Social Responsibility and the Traditional College Student Research Paper

Social Responsibility and the Traditional College Student - Research Paper Example Freshman, all too often students leave for college and have no idea what the next chapter of their life will consist of in college. They understand they are headed to college and they are expected to attend class, make the grades, and graduate to get a good job. What they do not realize is that it is hardly that simple. There is so much more to the college experience aside from the obvious and one thing I feel traditional students lack is an understanding of personal responsibility. Students embrace the absence of their parents with the new gained freedom but the end result is binge drinking, campus reports of rape, alcohol poisoning, and lowered retention rates. It has been understood that in order to cultivate the values of responsibility, and good citizenship in the next generation that active investment is desirable for the purpose of civic responsibility. Apart from simply academic endeavors, productive and stable society needs in socially minded individuals able to give due dil igence to the needs of the community, and interest of a multicultural integration for the betterment of the whole. A time-honored strategy which serves as both an indicator and an encouragement of civic responsibility would be the fostering of voluntary service programs, often involving college students. Primarily, the evaluation for any such program at the college level is whether and to what extent the program or intervention measure benefits the students collectively. Involvement in voluntary service initiatives can be useful in the strategic planning for institutional policy in the long run. While civic responsibility and social awareness are desirable traits, and such programs by definition should be bereft of a profit motive, there must still be some nod to the principle of efficiency. What is the most effective use of the institution's time and resources with an eye towards long-term objectives of cultivating social responsibility? The investigation of programs and interventi ons that promote student responsibility are valuable for long-term planning purposes, but the body of literature concerning longitudinal research on the subject remains sparse. There are findings that indicate voluntary service programs can provide gains in civic responsibility, as well as cognitive performance – but more work is needed to fully quantify to what extent such gains are likely. And critics would suggest that many such studies concerning cognitive gains with respect to voluntary programs demonstrate limited evidence of effectiveness beyond the originating college campus. (Astin & Sax, 1998), (Batchelder & Root, 1994) Literature Review To integrate the subject of personal responsibility into curriculum would serve them well. Like a College 101 but on the social end rather than the academics end. In the article, â€Å"Teaching Students Personal and Social Responsibility With Measureable Learning Outcomes†, the topic of personal and social responsibility was addressed with regards to the 21st century college student. There was a study done at Rollins College (a small private liberal arts school) and Winthrop University (medium-sized, public comprehensive university) to evaluate personal and social responsibility; they created Core Commitments as a guiding philosophy (AAC&U,

Consumer Behaviour- Soft Drink Industry Essay Example for Free

Consumer Behaviour- Soft Drink Industry Essay Introduction The soft drink industry in India is one of the most competitive with many international and domestic players operating in the market. Initially domestic players like Parle group dominated the Indian soft drink market with brands like Thums up, Limca, Goldspot etc. However with the re-entry of MNC players like Pepsi in 1991 and Coca-Cola in 1993, the market took a decisive shift in favour of these MNCs and over the years Coca-Cola and Pepsi have become the prominent players in the market. Soft drinks can be principally classified into carbonated and non-carbonated. Carbonated drinks include cola, lemon and orange flavors while non carbonated drinks principally comprise of mango flavor. The carbonated cola products constitute 60% of the soft drink market and three prominent brands in this category are Pepsi, Coca-Cola and Thums up. Thums up was a brand from Parle until Coca-Cola bought it in 1993 and tried to kill it to push its own brand. But the loyal customers of Thums up never let it die and the brand still is the leading brand in the Indian soft drink market. Company profile: The Coca-Cola Company The Coca-Cola Company is the world’s largest beverage company. The company’s best known product Coca-Cola was invented by John Stith Pemberton in 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated the Coca-Cola Company in 1892. Coca-Cola currently offers nearly 400 brands in over 200 countries or territories and serves 1. 5 billion servings each day. The Coca-Cola Company is headquartered in Atlanta, Georgia. Its current chairman and CEO is Muhtar Kent. Coca-Cola was the leading soft drink brand in India until 1977 when it left rather than reveal its formula to the government and reduce its equity stake as required under the Foreign Exchange Regulation Act (FERA) which governed the operations of foreign companies in India. After a 16-year absence, Coca-Cola returned to India in 1993, cementing its presence with a deal that gave Coca-Cola ownership of the nations top soft-drink brands and bottling network. Coke’s acquisition of local popular Indian brands including Thums. Up (the most trusted brand in India), Limca, Maaza, Citra and Gold Spot provided not only physical manufacturing, bottling, and distribution assets but also strong consumer preference. This combination of local and global brands enabled Coca-Cola to exploit the benefits of global branding and global trends in tastes while also tapping into traditional domestic markets. From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making it one of the country’s top international investors. By 2003, Coca-Cola India had won the prestigious Woodruf Cup from among 22 divisions of the Company based on three broad parameters of volume, profitability, and quality. Coca-Cola India achieved 39% volume growth in 2002 while the industry grew 23% nationally and the Company reached breakeven profitability in the region for the first time. Encouraged by its 2002 performance, Coca-Cola India announced plans to double its capacity at an investment of $125 million (Rs.750 crore) between September 2002 and March 2003. Coca-Cola India produced its beverages with 7,000 local employees at its twenty-seven wholly-owned bottling operations supplemented by seventeen franchisee-owned bottling operations and a network of twenty-nine contract-packers to manufacture a range of products for the company. The complete manufacturing process had a documented quality control and assurance program including over 400 tests performed throughout the process. The complexity of the consumer soft drink market demanded a distribution process to support 700,000 retail outlets serviced by a fleet that includes 10-ton trucks, open-bay three wheelers, and trademarked tricycles and pushcarts that were used to navigate the narrow alleyways of the cities. In addition to its own employees, Coke indirectly created employment for another 125,000 Indians through its procurement, supply, and distribution networks. Sanjiv Gupta, President and CEO of Coca-Cola India, joined Coke in 1997 as Vice President, Marketing and was instrumental to the company’s success in developing a brand relevant to the Indian consumer and in tapping India’s vast rural market potential. Following his marketing responsibilities, Gupta served as Head of Operations for Company-owned bottling operations and then as Deputy President. Product Range The product range of Coca-Cola includes beverages like: * Coca-Cola The parent brand of Coca-Cola Company, Coca-Cola has a truly remarkable heritage. The world’s favourite drink. * Thums Up Strong Cola taste. Thums Up is a leading sparkling soft drink and most trusted brand in Indian soft drink market. * Sprite A global leader in the lemon lime category, it is second largest sparkling beverage Brand in India. Sprite with it’s cut-thru perspective has managed to be a true teen icon. Sprite’s all about being true to yourself and living by the simple and honest code of your own instincts. No more†¦. no less. * Fanta Over the years Fanta has occupied a strong market place and is identified as â€Å"The Fun Catalyst†. Perceived as a fun youth brand, Fanta stands for its vibrant color, tempting taste and tingling bubbles. * Limca Lime ‘n’ lemoni Limca can cast a tangy refreshing spell on anyone, anywhere. Born in 1971, Limca has remained unchallenged as the No. 1 Sparkling drink in the Cloudy lemon segment. * Minute Maid Pulpy Orange One of world’s largest juice drink brands. Eliminated 80% of the water in orange juice, forming a frozen concentrate that when reconstituted created orange juice. * Maaza Imagine the delicious fruit, Mango bottled. This is what Maaza is all about. Universally loved for its taste, color, thickness, Maaza is the mango lover’s first choice. * Kinley Mineral water, a thirst quencher that refreshes, a life giving force that washes all the toxins away. * Georgia Introduced in 2004, the GEORGIA Gold range of Tea and Coffee beverages is the perfect solution for your office and restaurant needs. Product Information: Thums Up Background Thums Up is a carbonated soft drink (cola) popular and largest selling brand in India where its bold, red thumbs up logo is common. During the late 1970s, the American cola giant Coca-Cola abandoned operations in India rather than make a forced sale of 60% of their equity to an Indian company. Following this, the Parle brothers, Ramesh Chauhan and Prakash Chauhan, along with then CEO Bhanu Vakil, launched Thums Up as their flagship drink, adding to their portfolio of older brands Limca (lime flavor) and Gold Spot (orange flavor). Thums Up was basically a cola drink, but the company never claimed it as such. The formula was just as closely guarded as the famous Coke formula. Thums Up enjoyed a near monopoly with a much stronger market share often overshadowing its other rivals like Coca-Cola’s Campa cola, Double seven and Dukes, but there were many small regional players who had their own market. It even withstood liquor giant United Breweries Group (makers of Kingfisher Beer) Mcdowells Crush, which was another Cola drink, and Double Cola. In 1990, when the Indian government opened the market to multinationals, Pepsi was the first to come in. Thums Up went up against the international giant for an intense onslaught with neither side giving any quarter. With Pepsi roping in major Indian movie stars like Juhi Chawla, to thwart the Indian brand, Thums Up increased its spending on Cricket sponsorship. Then the capacity went from 250ml to 300ml, aptly named MahaCola. This nickname gained popularity in smaller towns where people would ask for Maha Cola instead of Thums Up. The consumers were divided where some felt Pepsi’s mild taste was rather bland. In 1993 Coca-Cola re-entered India after a prolonged absence from 1977 to 1993. But Coca-Cola’s entry made things even more complicated and the fight became a three-way battle. That same year, in a move that baffled many, Parle sold out to Coke for a meager US$ 60 million (considering the market share it had). Now Coca-Cola’s, and Coke has a habit of killing brands in its portfolio that might overshadow it. Coca-Cola soon introduced its cola in cans which was all the rage in India, with Thums Up introduced alongside, albeit in minuscule numbers. Later Coca-Cola started pulling out the Thums Up brand which at that time still had more than 30% market share. Despite its strong overall equity, the brand Thums Up was losing its popularity among the core cola drinking age group of 12 to 25 year olds, partly due to nil advertising. Coca-Cola apparently did try to kill Thums Up, but soon realized that Pepsi would benefit more than Coke if Thums Up was withdrawn from the market. Instead, Coke decided to use Thums Up to attack Pepsi. The Coca-Cola Company by this time had about 60. 5% share of the Indian soft-drink market but much to its dismay found out that if it took out Thums Up, it would remain with only 28. 72% of the market (according to a report by NGO FinanceTrade in India), hence it once again dusted out the Thums Up brand and re-launched it targeting the 30 to 45 year olds. The brand was re-positioned as a â€Å"manly† drink, drawing on its strong taste qualities. Known to be a strong drink with more power packed into it than other colas, Thums Up kick-started an aggressive campaign directly attacking Pepsi’s TV ads, focusing on the strength of the drink hoping that the depiction of an â€Å"adult† drink would appeal to young consumers. â€Å"Grow up to Thums Up† was a successful campaign. The brand’s market share and equity soared. The brand was unshakeable and Coca-Cola’s declaration that Thums Up was India’s premier cola brand in terms of market share did not surprise many. Other campaigns from Thums Up build on its â€Å"strength† and its perception as a macho drink. Ads showing the Thums Up man, riding through the desert in search of a cantina that sells Thums Up rather than drink another cola, stuck in the minds of many Indians and caught the imagination of youngsters who want to be seen as men. 4 P’s of Marketing Mix for Thums Up. Product: Thums Up is known for its strong, fizzy taste and its confident, mature and uniquely masculine attitude. This brand clearly seeks to separate the men from the boys. Beverage offered by the company in the size of: * SSRB (Standard size returnable bottle) * PET (600 ml, 1. 5 liter plastic bottle) * CANS (tin pack 330 ml) Price: Thums Up has adopted competition based pricing and so the prices are similar to that of other cola drinks. 1. Glass Bottles – 200ml, 300ml – Rs 12. 00 onwards 2. PET Bottles – 600ml, 1500ml, 2 ltrs, 2. 25 ltrs. – Rs 25. 00 onwards 3. Can – 330ml – Rs 35. 00 45. 00 4. Fountain – Customized – Rs 15. 00-35. 00 can go upto Rs 60. 00 in movie halls Company offers discount on prices or extra quantity of cold drink during festive seasons and winter seasons. Place: Thums Up has a strong distribution channel to make the product available in the market any time, and maintain optimum level of stock in the market. It covers the rural part also to increase the customer reach. The soft drink is made available at all the possible convenient locations to the customers – local area grocery shops, hotels, restaurants, movie halls, multiplexes, shopping malls, supermarkets vending machines, fountain outlets. Promotion: Thums Up has consistently built its sales promotion through various techniques like, blind taste tests, sponsoring exciting events and sports, conducting various contests (win a motor bike contest), etc. Also its ads are designed to create excitement and to communicate the macho personality of the brand. An ad campaign of Thums Up where Akshay Kumar (its brand ambassador since 2003) performs the extreme sport of ‘parkour’ to grab his bottle of Thums Up from a suggestively attractive lady. â€Å"Taste the Thunder† has been the most breakthrough communication campaign for the brand. It stands for masculinity that has constantly been redefined over the years. Competition Thums Up went from being the only cola in the cantina to facing competition from both Coca-Cola and Pepsi. Twenty-six years later it’s still a top cola in India and is one of the strongest brands in the country across categories. The brand name’s positive associations of victory, achievement and celebration are apparently merited as it continues to do well despite a challenging landscape. | | | | | Thums Up’s first competition came in the form of Campa Cola. There were allegations of aggressive exchanges between the two brands at street level but Thums Up (owned by Parle at the time) apparently won the battle both on the ground and in the consumer’s mind. Campa Cola discontinued in 2000 (only to re-emerge as less of a challenger in 2002 from Pure Drinks New Delhi). For a short while Thums Up’s strong taste enjoyed success across the country with scarcely any competition; the brand reigned supreme in the cola market. Currently Thums Up is facing competition from lots of brands coming in the soft drink industry and still it has maintained its top position in the minds of Indian consumers. Today, an Indian consumer sees Thums Up as a unique brand personality which no other brand has acquired in the soft drink industry. | | Conclusion| Thums Up is amongst the oldest domestic brands in soft drinks industry in India and it is the most popular and trusted brands in India. Thums Up enjoyed a near monopoly in India with a much stronger market share till 1990s. But with the advent of Pepsi (1992) and Coca Cola (1993), Thums Up started facing stiff competition. In 1993, Parle sold out to Coke and Thums Up became the brand of Coca-Cola Company. Though Coca-Cola tried to kill Thums-Up to build its own brand, it sooner realized the importance of Thums Up to survive in the Indian market to beat its core competitor Pepsi. Today Thums Up has grown its image from just a soft drink to a lot more for Indian consumers. It has established itself as a distinguished brand with strong taste and which communicates maturity, daring and excitement to its consumers. Thums Up has consistently maintained honesty and trust with its consumers and that’s why it is still the number one cola brand in the country.

