my life are the ones that challenged me to become a better person and that came from the kindness of others.I have seen firsthand how hard work, learning, happiness, passion, and taking risks can change one’s purpose in life and have learned that when we surround ourselves with those components and others who share them, it creates a positive chain reaction. I value the opportunity to live based on my personal values and firmly believe in leadership that is modeled to serve and benefit from each other. I have always believed that effective leadership encourages everyone to participate in the decision making process.The effective leader is one who can clearly articulate the vision of the organization to all stakeholders in a meaningful and accessible way. The simplest way to describe my personal belief about effective leadership is that , â€Å"the (leader) needs to model what management researcher Robert Greenleaf called servant leadership- a philosophy that encourages collaboration, trust, foresight, listening, and ethical use of power and empowerment. † (Krajewski, 2004). My mission is, as a leader and a follower, to empower those around me to use their natural alents to assist the organization as well as themselves. I believe that the foundation of effective leadership is personal integrity. My actions will serve as an example f or others and will be based upon honesty, respect and fairness. I will keep my word and will treat people fairly and with respect for diversity and the rights of each individual. I will trust the members of my team to make sound, ethical decisions and I will guide and support them. I also aim to develop, through example, a learning community among my co-workers. As a leader, my goal is to be a collaborator.Everyone has something unique to bring to the table. It is my hope that they environment that I co-create encourages awareness and cultivation of this authenticity. DePree (1989) defines leadership as follows: â€Å"The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. † References: . De Pree, Max. The Art of Leadership. New York: Doubleday, 1987. Leadership . Krajewski, Bob. . In Their Own Words. Learning From Urban Schools Pages 14-18. March 2005 | Volume 62 | Number 6