Comparing Roman and Greek Art Essay -- Ancient Rome Greece History Art

Comparing Roman and Greek Art Throughout history art has consistently reflected the cultural values and social structures of individual civilizations. Ancient art serves as a useful tool to help historians decipher some important aspects of ancient culture. From art we can determine the basic moral and philosophical beliefs of many ancient societies. The differences in arts purpose in Greece and Rome, for example, show us the fundamental differences in each culture's political and moral system. The primary objective of Greek art was to explore the order of nature and to convey philosophical thought, while Roman art was used primarily as a medium to project the authority and importance of the current ruler and the greatness of his empire. This change in the meaning of art from Greek to Roman times shows the gradual decline in the importance of intellectualism in ancient western culture. The earliest example of how art reflects the basic moral and philosophical belief systems in individual cultures is seen in the Ancient Egyptian empire. The art of this time was highly idealized and mainly focused on displaying the divinity and importance of the Pharaoh. The most famous examples of this Theocratic influence on art are the Great Sphinx and the Pyramids of Chefren. The massive size and artistic perfection of these works, which were mainly dedicated to expressing the divinity of the Pharaoh, show that Egyptian society was based primarily on mythological law. The highly idealized, mythological style of Egyptian art suggests that Egyptian culture as a whole was not concerned with scientific and mathematical truths. Arts reflection of culture and society extends to the Greek and Roman empires, and shows the import... ... a symbol of the supreme authority he held over his empire. At his feet, a small sculpture of Cupid was carved in an attempt to show Augustus?s divine lineage (Cunningham, 150). Every aspect of this portrait is highly idealized and centered around the greatness and divinity of Augustus. Because little attempt was made to capture the actual physical appearance of the Emperor, this sculpture can not be considered a portrait but more accurately, a profile of greatness. Such works display the political domination and lack of originality in Roman art. The simplification of art during this period reflects an overall simplification of thought and decline in the importance of intellectualism in western culture. Work Cited Cunningham, Lawrence S., Reich, John J. Culture and Values; A Survey of Western Humanties. New York: Harcourt Brace College Publishers, 1994.

DBQ for AP United States History Essay

Britain’s taxation on the American colonists greatly affected the relationship between the two nations. Moreover, the colonists were not being represented. The feeling of deprivation not only angered the Americans, but may have also opened their eyes to see the need of a revolutionary movement. Thomas Jefferson states in A Summary View of the Rights of British America that they â€Å"possessed a right, which nature has given to all men.† The British deprived the colonists of these rights when they did not allow a representative in the House of Commons, as decided in the Resolutions of the Stamp Act Congress of 1765. This was especially unfair for the colonists for they were not only being taxed, but also received nothing in return for their own benefit. Additionally, the taxes did not profit the colonist itself. Rather, all tax profits went to Britain. It was a way for the British to reimburse the financial debts from the Great War for Empire. Taxation on the colonists was a way the British â€Å"liquidated its war debt,† as stated in Document N. As said in the Declaration of the Causes and Necessity of Taking Up Arms (Document I), The colonists did not give consent to Britain to take away their money by exploiting the land by heavy taxes. They felt that only they had the power and the right to tax themselves. As new heavy taxes piled upon each other, the colonists realized even more the need of an outbreak from Britain and the destruction it has brought upon the colonists. Thomas Paine explains in Common Sense that â€Å"there is something very absurd in supposing a continent to be perpetually governed by an island.† Paine is saying that a small island like Britain cannot rule a big continent, as a small child cannot rule grown adult. The author of the Stamp Act and former Prime Minister George Grenville states that Great Britain’s intention is to protect America and nothing more. By doing this favor, he believes America should yield to British authority and practice obedience. Thomas Paine rebuttals and argues that only small islands that are incapable of protecting themselves should be the ones who are taken under a kingdom’s care. Paine believes that this is not the case for the colonists. He sees that America is not a small island in need of help. Rather, America is â€Å"geographically secure, politically mature, prosperous, dynamic, and self-reliant,† as Lawrence Henry Gibson states in Document O. Thomas Paine also calls for a move towards democracy. The American people could no longer live under the bondage of British authority, which stripped them of their natural rights. Britain, for example, â€Å"deprived [the colonists] of the accustomed and inestimable privilege of trial by jury,† (Document I) which they claimed to have violated their life and property. Document L illustrates of the austerity of British rule. A woman lay on the ground naked and distressed, while British officials watch with pleasure. Surely, they had to respect for the motherland’s offspring. Clearly, this is not a way to show that the British protected and cared for the colonists as George Grenville previously stated when he spoke on Repeal on January 14, 1766. Because of unequal treatment, the American desire for equal representation grew the more. The unfair treatment of the British to the Americans only pushed the colonists to their limit. Taxation without any representation, or benefits in return truly raised an issue of equality. The British has suppressed the colonists. Weary of this, the colonists moved towards a revolutionary movement, wanting to escape the British Crown and authority, but all the more, where they would take up on democracy in which they could practice equal representation.

Coloplast company Essay

Executive Summary Coloplast, an international company that specializes in developing, manufacturing, and marketing medical devices, implemented an off-shoring strategy in order to stay viable, competitive and keep in focus the dynamic market needs. Implementing this strategy has brought some issues that were unexpected for Coloplast. One of the issues was with the organizational structure. Coloplast’s off shoring involved moving operations to Hungary. They would be operating with Danish and Hungarian production plants, where production processes were not the same. Misunderstandings and miscommunication arose amongst employees and created managerial and operational challenges. Another issue that arose was knowledge management and this became a problem since there was very limited documentation on inconsistencies in equipment operation as well as no proper standardization of systems in place. The solution to these problems is to implement company wide processes that help standardize both Hungarian and Danish plants. Employee motivation and communication is another issue and this is attributable to the resistance to change which many employees face. Coloplast didn’t look at these issues with offshoring as their costs were rising locally and they needed to mitigate that cost. Coloplast should expand to China where labour is even cheaper than Hungary. It is an offshoring move that must be looked at in order for Coloplast to maintain their economies of scale. The further reduction of costs with their experience from offshoring in Hungary allow Coloplast to enter the offshoring process to China with a greater understanding in all that it entails, and the possible pitfalls that can arise. Issue Identification One of the issues faced was that of the interdependent relationship between the Danish and the Hungarians. There were operational assumptions and activities. Nobody factored in how significant the language barrier would be. It proved to be a significant enough factor that it warranted unexpected time and money to rectify the problems Coloplast faced. There was a lack of knowledge transfer from the Danish operators to the Hungarian  operators and this resulted in operational inefficiencies. The other issue involved the human resource aspects such as limiting attrition rates, limiting social hardship, and transferring knowledge effectively. Environmental and Root Cause Analysis Certain trends shifted power towards the consumer in Coloplast’s industry. Although Coloplast saw the need to offshore or outsource, their decision was based on them trying to focus on their core business and to increase efficiency, the prime motive was to cut costs. They chose to offshore as this entailed lower cost and availability of skilling workers. They did not want to rely on third parties, and third parties lack the in house knowledge needed for Coloplast’s operation. Coloplast was seriously considering relocating to a low cost location for some time. They were in danger of certain factors such as reimbursement, policy changes, price pressures due to wholesaler concentration, and powerful insurance companies. They felt there were distinct advantages to off shoring as opposed to outsourcing as the competitive advantage of offshoring to Hungary as they developed a much better ecosystem for Coloplast’s business. This means there is better availability of ski lled human resources in that region for specific types of tasks. Their establishment in Hungary was due to the significant savings in production costs, which were 20 percent less than Danish levels. After they had factored in wage increases, Coloplast was convinced this offshore move would be financially advantageous in the long run. Building costs were 50% less in Hungary than Denmark. Cost considerations were an issue, but logistical considerations were weighed to be more important. The root cause factors lay in the rollout of the offshoring project. Large regional differences existed within Hungary in terms of wage and infrastructure. Coloplast was located on the attractive side of Hungary and other major companies were close by, which played a part in their decision to off shore. Although the relocation of operations involved mature product lines, the decentralized structure still made documenting planning and production systems difficult. The operations at the Danish site were not standardized, thus making it harder to offshore to Hungary, who had their own operations. The Danish factories felt that their organized production was unique to each  of them and couldn’t be replicated. There were no product manuals and they had to be created proper production techniques and equipment operation. This would then have to be translated to Hungarian, and this processes impact was not properly assessed. The transfer of knowledge and training that required human interaction was not properly addressed beforehand either. Alternatives or Options Expand in Europe. Many locations were scouted before Hungary was implemented, and there are several Eastern Bloc countries with low wage, and production costs. However, there is more risk in operating in one of these countries as the geopolitical implications in these countries can cause cost savings to be eroded. They can also see the feasibility in many countries such as Poland, Ireland, and the Czech Republic. They have already offshored and Coloplast felt that it could further improve incentives to strengthen transfer of knowledge in their next venture. The regional attraction was there with Hungary, and the cost savings did occur for Coloplast, thus making offshoring to another European country a feasible option. Europe has already lowered its offshoring walls following a global trend, and this could be attractive for Coloplast if the geographical distance to China were a concern. Recommendation and Implementation Relocate to China. Now that Coloplast has realized its deficiencies in their process with the offshoring to Hungary, they can mitigate these for the future in their relocation to China. The whole initial decision to offshore in the first place was to reduce cost. Hungary was less costly than Denmark, and China is less costly than Hungary. It makes business sense to relocate to China production wise, as the wages are significantly lower than the Danish and Hungarians. There are organizational challenges in this implementation in that the geographical distance between Denmark and China can amplify many of the scenarios that arose from their offshoring to Hungary. Their knowledge transfer must be coordinated well in advance with  any offshore implementation. They must establish well-set corporate guidelines on how to relocate and manage production sites in advance of any physical offshoring move. Maintain a high level of information and communicate in a direct manner. Leave no interpr etation, and build relationships. They must learn from the mistakes identified with their previous project. They must also apply the best practices from Hungary and include the idiosyncrasies of the Chinese business environment. The environment is drastically different from the environment they operated in Denmark and Hungary. These differences must be identified, and transitioned, as to make the offshoring smooth and sufficient. They will need to start with having Danish representatives make a presence in China in their facilities. It is important in business relations in China to have a level of trust with their employers, and customers. Establish substantial resources while further fine-tuning internal decision making processes and procedures in order to integrate their production unit with headquarters and production in Denmark. Monitor and Control Representatives from Coloplast in Denmark can have all their operational efficiencies set and can ease the process of off shoring by starting out with some local Danish representatives ease in the process with their physical presence in China. Work in conjunction with the Chinese workers in order to have them gain their trust, and a more direct line of knowledge transfer. Having set guidelines and policies in procedures will leave out any room for misinterpretation, such as what occurred in Hungary. Key KPI’s can be set for the offshoring project such as Total Cost vs. Total Cost Savings. Monitoring the metrics of expenses and comparing those expenses to their current operations will be a good indicator of any cost savings. Human capital must be monitored, as human resources were an issue that was already identified in Hungary. Turnover, and training costs must be monitored, recorded and reported.

Women Needed Consider a Career in Trucking

Women Needed Consider a Career in Trucking Take a closer look at the faces behind the wheels of our nation’s trucks and you may notice a growing change- women truckers! This welcome addition to our nation’s professional trucking workforce comes at the perfect time, as more drivers are retiring than are getting into truck cabs and a shortage of qualified drivers threatens the industry. AllTruckJobs.com helps shed some light on an exciting new career option for women. Although the overall percentage of truckers who are women is still relatively low, this is a positive trend, and one that hopefully will continue to grow in the coming years. And there’s every reason to believe it will, thanks to the proactive efforts of such organizations as Women in Trucking (WIT), and trailblazing women such as Caitlin Welby, CEO of RFX global trucking; in addition to breaking industry boundaries for women, they’re helping to change the perception that trucking is bad for the environment- an important consideration f or many young job hunters entering the workforce.If you’re a woman who’s considering her options for her next job, don’t let stuffy traditions and outdated modes of thinking limit your options. Explore the world of professional truck driving- it just might lead to your next great job!Fresh Faces in Trucking: Solutions to Driver ShortagesRead More at www.alltruckjobs.com

Leadership Evaluation Example

Leadership Evaluation Example Leadership Evaluation – Coursework Example Leadership Evaluation Too high Managerial incompetence is very rampant in various organizations. Even though incompetence means different things to different persons, it generally denotes inability to perform a satisfactory work. Organizations are managed by managers with different leadership skills. That is why some organizations perform better than others. Nevertheless, it is expected that different leadership styles and vast managerial personalities bring reasonable output measured in employee performance. With all the discrepancies in leadership qualities, managers’ competence should not be compromised. This implies that their incompetence should be within a reasonable level that they should work jointly with as many employees as possible. Incompetence level up to 75% is therefore too high to warrant any good governance (Hughes, 2012).Qualities of effective leaders Inspiring- they could paint a future’s vision that motivates employees to do whatever it takes to reac h there. During difficult times, especially during financial crisis, they could clear the organizational roadblocks that derailed employees’ creativity and unleashing wonderful energy to press on. Optimistic- they admired our work to uplift our living standards to clouds and discouraged any mischief. They encouraged us to perceive life in positive angle and kept promising us of better tomorrow. Even when some workers were low in spirit, they could encourage them and spread the message of optimism. Honest and just- they were fair in their duties and treated all workers equally. They could face issues the way they are. For instance, they could say this is possible and that is not. Traits of ineffective leaders Lazy- the manager reported to work very late and he could not solve an issue at stake. Procrastination was the order of his office. A lot of files awaited his attention all the time and he did not bother to check with his diary (Westby, 2003). To make the matters worse, h e could not make any commitments in paper.Poor communication- he could make follow ups in his instructions. He gave orders and could not bother whether they were delivered or not. When you meet in the corridors, he could embarrass you openly, even with slightest mistake that doesn’t warrant it. References Hughes, R. L. (2012). Leadership: Enhancing the lessons of experience (7th ed.). New York: McGraw-Hill Irwin.Westby, J. R. (2003). Leadership. New York: American Bar Association.