The elephant Man Essays

The elephant Man Essays The elephant Man Paper The elephant Man Paper Scenes 17 and 18 are a twisted parody of scenes 2 and 3 at the beginning of the play, and are a turning point, where we see Treves and therefore his general society change roles with Merrick and the rest of the freaks. It is at this point in the play that we clearly see the problems with the Victorian society, and we are shown for certain that Treves is unsure of who he really is and what his intentions are. Scene 17 In scene 17, Merrick has taken the place that Treves was in during scene 2, and Gomm has taken Ross place. The fact that the roles have been reversed is brought to the fore when Merrick calmly says, I am Merrick. Here is my card. I am with the mutations across the road. The simplicity of the statement, and the way that Merrick says it completely deadpan, is almost funny, and drives the point home. It is a reversal of a mixture of statements Treves makes in scene 2, where Merrick tells Ross that he is at the London across the road, and gives Ross his card. From the very beginning of the scene, we are shown Treves uncertainty of himself when Merrick says If he is merely papier michi and paint, a swindler and a fake. This is a direct copy of what Treves says about Merrick in scene 2, but it is taken in a different context here, especially when you read Merricks later statement, therefore exemplary for study as a cruel or deviant one would not be. This shows that Merrick is looking for a kind man, and when he asks if he is a fake he is making sure that Treves is really as good as he appears to be. Gomms statement about Treves, No, no, he is a genuine Dorset dreamer in a moral swamp, shows how Treves is stuck in between conflicting views and ideas. The phrase moral swamp is very descriptive of the situation that Treves is in, as he is quite literally bogged down by a confusing mess of different opinions. This has left Treves unsure of what is the best thing to do for himself or Merrick, and whether anything that he considers normal or proper is actually right or not. And when Merrick says that he had not dreamed of changing Treves, there are two apparent meanings to the statement. The first is carrying on with the reversed roles theme, referring to the way that Treves has attempted to change Merrick into a proper Victorian. The other possible meaning is referring to the way that Merrick himself has actually changed Treves. He has done this by causing him to step back and take a look at himself and his society, and consider the fact that they might not actually be doing the right things and that they could in fact be the deformed people. Scene 18 In scene 18, we have Merrick taking the place of Treves at the lectern from scene 3, and we have the Pins, who are some of the deformed people who were in the same freak show as Merrick, taking the place of the scientists and doctors from the crowd in scene 3. However, one thing I have noticed about the speech is that it has taken on some of Merricks ideas and theories, such as the phrases carvings up for others own good, and without the weight of others dreams accumulating to break his neck, as well as directly parodying Treves speech earlier in the play. Merrick begins his speech in the same way that Treves did, commenting on the shape of Treves head. He says The most striking feature about him, note, is the terrifying normal head. This allows him to dream in the exclusive personal manner, without the weight of others dreams accumulating to break his neck. This is an oxymoron (two conflicting words), and refers to Merricks theory as to why his head is heavy and deformed, and to the fact that Merrick is unable to sleep properly, and is a parody of Treves statement: The most striking feature about him was his enormous head. Its circumference was about that of a mans waist. He continues by saying, From the brow projected a normal vision of benevolent enlightenment, what we believe to be a kind of self-mesmerised state. The mouth, deformed by satisfaction at being at the hub of the best of existent worlds, was rendered therefore utterly incapable of self-critical speech, thus of the ability to change. Once again this is a parody of Merricks deformities, as seen in these quotes: From the brow there projected a huge bony mass like a loaf From the upper jaw there projected another mass of bone. It protruded from the mouth like a pink stump, turning the upper lip inside out, and making the mouth a wide slobbering aperture The deformities rendered the face incapable of the expression of any emotion whatsoever. However, it goes deeper into showing Treves true personality. The normal vision of benevolent enlightenment refers to the way in which Treves and his peers are so confident in what they are doing and that their reasons are correct. This continues with the statement about him being incapable of self critical speech, which was a general virtue of the Victorian people in the play; in that they are all so confident of what they are doing is right, that they do not for a second stop and think about whether it really is. There is, however, one important exception to this rule: Mrs Kendal, who is the first person to properly try to understand Merrick without trying to change him. Next, Merrick says The heart showed signs of worry at this unchanging yet untenable state. This is showing the way in which Treves has recently begun to doubt himself and his motives, and yet is continuing to do things in his usual manner because of the confidence that his peers have in him, and because he believes it is the sort of thing that anyone else in his position would be doing. He continues by saying The back was horribly stiff from being kept against a wall to face the discontent of a world ordered of his convenience. The surgeons hands were well developed and strong, capable of the most delicate carvings up, for others own good. Due also to the normal head, the right arm was of enormous power; but, so incapable of the distinction between the assertion of power and the charitable act of giving, that it was often to be found disgustingly beating others for their own good. This is a parody of Merricks crooked back and useless right arm, and also highlights the way that Treves is coming to believe that what he does for Merrick is not actually good, and that he may be beating him for his own good by exhibiting him to the upper classes and teaching him the ways of Victorian society. For the next part of his analysis, Merrick says The left arm was slighter and fairer, and may be seen in typical position, hand covering the genitals which were treated as a sullen colony in constant need of restriction, governance, punishment. For their own good. This refers to the way that the Victorians were very uptight sexually and emotionally, and kept a strict control over the way they acted. For instance, things as innocent as piano legs were kept covered up because they were deemed suggestive. It also mirrors the comment that Treves made about Merricks left hand being fine and delicate: The other arm was remarkable by contrast. It was not only normal, but was moreover a delicately shaped limb with a fine skin and provided with a beautiful hand which any woman might have envied. He finishes the speech by saying To add a further burden to his trouble the wretched man as a boy developed a disabling spiritual duality, therefore was unable to feel what others feel, nor reach harmony with them. Please. He would thus be denied all means of escape from those he had tormented. This is a parody of the comments that Treves makes about Merricks hip disease: To add a further burden to his trouble, the wretched man when a boy developed a hip disease which left him permanently lame, so that he could only walk with a stick. Please. He was thus denied all means of escape from his tormentors. It also seems to be referring to the way that Treves has been thinking that what he has been doing for Merrick is good, and is only just realising that he may actually be wrong. It also explains the way that Treves has now begun to become depressed at what he thinks he is doing to Merrick, and the way that everyone around him is acting (see Scene 19: They Cannot Make Out What He Is Saying). After the speech has finished, there is a conversation between the Pins and Merrick that parodies the conversation between Treves and a voice from the audience, but with extra lines added in that give a more sinister feeling to it. The first thing that the Pin says directly parodies the Voice from Scene 3. However, Merrick then says: We hope in twenty years we will understand enough to put an end to this affliction, to which the Pin replies Twenty years! Sir, that is unacceptable. Merrick responds by saying Had we caught it early, it might have been different. But his condition has already spread both East and West. The truth is, we are dealing with an epidemic. This is talking about the way that Victorian culture had spread across the globe through the British Empire, quite like an epidemic, and that it may eventually be repairable, but it would take time. This is almost like a premonition of things to come. I think that both of these scenes are very important to the play, and give us an insight into the mind of Bernard Pomerances character Treves. They illustrate a turning point in the play where Treves begins to come to the conclusion that he and his society are the people who need changing, not Merrick. This is particularly well demonstrated by Merricks statement in scene 18 We hope in 20 years we will understand enough to put an end to this affliction, and The truth is, we are dealing with an epidemic.