A Man for all Seasons Essay

A Man for all Seasons Essay A Man for all Seasons Essay Summary of the movie A Man for all Seasons: In the vision of the poet, the 1530s London is as good as any backdrop against which to pose a question with regards to the love of God, as well as, the nature of Law, the honor demands. Questions that are posed appropriately at the human reasoning, since they cover at every human spirit season in unraveling the mysteries that they are occasionally entrapped in. The conflict amid Sir Thomas More and King Henry VIII depicts a larger conflict of the times. More in the Play stands for the Civil law, whilst King Henry VIII on the other hands stands and represents the monarchical power. First of all Thomas More asserts and explains that there is the existence of the divine law, and compared to the Man’s law, it is to a greater extent more powerful, but it is rather mysterious and is not known by any individual. Even though, Thomas More stands for the church law, he does not claim power and authority with regards to those particular issues. In Act One, More asserts that he is not God. He is cognizant of the limits to the knowledge, as well as, power of the individual, comprising the King. A king who cannot put himself at will above the church laws, or the land law to which he has authority over and rules. Over the centuries, Civil law has been availed and established so that it might facilitate an individual to live with regards to the conscience provided with the verity that he avails no harms, as well as, that he can walk safely through a life protected from the misuse of power by others. The laws of the king in the play are indicated and portrayed to be arbitrary, and they are founded on his own personal desires, and not based on the larger good. Robert Bolt in his preface addresses King Henry as a monstrous baby who wants things to be done through his way, which is violent notwithstanding the cost. The religion laws (like to killing another person), as well as, the civil law (like the evidence that is required for crime accusation) are rather more objective, in most case fairly to every populace, and they are over time tested. The laws are also reasonable and ethical. In case the civil laws are deeming to be unfair, then the congress or the parliament can amend it. On the other hand, Henry firmly insists on the absolute power hat has no power checks. He takes over both the state and he church and anyone who stands by his way get executed. His decisions are not based on virtue or reason; rather they are founded on his own personal will. The position articulated by Sir Thomas More is that of a future (the civil rights), and King Henry makes use of his traditional decree and authority in ruling rather than making use of the law or consensus, though both embrace the newly formed humanistic learning which taught the reason primacy. More is accused by Roper that the laws are his own good. However, more denies this and affirms that all the individual siding by king anticipates that they shall be saved are ultimately through his insatiable power cut down. More occasionally would rouse his fellow countrymen in defending the law which avails them to them safety, and also avails to them the basic rights and freedom. Feel free to buy a custom essay on this movie at . All essays are written by professional paper writers. Timely delivery and high quality guaranteed.

Code of Ethics Essay Example | Topics and Well Written Essays - 750 words

Code of Ethics - Essay Example Neither the physician nor the nurse examined this form as it also contained a medical power of attorney for healthcare. In addition, Mr. E was responsible for the decisions he made. On following the Texas State Law regarding the medical power of attorney, Mr. B was still not allowed to make decisions for Mr. E, unless he was unable to formulate decisions for himself. â€Å"The desire of a qualified patient supersedes the effect of a directive.†Ã‚   (â€Å"Health and safety code†, 1991) Mr. H., Mr. E’s nephew, would also never been approached to give consent regarding Mr. E’s health since Mr. E had not handed permission to his nephew to get involved with his medical condition. In simple words, Mr. H had not been accordance a go on matters pertaining Mr. E’s medical records and treatment plan and hence approaching him was illegal. This violated the Health Insurance Portability and Accountability Act (HIPAA). This policy clearly indicates that an indiv idual’s medical information should not be shared or discussed with other individuals not involved in the management of the patient when he or she had not given any consent. By so, Mr. E’s privacy rights were violated by the nurses and physicians and hence the matter was reported to the facility ethical officer. In problem could have been avoided easily by the nurses and physicians by simply asking Mr. E if they would speak to his nephew concerning his medical information. ... In provision two of The American Nurses Association, state â€Å"the nurses first commitment is to the patient.† Nursing World (2009) supports either of the above mentioned possibilities, for instance, in Mr. E’s case; decision to be taken was for the interest of the patient. The deciding factors in cases like this entirely should involve the patient’s interests. Nursing autonomy states that nurses’ decisions should be based on what is ethical and moral. The latter decision would not be a choice in such a circumstance. Legally, the nurse should have shared liability in any negative outcome Mr. E experienced as a result of his intubation. In this situation, permission was obtained from Mr. H, a non-qualified individual and hence Mr. E’s privacy was violated and in addition, forced to succumb to procedure he never consented in written. It is always good to remember that patient’s could at all times have the final words pertaining procedures and accorded treatment. â€Å"The principal of autonomy upholds respect for decision making capacity of patients.† (Beauchamp & Childress, 1994). As a strict patient advocate, the nurse should at least have explained to Mr. E that placement of the ventilator could have been for a short while till when his pneumonia improves, then from there removed. If Mr. E. could still have refused intubation, then the nurse could have supported Mr. E’s rights for refusing the procedure. The Texas Standards of Nursing Practice clearly states that the nurse’s responsibility is to â€Å"collaborate with the client, members of the healthcare team, and, when appropriate, the client’s significant other(s) in the interest of the client’s healthcare.† (â€Å"Texas

The Issues Of Medicating Kids Essay Example | Topics and Well Written Essays - 500 words

The Issues Of Medicating Kids - Essay Example Rob Gorski, the father to Gavin, says he cannot do without medicating his son with pills. Clozapine, one of the pills administered to Gavin, help him reduce the hallucinations and imaginary voices he hears. Lithium, on the other hand, is useful in stabilizing Gavin’s moods. Failure to take the drugs results in sleepless nights and uncontrolled impulses. Rob is not comfortable with the pill medication he administers to the son. In fact, he was reluctant at first and wrestled within before he started the medication. According to Rob, it is impossible for them to stay without administering the pills to the son. Rob argues that without the medication, their son’s quality of life of deteriorates. The above is an example of a genuine reason that justifies the use of pill medications because the child, Gavin, has an extreme condition (Park, 2011). Readings reveal an increase in the use of behavioral drugs by children. Most of the children, however, do not suffer from extreme health conditions. Intellectual disability and related behavioral disorders are some of the reasons that necessitate their uptake of pills. The trend is worrying, and experts warn that this is dangerous because there are instances where misdiagnosis appears. Children exposed to multiple drugs are susceptible to drug abuse as well as other side effects. Pavuluri, a doctor and pediatrics at the University of Illinois, cautions that drugs ought to be administered only in extreme cases where injury and hurt may result from such neglect. However, the medication is appropriate for children who have attained five years. Pavuluri further adds that people should visit pharmaceutical after behavioral therapies are done (Park, 2011).

Data analysis Essay Example | Topics and Well Written Essays - 500 words

Data analysis - Essay Example The Experiment of Western blotting analysis for the samples of NIH/3T3 cells, whether having been treated in PDGF or not, uses the Phospho-Akt (Ser473) for the preparation of the upper blotting and Akt 9272 for the lower blotting. It has to present the results in a tabular form, the first column being PGDF, the second being AKT and the third column being Phospho-Akt. This was a time series practical activity to stimulate the cells at various durations from 0 to 120 minutes. Its independent variable was the PGDF. There are two blots to analyze, Ser473 of Akt as the upper blot (using phospho-Akt antibody) and phosphor-Akt (using Akt antibody) as the lower blot and. It also involved using gels to conduct the molecular weight marker. The top band corresponded to the measurement of 76 kDa, while the middle band corresponded to 57 kDa. The lowest band thus corresponded to 47 kDa. The growth factor analysis shows that proteins facilitate growth at different rates under different conditions. The most relevant protein analysis procedure in this kind of experiment is the florescent microscopy. From the principles of cytometry, this experiment conducts the flow cytometry experiment with the labeling of Jurkat cells and the labeling of Phospho-Akt ser 473antibody. It uses three categories of cells, untreated, treated cells and control experiment (Burgering and Coffer 1995, p54). All the cells are labeled in three different colors as they appear in the graph above. The red line is the control experiment, green is treated and blue is

Nursing Advanced Practice Role Paper -. Florida's Certified registered Research

Nursing Advanced Practice Role -. Florida's Certified registered nurse anesthetists - Research Paper Example Currently there are more than 3,400 CRNAs in the state of Florida and they are the only nurses who are credentialed to provide anesthesia services (Florida Coalition of Advanced Practice Nurses, 2008). In most rural hospitals of Florida, the CRNAs are the sole anesthesia providers. Nationally, the CRNAs are known to deliver 30 million anesthetics each year (American Association of Nurse Anesthetists, 2008). Significant Contributions of CRNAs: The CRNAs have made incredible contributions to nursing and nursing practice. The CRNA’s education and practice has evolved in recent years to fill the growing need surgeons had for anesthetists. Unlike the regular registered nurses, CRNAs function with a high degree of autonomy. The CRNAs provide anesthetic services in surgical, diagnostic and therapeutic procedures. As pioneers in the field of anesthesia, the CRNAs are committed to ensure high standards, based on evidence based practices (Northam, 2009). They provide high quality servic es, which are comparable to those provided by their physician counterparts (Florida Coalition of Advanced Practice Nurses, 2008). The CRNAs have made significant contributions in rural healthcare. ... Barriers Confronted: External Barriers: 1. HMOs, Medicaid and many insurance plans do not provide direct payment for the services of ARNPs as they do for their physician counterparts. In fact they do not even contract with the ARNPs directly (Florida Coalition of Advanced Practice Nurses, 2008). 2. ARNPs are denied medical staff privileges in many hospitals and other medical care facilities (Florida Coalition of Advanced Practice Nurses, 2008). 3. When compared to their physician counterparts, ARNPs are subject to strict malpractice insurance requirements (Phillips, 2005). 4. The ARNPs in Florida can prescribe a wide range of medications. However, unlike the ARNPs in other states, the ARNPs in Florida are not permitted to prescribe controlled substances (Phillips, 2005). Internal Barriers: 1. In the state of Florida, CRNAs are required to work under direct supervision of a medical physician, an osteopathic physician or a dentist (Florida Coalition of Advanced Practice Nurses, 2008). They are required to work within the framework of the protocols which identify the medical acts that can be performed and the conditions under which they can be performed. This greatly limits their ability to function independently. 2. APNs generally have inadequate administrative support and are pressed for time as they try to balance clinical and non-clinical activities (Irvine et al, 2000). This is frequently reported as a major barrier to participating in education, research and leadership activities (Sidani et al., 2000). Benefits to nursing and constituents: The increasing demand for APNs has boosted student enrollment into entry-level baccalaureate programs in nursing by 5.7% (AACN, 2011). The scope

Intelligence profile Essay Example | Topics and Well Written Essays - 1000 words

Intelligence profile - Essay Example A graduate of Carleton University (B.A.) and the University of Western Ontario (M.B.A., Ph.D.), Dr. Calof focuses his research and publications on international competitive intelligence. 3. Professor Calof focuses his research on international competitive intelligence and the application of knowledge for innovation. A director of the Canadian Institute of Competitive Intelligence, Jonathan has given over 500 speeches, seminars and keynote addresses around the world on competitive intelligence and has helped several of Canada's largest companies and government agencies enhance their intelligence capabilities. In recognition of his contribution to the competitive intelligence field, Jonathan was presented with the Society of Competitive Intelligence Professional's (SCIP) Catalyst award. Jonathan Calof has more than 100 publications to his credit. He is the co-author of "Competitive Intelligence - Keys to Success" and has contributed to several books. He has also published articles in j ournals such as Competitive Intelligence Review, Journal of International Business Studies, Business Quarterly, International Journal of Small Business Management, International Business Review. As well, Dr. Calof has been given awards and honours from several academic associations, including the Academy of Business Administration, the International Council for Small Business - South Africa, the Administrative Sciences Association of Canada, and the Academy of International Business. His case, Sterling Marking Product's, was recognized for being one of the top 10 cases sold by the Ivey School of Business in 1998 and his article For King and For Country on competitive intelligence was selected as being among the best articles in Business Quarterly. Interest in his work has also resulted in several interviews on radio and in print in Canada, United States, United Kingdom, South Africa and New Zealand. He has been featured in such publications as the National Post and the Globe and Mai l, as well as being featured on Canada A.M (CTV), As It Happens (CBC) and Global News. Detailed Profile 1. Dr. Calof is recognized as one of the leaders in intelligence and business insight. An associate professor of International Business and Strategy at the Telfer School of Management at University of Ottawa, Dr. Calof combines research and consulting in competitive intelligence, technical foresight and management insight in the creation of the Universities management insight program. As well, he is a Board member for CASIS (Canadian Association of Security and Intelligence Studies), is on the advisory board for the Algonquin College intelligence analyst program, and is also co-director of the Foresight Synergy Network. 2. An article in the Edmontonian called him "one of the world leaders in competitive intelligence". While CA Magazine (Charters Accountants) described him as "a highly sought after, as a consultant, by businesses and government agencies.† 3. Throughout all th ese activities Jonathan is passionate about competitive intelligence and the insights and advantages that all types of organizations can get from it. 4. He has also publis

Nursing Advanced Practice Role Paper -. Florida's Certified registered Research

Nursing Advanced Practice Role -. Florida's Certified registered nurse anesthetists - Research Paper Example Currently there are more than 3,400 CRNAs in the state of Florida and they are the only nurses who are credentialed to provide anesthesia services (Florida Coalition of Advanced Practice Nurses, 2008). In most rural hospitals of Florida, the CRNAs are the sole anesthesia providers. Nationally, the CRNAs are known to deliver 30 million anesthetics each year (American Association of Nurse Anesthetists, 2008). Significant Contributions of CRNAs: The CRNAs have made incredible contributions to nursing and nursing practice. The CRNA’s education and practice has evolved in recent years to fill the growing need surgeons had for anesthetists. Unlike the regular registered nurses, CRNAs function with a high degree of autonomy. The CRNAs provide anesthetic services in surgical, diagnostic and therapeutic procedures. As pioneers in the field of anesthesia, the CRNAs are committed to ensure high standards, based on evidence based practices (Northam, 2009). They provide high quality servic es, which are comparable to those provided by their physician counterparts (Florida Coalition of Advanced Practice Nurses, 2008). The CRNAs have made significant contributions in rural healthcare. ... Barriers Confronted: External Barriers: 1. HMOs, Medicaid and many insurance plans do not provide direct payment for the services of ARNPs as they do for their physician counterparts. In fact they do not even contract with the ARNPs directly (Florida Coalition of Advanced Practice Nurses, 2008). 2. ARNPs are denied medical staff privileges in many hospitals and other medical care facilities (Florida Coalition of Advanced Practice Nurses, 2008). 3. When compared to their physician counterparts, ARNPs are subject to strict malpractice insurance requirements (Phillips, 2005). 4. The ARNPs in Florida can prescribe a wide range of medications. However, unlike the ARNPs in other states, the ARNPs in Florida are not permitted to prescribe controlled substances (Phillips, 2005). Internal Barriers: 1. In the state of Florida, CRNAs are required to work under direct supervision of a medical physician, an osteopathic physician or a dentist (Florida Coalition of Advanced Practice Nurses, 2008). They are required to work within the framework of the protocols which identify the medical acts that can be performed and the conditions under which they can be performed. This greatly limits their ability to function independently. 2. APNs generally have inadequate administrative support and are pressed for time as they try to balance clinical and non-clinical activities (Irvine et al, 2000). This is frequently reported as a major barrier to participating in education, research and leadership activities (Sidani et al., 2000). Benefits to nursing and constituents: The increasing demand for APNs has boosted student enrollment into entry-level baccalaureate programs in nursing by 5.7% (AACN, 2011). The scope

Risk assessment and management Essay Example | Topics and Well Written Essays - 1750 words

Risk assessment and management - Essay Example Their tools are: - To keep account of their own risks, risk assessment and prevailing regulations - To establish internal goals for work environments based on risk assessment - To keep the employees informed and instructed, to have sufficient knowledge available to manage risks and ensure that the employees participate in the Health and Safety (H&S)-work. - To assess dangers and problems, measure exposure if necessary The company also has to carry out preventive measures like: - Substitution of chemicals, products, methods or processes - Technical measures (encapsulation, confinement, exhaust devices) - Organisational measures - Hygienic measures (clothing, availability of lockers and showers etc) - Providing personal protective equipment (PPE) - Perform internal audits, in form of verifications as well as revisions, surveillance 3 - Evaluation of preventive measures Stakeholders: Stakeholders should also be involved in the risk management in production and transportation of Formaldehyde so that a transparent and effective process is ensured. When stakeholders are involved, it gives them a chance to take part in the interactive exchange of information and opinion about risk. It also helps to connect gaps in understanding, to add to the distribution of values and perceptions, and to assist the exchange of information and thoughts that allow all parties to make knowledgeable decisions. (http://www.fao.org/docrep). According to the European Chemicals Bureau, elimination should be the main objective. But since the manufacture of Formaldehyde and its transportation is the main reason of survival of the company, it can adopt by taking preventive measures and... Risk assessment and management The different risk management tools which the management can use to reduce risk in the manufacture and transportation of formaldehyde is: (Ackley 1980, Bosseau et al 1992). The company has to implement the regulations laid out by the concerned body and has to try to establish a form of quality assurance (Internal Control) to ensure that they are actually implemented. This includes responsibility for characterising exposure, performing proper risk assessment of conditions and taking the necessary preventive measures. Do away with risks: Less risky situations can be ensured by bringing in changes in the productive process or substitution of dangerous substances; Decrease and limit risks by taking measures at the source of the exposure such as isolation, aspiration, ventilation systems, and other actions; And finally, protection of workers, in case the risks are not fully eliminated, or properly reduced and controlled. The worker has to be provided with individual protective equipment. Sometimes a combination of the three prevention measures above-mentioned may be required. If at all these preventive measures cannot be taken, then the risk is not fully eliminated or it can be said that it is not at a minimally acceptable degree. Technical evaluations in the form of tests to workers and the workplace environment should be done to compare the actual exposure in the workplace with threshold limit values.