How to Get Connections Without Going to Networking Events

How to Get Connections Without Going to Networking Events However you feel about networking, it works and it’s necessary. If you hate networking events- whether you’re antisocial, shy, or just really tired of that scene- chances are you avoid going to them as often as you can, and when you do go, you’re probably not at your best. The good news is, most events are probably not worth your time anyway. People at events are often distracted, excited, and dealing with their own social anxiety. And just throwing business cards around doesn’t really do much for building quality relationships- it just gets you quantity of potential contacts, which doesn’t necessarily convert. What you’re after is quality. And you can easily achieve that without going to events.Here are a few strategies for how to get connections in other, better ways.Talk About Your ProjectsYou’re working on an exciting and challenging new project. Why not ask friends and colleagues if they know anyone who would be particularly suite d and/or willing to answer a few questions you may have about some unbelievably cool aspect of your project- or just one with which you’re not quite yet superstar familiar? Benefits: instant icebreaker, friends-of-friends connection, personal intro, and built in reasons to follow-up. Just be careful you only use this when you have a project or problem worth implementing the phone tree for.VolunteerVolunteering is a great way to meet people, particularly ones with similar values and interests. And it pads out you resume as well. Try to pick something that has at least some tangential connection to your industry or field- that way the people you meet are more likely to be able to help you down the line.Use Social Media with SavvyIt’s right there waiting for you and you can do it all in your pajamas. Start with LinkedIn- that’s what it’s for. There are over 400 million people on the site, and almost all of them for the same reason: to build their networks. C heck out the â€Å"Professionals Like You† tab, a virtual meet-up for people in similar situations and industries. Check out your peers, and send the occasional cold (but carefully personalized!) outreach message. Let people know you’re looking to build up your network and to recommend anyone they know that might be in your industry. Also try joining groups or chats or webinars. You’ll never know who you might meet.Reach Out to Who You KnowYou can beef up your network simply by talking to people you already know. That’s way less daunting. Milk your friends, colleagues, and connections for anyone they know who might be a good fit for you, or vice versa. Get their contact info, and, voila! You just networked. And on the bright side: you have a better intro to them than you would if you just sidled up at the hors d’oeuvres table.

Case Summary Essay Example | Topics and Well Written Essays - 500 words - 2

Case Summary - Essay Example Another feature is that shoes are customized as per specific fitting and color needs of the children. TOMS Shoes is expanding its community involvement program in another product, eye glasses, in collaboration with Seva Foundation on the same lines, as in the sale of shoes. For every eye-glass sold, a new pair will be given free to the needy children in poor countries. Tom Shoes has been criticized for affecting the sale of local companies. TOMS Shoes has not been transparent enough in reporting the financial details of the company to justify its stance that it is leading to fulfill its corporate social responsibility. Local businesses are the most effected stakeholders. Rather than encouraging local shoe manufacturing industry and creating new enterprise potential, TOMS Shoes is going against their interests. Instead of helping local businesses over how to reduce costs and earn revenue, it is creating the crisis of their survival. TOMS Shoes need to address the issue of making available all its balance sheets of the past and present financial years so that other stakeholders could know the cost incurred to TOMS on a single air of shoe and the sale price. Until these and other financial details are made public, how can the Company claim its right of doing praiseworthy work in the field of corporate social responsibility? This is a big leadership issue. No company can claim its right to doing social and humanitarian work, although a private company, but claim needs to be authenticated. Critics counter-claim that TOMS One for One program can be a marketing tactics to sell in huge quantity its production of shoes in the name of doing social service. The onus of relieving from this burden lies on the management of TOMS Shoes. Its corporate leaders need to be transparent enough on the cost incurred on a pair of shoes to silence the

About sales people as employee performance Essay

About sales people as employee performance - Essay Example between employee performance and sales people I would have the chance to check the differences in the form of the above relationship, as appeared in markets worldwide. In other words, I could evaluate the current potentials of employee performance to influence sales people, and vice versa. Current training course has been related to a series of problems. At the first level, not all students are aware of all aspects of employee performance. In this way, delays appear in different phases of the courses. At the same time, existing material related to employee performance is vast. Identifying the material referring solely to sales people takes more time than estimated, a fact that will necessarily affect the progress of the course. The instructions used in the particular course will be aligned with the course’s theme. Emphasis will be laid upon the review of material that is appropriate for understanding the course’s subject. Emphasis will be also given on the development of examinations for checking the progress of learners. Examinations will be based on exercises related to the course’s key issues and its sub-issues. Instructions should be available online, in the school’s website, so that participants are able to check the progress of their exercise, without the intervention of a third person. My instructional strategy would have two different characteristics: it will be interactive, available through the Internet for review, and b) direct instruction. In addition, a different instructional strategy can be used anytime for evaluating the performance of sales people as employee performance. The course will be divided into 8 sections; each section will focus on the examination of a particular issue of employee performance. The relationship between employee performance and sales people will be also analyzed. The schedule will be structured as follows: five sections will refer to employee performance; the sections, during which the relationship between