Uns Preventative Measures Against Child Labour Essay Example for Free

Uns Preventative Measures Against Child Labour Essay UNICEF summarized the UN Convention of the Rights of the Child as spelling out the â€Å"basic human rights that children everywhere have: the right to survival; to develop to the fullest; to protection from harmful influences, abuse and exploitation; and to participate fully in family, cultural and social life†. This convention is almost universally ratified. Despite this, child labour (something that in many cases violates at least three of the non-negotiable terms laid out in the Convention of the Rights of the Child) remains rampant in most of the world. Despite this being such a widely known (and publicized) issue, the most recent estimate states that â€Å"127 million boys and 88 million girls are involved in child labour with 74 million boys and 41 million girls involved in the worst forms†. Child labour is an extremely complex, multi-faceted issue with roots including corruption of power, racism, sexism, cultural traditions and an uneven distribution of global wealth. In light of this, it is my contention that the international community is making strides to a future without child labour through targeting multiple angles and causes behind child labour. This paper will try to analyze individual instruments the international community (ILO, UN) is using in its attempt to eradicate child labour. First, we will analyze the issues that come with the wide margin of understanding and opposing definitions of the term â€Å"child labour†. We will be reviewing the Minimum Age Convention of 1973 and establishing how this could help clear up misunderstanding, establishing the understandable dialogue between nations necessary for progress. Next, we will be examining the efforts made to follow up and enforce these conventions laid out by the international community. In this section we will be looking at the Time Bound Programs initiative put forth by the ILO, assessing how effective and complete these initiatives are. Subsequently we will be zooming out somewhat, looking at how the uneven distribution of global wealth can create a vicious cycle of economic repression for the developing world and how this can be a catalyst for child labour. We will probe deeper into what is being done to prevent wealthy nations from taking advantage of poorer economies in trade agreements, reviewing guidelines and instruments put in place by the WTO. One of the issues inhibiting the instatement of a global child labour discontinuation standard is the culturally varied understanding and interpretation of â€Å"child labour†. Both words in the phrase can vary in meaning from culture to culture, sometimes forming a wide margin of understanding. Some cultures see childhood as a purely biological state (a child remains a child until puberty, consequently becoming an adult). Others see childhood as much more fluid, often lasting further than puberty and encompassing several different junctures (teenagehood, etc). The definitions of â€Å"labour† are similarly vague (hard labour, chores, familial duties etc). In an effort to combat the confusion and variability of the definition of child labour, the ILO instituted the Minimum Age Convention of 1973. In Article 2 of the Minimum Age Convention (No. 38) the ILO specified â€Å"The minimum age specified in pursuance of paragraph 1 of this Article shall not be less than the age of completion of compulsory schooling and, in any case, shall not be less than 15 years. † However, in light of the fragile state of some economies, the following paragraph (paragraph four) states â€Å"Notwithstanding the provisions of paragraph 3 of this Article, a Member whose economy and ed ucational facilities are insufficiently developed may, after consultation with the organizations of employers and workers concerned, where such exist, initially specify a minimum age of 14 years†. The ILO adjusts this further in later articles of the Convention, stating â€Å"National laws or regulations may permit the employment or work of persons 13 to 15 years of age on light work which is (a) not likely to be harmful to their health or development; and (b) not such as to prejudice their attendance at school, their participation in vocational orientation or training programs approved by the competent authority or their capacity to benefit from the instruction received. (Note that Members can apply the ratifications of paragraph four article one to this section, thereby making the ages twelve to fourteen). In formally addressing the wide berth of what can be defined as child labour and narrowing the definition to a universally accepted medium (age in numerical years) the ILO laid groundwork for Member states to ratify Conventions and projects regarding child labour with a full understanding of what is being discussed. It is no secret that the UN and its subgroups (ILO inclu ded) are notoriously bad at establishing culpability for what its Members agree to. The issue of monitoring the eradication of child labour is unfortunately no different. This is due to a number of factors including (but not limited to) the secrecy that often shrouds child labour, cultural clashes, the need to uphold a nation’s sovereignty, and the unwillingness for nations to get involved in business not directly affecting them. In an attempt to instill culpability to conventions such as the Minimum Age Convention and the Worst Forms of Child Labour Convention (no. 182), the ILO has issued Time Bound Programs. These programs work to establish each individual ratifying countries’ issues, focusing on the elimination of the worst forms of child labour (as established in the Worst Forms of Child Labour Convention no. 182). The Time Bound Programs work with ratifying countries to first attempt removal of children from the worst forms of child labour, as well as attempting to eradicate the cause behind child labour in the first place. This includes working to establish alternative work options, familial reunion and establishing protection for child workers against mistreatment and abuse. For example, Ecuador’s Time Bound Program focuses on providing meaningful education options for all children. They aim to support â€Å"sustainable education programs to break the cycle of child labor and broaden and improve the education system, especially in areas targeted by the Time-Bound Program (TBP). † In placing set time periods on clear objectives, the ILO and IPEC make the daunting issue of child labour into smaller, attainable goals. The focus on set time periods makes progress far less likely to get pushed aside or forgotten. In working with each ratifying nation individually to target multiple issues, the ILO is recognizing that child labour is not an issue that can be generalized or simplified. This awareness as to the depth and variability of root causes behind child labour is an extremely important step toward a better future. One of the most widely acknowledged causes behind child labour is widespread poverty due to a weak economy. Although there are many reasons for this, one of the most reprehensible and problematic is how the uneven distribution of global wealth can cause a vicious cycle that hurts developing nations. Many developed nations enter trade agreements with the developing world that greatly inhibit growth and economic advancement. These types of agreements can include unfair taxes in favour of the developed country, rules regarding with whom the economically weaker country can and cannot trade with. Even merely opening up trade can flood developing markets with mass-produced goods far cheaper than what local workers can provide. This stunts economies to the point of desperation, causing rampant poverty leading to child labour, trafficking, etc. The World Trade Organization was established to prevent this, running seminars educating developing worlds on how to break into the international market and monitoring international trade agreements. In educating nations about trade and monitoring how countries respond to being introduced to the global market, the UN/WTO attempts to even the playing field for countries otherwise disadvantaged. The establishment of the WTO also helps developed nations know that their actions and agreements will not go unnoticed, deterring rich countries from taking advantage of poorer nations. This is essential for global development, raising economies and therefor raising wages and quality of work. Similar to most international issues, child labour is plagued with facets of complication. The fact is that child labour merely the symptom of a plethora of greater problems. Apathy, misunderstanding, corruption and poor circumstance all have a hand in making child labour the hot button issue rallied by hippies and suburban mothers alike. In contrast to the views of first year Political Science students everywhere, there is no simple fix. Furthermore, the delicacy of the situation means actions put in place by outside sources have the possibility of setting off unforeseeable consequences. In light of this, the fight against child labour must be slow and handled with the utmost care. The international community is employing measures that both focus on the symptom (removing children from unsafe work) and the root cause (working to establish educational options and economic help).

diversity in organizations

diversity in organizations Introduction This paper aims to show a deep examination of how diversity is interpreted and wrongfully applied in many organizations today. In this essay, I would explore and discuss the term â€Å"Diversity†, its definitions, merits, demerits, its varied applications and if there is a cause and effect relationship between diversity workforce and organizational effectiveness. This essay would also show why the term diversity is remotely satisfying and elaborate on the need for a new paradigm for understanding Diversity. My study supports the principles of the Diversity theory but not its varied applications which inhibit organizational effectiveness. Diversity The term â€Å"diversity† has found its place in almost all HRM literature; the front page. Jackson et al (1993), states that â€Å"the term diversity has little history within the behavioural sciences and is not (yet) a scientific construct. Instead, it is an everyday term that sprang to life rather recently, nourished by widespread media coverage of the â€Å"managing diversity† activities that organizations are adopting in response to changing work-force demographics. Nevertheless, the body of social science research relevant to understanding the dynamics of diversity in organizations is not large, although it is widely dispersed across sub disciplines that cross reference each other nor have a common terminology† (See Friedman, 1996:67). Another interesting definition is found in Ashkanasy et al (2002) which defines diversity as a concept that â€Å"encompasses acceptance and respect. It means the understanding that each individual is unique and recognizing our individual differences. They can be along the dimensions of race, ethnicity, gender, sexual orientation, socio economic status, age, physical abilities, religious beliefs, political beliefs and other ideologies and the exploration of these differences in a safe, positive and nurturing environment. Diversity is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual† Allen et al (2008) asserts that diversity is a challenge and that â€Å"organizations have struggled to embrace and manage it successfully. Researchers have struggled to conceptualize and study the term effectively. Theorists predict differing effects of Diversity: that they will spark integrative insights, creativity and innovation (e.g. Finkelstein and Hambrick, 1996; Hoffman and Maier, 1961) or that they will provoke conflict, division and dissolution (e.g. Chatman, 1991; Tajfel and Turner, 1979)†. Workforce Diversity (A Critical Analysis) Structural Diversity Vs Demographic Diversity â€Å"The demographics of the workforce are changing and will continue to change rapidly. Almost every organization looks different – both in terms of who’s employed and they positions they hold, than it did ten years ago† (Sonnenschien, 1999:2). Jackson et al (1995) also asserts that the â€Å"changing work-force demographics and new organizational forms are increasing the diversity of work teams in general and decision making teams in particular. Given these environmental changes, work teams that are diverse in terms of sex, race, and ethnicity, national origin, area of expertise, organizational affiliation and many other personal characteristics are increasingly common. The changing demographics of today’s labour force, account for the increasing gender diversity, cultural diversity (including cultural differences due to race and ethnicity) and age diversity (See Kling, Hyde, Showers and Buswell, 1999; Konrad, Ritchie, Lieb and Corrigall, 2000; Roberso n and Block, 2001)†. According to Ongari and Argolla (2007) â€Å"Workforce diversity is a complex phenomenon to manage in an organization. The management of workforce diversity as a tool to increase organizational effectiveness cannot be underscored, especially with current changes sweeping across the globe. It is argued that organizations that value diversity will definitely cultivate success and have a future in this dynamic global labour market (Jain and Verma, 1996). Workforce diversity management has become an important issue for both governments and private organizations. Its importance has mainly been brought about by the free movement of labour due to globalization and the fight for human rights by certain minority groups who feel excluded from the employment sector. The workforce diversity emerged mainly to further the availability of equal opportunities in the work place. This equal opportunity philosophy is aimed at ensuring that organizational make the most out of the difference from a dive rse workforce rather than losing talent which might assist the organization to be more efficient and effective. The increased mobility and interaction of people from diverse backgrounds as a result of improved economic and political systems and the recognition of human rights by all nations has put most organizations under pressure to embrace diversity at the work place. Diversity brings with it the heterogeneity that needs to be nurtured, cultivated and appreciated as means of increasing organizational effectiveness†. A more diverse workforce according to Thomas and Ely (1996) will increase organizational effectiveness. â€Å"It would lift morale, bring greater access to new segments of the market place and enhance productivity. Yet if this is true, what then are the positive impacts of diversity? Numerous and varied initiatives to increase diversity in corporate organizations have been under way for over a decade† (Sonnenschein, 1992:49). â€Å"Rarely, however, have those efforts spurred organizational effectiveness, Instead, many attempts to increase diversity in the workplace have backfired, sometimes even heightening and hindering a company’s performance† (Tsui and Gutek, 1999). As is commonly ascribed, Riodan (2000) asserts most people assume that workforce â€Å"diversity is about increasing racial, national, gender or class representation in other words, recruiting and retaining most people from traditionally underrepresented identity groups†. Taking this commonly held supposition as a starting point, Thomas and Ely (1996) set out to investigate the link between diversity and organizational effectiveness and they found that â€Å"thinking of diversity simply in terms of identifying group representations inhibited effectiveness†. They also found that organizations usually follow â€Å"two paths in managing diversity, In the name of empathy and fairness, the organizations encourage women and people of colour to blend in or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example to areas that require them to interface with clients and customers of the same identity group†. In this kind of c ase, companies are operating on the assumption that the main virtue identity groups have to offer is knowledge of their own people. â€Å"This assumption is limited and detrimental to diversity efforts† â€Å"(See Elsass Graves, 1997; Finkelstein Hambrick, 1996; Jackson, May and Whitney, 1995; Milliken Martins, 1996; Reskin, McBrier Kmec, 1999; Shaw Barrett Power, 1998)† A recent meta-analysis of the effects of task related (e.g. tenure) and non task related (e.g. ethnic and gender) diversity, by Weber Donahue (2001) â€Å"revealed no dependable effects on organizational effectiveness, performance or cohesiveness†. Williams and O’Reilly (1998) assert that â€Å"diversity goes beyond increasing the number of different identity groups’ affiliations† in a company but that diversity should be seen and â€Å"understood as the varied perspectives and approaches to work that members of different identity groups bring†. Another argument is by Cummings (2004) which says that â€Å"effective work groups engage in external knowledge sharing- the exchange of information, know-how and feedback with customers, organizational experts and others outside the group. This paper argues that the value of external knowledge sharing increases when work groups are structurally diverse†. â€Å"A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources†. Cummings (2004) also assert that â€Å"scholars examining diversity in work groups have primarily focused on the consequences of demographic diversity (e.g. member differences in sex, age, or tenure) for processes such as communication, conflict, or social integration† ( See also Jehn et al, 1999, Pelled et al, 1999 and O’Reilly et al, 1989). â€Å"The consistently negative effects of demographic diversity on group processes are likely the result of heightened member emphasis on social categories rather than project relevant information. Demographic diversity should not increase the value of intra-group knowledge sharing or external knowledge sharing unless it exposes members to unique sources of knowledge related to the work† (for a review see Williams and O’Reilly. 1998). Relatively, â€Å"little attention has been given to member differences in organizational affiliations, roles or positions. With the rise in labour costs, global expansion and corporate mergers, workgroups are often used as a means for connecting members who are dispersed across different geographic locations, who represent different functions and report to different managers or who work in different business units â€Å" (DeSanctis and Monge, 1999; Jarvenpaa and Leidner, 1999; Maznevski and Chudoba, 2000). This variation in features of the group structure is introduced here as â€Å"structural diversity because of its potential to expose members to different sources of task information, know-how and feedback. Four types of structural diversity in work groups† are mentioned below as: â€Å"Geographic locations† (See Van den Bulte Moenaert, 1998), â€Å"Functional assignments† (See Bunderson Sutcliffe, 2002), â€Å"Reporting managers† (e.g. Burns, 1989) and in â€Å"Business units† (See Hansen, 2002) Another research done by Siciliano (1996) on 240 YMCA organizations, found no significant relationship between diversity and organizational effectiveness. Middleton (1987) also asserted that â€Å"diversity in any form has no impact on the operating efficiencies of an organization and diversity does not appear to influence one way or another, an organization’s tendency to perform its control function. Merits of Managing Workforce Diversity â€Å"Managing diversity can create a competitive advantage. Potential benefits of diversity include better decision making, higher creativity and innovation, greater success in marketing to foreign and domestic ethnic minority communities and a better distribution of economic opportunity† (Cox, 1991; Cox Blake, 1991). According to one study (Watson et al, 1993) â€Å"culturally diverse groups relative to homogenous groups are more effective both in the interaction process and job performance; these benefits occur after a diverse group has been put together for a period of time†. Mueller (1998) states that â€Å"as all the segments of society have a stake in the development and prosperity of society as a whole, creating and managing a diverse workforce should be seen as a social and moral imperative†. â€Å"As globalisation is increasing, diversity will help organizations to enter the international arena† (Cascio, 1998). â€Å"Diversity enhances creativi ty and innovation (Adler, 1997; Jackson et al, 1992) and produces competitive advantages (Coleman, 2002; Jackson et al, 1992)†. â€Å"Diversity teams make it possible to enhance flexibility (Fleury, 1999) and rapid response and adaptation to change (Adler, 1997’ Jackson et al, 1992)†. Organizational Challenges â€Å"Companies can succeed at diversity if the initiative to create, manage and value the diverse workforce has the full support of the top management† (Hayes, 1999; Jackson et al, 1992). Fiske, 1993 states that â€Å"for increased effectiveness and adaptation of the diversity discourse, companies have to start thinking about diversity more holistically- â€Å"as providing fresh and meaningful approaches to work and stop assuming that diversity relates simply to how a person looks or where† they are from, only then would companies reap diversity’s full rewards† and â€Å"Organizations with a diverse workforce can provide superior services because they can better understand customers’ needs (Weitling Palma-Rivas, 2000). Hiring women, minorities, disabled, etc will help organizations to tap into these niche markets (Mueller, 1998) and diversified market segments† (Fleury, 1999). Jackson et al (1995) state that â€Å"the business economy has received much recent attention, with trade barriers are removed and competition intensifies, many companies are beginning to expand their operations in order to take advantage of foreign labour and consumer markets. For smaller companies, foreign activities may be limited to a single joint venture or to offshore production or distribution systems that involve one or two other countries. For larger corporations, foreign offices may be in over one hundred different countries (See Fulkerson Schuler, 1992). The presence of international affiliations, although not inevitable, is likely to lead eventually to the formation of teams of people with diverse cultural backgrounds, including management teams, design teams, operation teams and marketing teams (Adler Ghadar, 1991; Kanter, 1991; Von Glinow Mohrman, 1990) of which engage in decision making activities† â€Å"Theories and techniques of diversity management have been developed and enthusiastically supported by a growing number of chief executives, training specialists, diversity consultants and academics† (Saji, 2004)). Diversity can improve organizational effectiveness. â€Å"Organizations that develop experience in and reputations for managing diversity will likely attract the best personnel (Carrel et al, 2000). â€Å"Diversity requires a type of organizational culture in which each employee can pursue his or her career aspirations without being intimidated by gender, race, nationality, religion or other factors that are irrelevant to performance† (Bryan. 1999). Managing diversity means â€Å"enabling the diverse workforce to perform its full potential in an equitable work environment, where no one group has an advantage or disadvantage† (Torres Bruxelles, 1992). â€Å"Diversity in the workplace can be a competitive advantage because differing viewpoints can facilitate unique and creative approaches to problem-solving, thereby increasing creativity and innovation, which in turn leads to better organizational performance† (Allen et al, 2004). â€Å"For example, in Botswana, the society is becoming multicultural due to the increasing migrant population and their descendants. For organizations, this means that their market share, efficiency. â€Å"Human capital, international competitiveness and level of innovation will depend on their ability to effectively manage a diverse workforce both within and across organizational boundaries† (Barker Hartel, 2004; Dass Parker, 1996; Kandola et al, 1995; Strauss Mang, 1999)† Conclusions Jackson (2003) â€Å"In today’s business environment, work teams are becoming more common and more diverse, intensifying the importance of understanding the dynamics of work- team diversity. Of particular importance, is diversity within decision making teams. Organizations are rapidly restructuring to take advantage of the potential benefits of diverse decision making teams are worth the risk (or can be successfully avoided). Many of the specific assets and liabilities of work teams arise directly out of diversity†. Despite various intensive efforts to measure diversity and predict its outcomes, Jackson (2003) asserts â€Å"many literature offer few conclusive findings about the effects of diversity in the workplace. Lack of a common paradigm will make it difficult to accumulate comparable findings over time, while agreement around some issues could accelerate our ability to learn from previous accumulated evidence. One useful element that could be suggested could be a common paradigm; it would be for researchers to agree to a common theme or definition of diversity which would in turn lead to less confusion about this concept† (See also Carroll Harrison, 1998; Bedeian Mossholder, 2000). Jackson (2003) affirms that â€Å"Pettigrew (1998) used a very different approach to developing a blueprint for enabling organizational effectiveness. Based on a comprehensive review of a large body of research conducted in a variety of settings, Pettigrew identified the conditions needed to reduce intergroup bias and its negative consequence and described several processes that could be engaged to create these conditions. To the extent an origination’s diversity initiatives support these processes, they would encourage the development of positive intergroup relations, employee commitment, improved productivity and increased organizational effectiveness (See also Gaertner et al, 2000) and they are: Learning about the other group(s) was one key process identified by Pettigrew, Inaccurate stereotypes resist change for a variety of reasons but inaccurate stereotypes can be modified if people receive sufficient disconfirming evidence. Such learning is often the objective of diversity awareness training. Behavioural Change is the second key process that is needed to promote positive intergroup relations. Engaging repeatedly in positive behaviour with members of a work team can lead to long term attitudinal change towards members. Providing training in the behavioural competencies needed to work effectively in organizations characterized by diversity is one way to encourage people to engage in positive behaviour towards work group members Creating positive emotions associated with the work group is the third key process. For example, mentoring programs may encourage the development of intergroup friendships. The value of personal friendships may help explain the apparent success of informal mentoring programs†. In conclusion, it seems likely that active diversity management will be required in order for organizations to comprehend the potential benefits locked up within their diverse work forces and as such organizations must put in place strategies to enhance workforce diversity. â€Å"Research based principles for achieving these benefits and minimising potential losses have been offered. Some organizations are undoubtedly experimenting with practises that are consistent with these principles† Jackson et al (1995). By the end of this decade, perhaps another review of diversity will yield useable suggestions for how to create a sustainable and effective organizational condition called for by Pettigrew’s analysis. References Allen, R.S., Dawson, G., Wheatley, K and White, C.S. (2008) â€Å"Perceived Diversity and Organizational Performance† Employee Relations, Vol. 30, No. 1, pp. 20-33. Ashkanasy, N.M., Hartel, C.E.J. and Dass, C.S (2002) â€Å"Diversity and Emotion: The New Frontiers in Organizational Behaviour Research† Journal of Management, Vol. 28, pp. 307-338. Barker, S. and Hartel C.E.J (2004) â€Å"Intercultural service encounter: An exploratory study of customer experiences† Journal of Cross Cultural Management, Vol. 11(1) pp. 3-14. Bedian, A.G and Mossholder, K.W (2000) â€Å"On the use of the coefficient of variations as a measure of diversity† Organizational research Methods, Vol. 3: 285-297. Bryan J.H (1999) â€Å"The diversity Imperative† Executive Excellence, pp6 Bunderson, J.S and Sutcliffe K.M (2002) â€Å"Comparing alternative conceptualizations of functional diversity in management teams: process and performance effects† Academy of Management Journal, 45:875-893 Carroll, G.R and Harrison, J.R (1998) â€Å"Organizational demography and culture: insights from a former model and simulation† Administrative Science Quarterly, vol. 43:637-667 Cascio, W.F (1998) â€Å"Managing Human Resources Productivity, Quality of Work Life, Profits†, McGraw Hill, Boston, MA Cox T Blake S. (1991) â€Å"Managing Cultural Diversity: Implications for Organizational Competitiveness† The Academy of Management Executive, August. Cox T (1991) â€Å"The multicultural organization† the academy of management executive, May Cummings J (2004), Work groups, structural diversity, and knowledge sharing in a global organization, Management Science, Vol. 50 pp.352 364. Cummings, J. N. Cross, R. (2003) â€Å"Structural Properties of Work Groups and their Consequences for Performance† Social Networks, Vol. 25 (3), 197-210. Dass, P Parker B (1999) â€Å"Strategies for managing human resource diversity: from resistance to learning† Academy of Management Executive, vol. 13: 68-80 Elsass, P.M Graves L.M (1997) â€Å"Demographic diversity in decision making groups: The experiences of women and people of colour† Academy of Management review, Vol 22: 946-973 Ely R.J Thomas D.A (2001) â€Å"Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes† Administrative Science Quarterly, vol 46: 229-273. Fiske, S. (1993) â€Å"Social Cognition and Social Perception† in Rozenwig M.R L.W Porter (Eds) Annual Review of Psychology, Vol. 44:155-194. Pato Alto, CA: Annual Reviews Inc. Friedman, R.A (1996) â€Å"Defining the scope and logic of minority and female network groups: can separation enhance integration?† Research in Personnel and Human Resource Management, vol. 14: 307-349 Fleury, 1999 Gaertner S.L, Dovidio, J.F, Banker B.S, Houlette, M, Johnson K.M and Mc Glynn, E.A (2000) â€Å"Reducing intergroup conflict: From super ordinate goals to categorization, recategorization and mutual differentiation† Group dynamics: Theory, Research and practise, Vol 4: 98-114. Hayes, E. (1999) â€Å"Winning at Diversity† Executive Excellence pp.9 Klein, K. J. Harrison, D. A. (2007) â€Å"On the diversity of diversity: Tidy logic, messier realities† Academic of Management Perspectives, 21(4): 26-33. Jackson, B.W, La Fasto, F, Schultz, H.G, Kelly, D (1992) â€Å"Diversity† Human Resource Management, vol 31,pp.21-34 Jackson, S.E, Joshi, A and Erhardt, N.L (2003) â€Å"Recent Research in Team and Organizational Diversity: SWOT analysis and Implications† Journal of Management, vol. 29, No. 6, pp.801-830. Jackson, S.E, May, K.E Whitney, K. (1995) â€Å"Under the dynamics of diversity in decision making teams† in Guzzo, A Salas, E. (Eds) Team effectiveness and decision making in organizations, pp. 204-261. San Francisco: Jossey-Bass. Jackson, S.E, Stone, V.K Alvarez, E.B (1993) â€Å"Socialization amidst diversity: impact of demographics on work team old timers and newcomers† Research in Organizational Behaviour, Vol. 15: 45-111. Jehn, K.A, Northcraft, G.B Neale, M.A (1999) â€Å"Why differences make a difference: a field study in diversity, conflict and performance in workgroups† Administrative Science Quarterly, vol.44, pp. 741-763. 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Sherlock Holmes :: English Literature

Sherlock Holmes What qualities are there in Conan Doyle's Sherlock Holmes stories which have sustained their popularity for so many years? Conan Doyle was among the first writers of detective stories and novels in England. The first novel recognised as a detective story was written in 1868, by Wilkie Collins entitled "The Moonstone". Later in 1870, the popular novelist Charles Dickens also tried his hand at writing a detective novel called "The Mystery of Edwin Drood". These early detective stories have not become as famous as Doyle's creation for a number of reasons, one of which is that when Doyle began writing his novels there was a greater demand in general for stories, as more people were becoming educated and were taught how to read. Consequently, when the stories about Holmes were published, there was a growing readership in England, greater than there had been in Dickens' and Collins' time. Furthermore, the fact that dialect was rarely used in any of the Sherlock Holmes stories, unlike other works of the time, made it easier for people to read and understand the content, particularly those who had only recently acquired the basic skill of reading. In addition, as the stories were originally published in the "Strand" magazine, this made them fairly accessible, and therefore they enjoyed a wider social readership. The stories were often shorter than those of other writers, and thus avoided unnecessary detail. Generally, the stories have a distinct and succinct plot structure and were supported by illustrations, which I suggest, played a part in the general success. Because the popularity of his detective stories increased rapidly, yet at the same time Doyle was becoming more and more uncomfortable with his character. He wanted, out of personal preference to devote greater time to other forms of writing. He decided that the best way to do this was to end the life of Sherlock Holmes with a dramatic story involving Holmes' worst enemy, Professor Moriarty. Doyle sent his famous detective and his enemy plunging to their deaths at the Reichenbach Falls in Switzerland. Doyle, however, had underestimated the popularity of his character, because when his followers read "The Adventure of the Final Problem" there was a public outcry over his action. He received many letters from infuriated readers and some men actually marched through London, wearing black crepe bands around their hats, indicating their remorse for the death of their favourite detective. It has been suggested that it was the popularity of Sherlock Holmes, which kept the "The Strand" magazine in business, and when Doyle's stories did not appear in it, there were fewer copies sold, showing the tremendous popularity of the detective.