Licensed Casino Gambling Essay

Individual effects: Is gambling generally harmful to the individual gambler?| Yes * Gambling is irrational and reckless and should, therefore, be regulated by the government. There may be the possibility of winning a big prize, but the overwhelming likelihood is that a gambler will lose money. This is ensured by the fact that Casinos are profit-minded organizations, and calculate their odds so that they will always make a profit. Because gamblers are always likely to lose and suffer as a result, the activity can be seen in many ways as an irrational engagement.Gambling attracts people with little money who are desperate for a windfall. These are the people who can least afford to lose money. They should be protected from the temptation to gamble.| NoContention that the general individual losses from gambling are justified by it being a fun and leisurely activity worth â€Å"paying† for: Gamblers know that, overall, they are likely to lose money. They gamble because it is a lei sure pursuit that they enjoy. There is nothing irrational about this. Some people get an enjoyable thrill from the remote possibility that they might win a huge prize – even if they lose, they enjoy the experience. Some forms of gambling are highly sociable. For example, many people go to bingo halls to spend time with friends. Society accepts people spending (â€Å"wasting†?) money on other leisure pursuits with no material benefits (e.g. cinema tickets, watching sport) – gambling should not be any different. It is patronizing to suggest that people, including those on low incomes, should not be able to choose how they spend their money. * Psychological benefits of gambling: Some argue that gambling offers psychological benefits. The psychological benefits may include: 1. A feeling of control (which some describe as God-like). 2. Confidence that extends from feelings of executive control in decision-making. 3. Benefits in the ability to psycho-analyze other peoples thoughts, and placing mone yed interests and incentives behind the results of such psycho-analysis.[1] 4. Total engagement and â€Å"peak experience†. â€Å"It provides the gambler with ‘peak experience,’ that godlike feeling when all of one’s physical and emotional senses are ‘go.'†[2] 5. The release from daily tension. 6. Feelings of exercising â€Å"‘the adventurer within us’ – that part of ourselves which lusts for change, the wooing of the unknown, change, danger, all that is new†¦It is part of what makes us human.†[3] 7. Feelings of engaging in a ubiquitous, historical human tradition. 8. Emotions of non-conformity and freedom. One source quoted a gambler who said, â€Å"All day long you do what them dumb bastard supervisors tell you. Don’t make no difference whether it makes sense or not. Sometimes you just gotta get out of line.†[4] * Gambling increases individual efficiency: Studies show that, contrary to popular belief, gambling is by and large beneficial to the gambler and increases rather than decreases his efficiency. It is beneficial in that it stimulates, offers hope, allows decision making, and, in many cases,| Crime effects: Does gambling cause an increase in various kinds of related criminal activities?| [][Edit]Yes * Casinos are often a ssociated with criminal activity. Drug dealers and prostitutes operate near casinos – they know that there are a large number of potential clients in the area. Casinos can therefore be devastating to neighborhoods.| [][Edit]No * People committing crimes should be prosecuted. The existence of criminals does not make nearby businesses (including casinos) immoral. It is perverse to punish people who just want to gamble (and not take drugs or use prostitutes) by taking away their chance to do so.| Bad industry? Are casinos an industry with bad merit? Is nothing of value produced by casinos?| Yes * Casinos don’t produce any â€Å"product†: Many contend that gambling is inappropriate because it does not generate any tangible product. One commentators says that gambling â€Å"is an ethereal substance–â€Å"a biological substance†Ã¢â‚¬â€œthat produces â€Å"highs†¦generated usually by anticipation.†[5]| No * Contention that casinos are involved in the entertainment business, and need not produce a tangible product: Gambling is a form of entertainment that is similar to many other forms of entertainment; the objective is merely to foster a desired emotional response from the audience. Movies, theater, fair-grounds, concerts, sporting-events, and casinos are all similar in that their primary function is to foster an environment of entertainment. That is their â€Å"product†, which need not be physical in order to be viewed as valuable.| Addiction: Is gambling commonly addictive, and would this be a reason for regulating it?| Yes * Gambling is addictive. Many people end up gambling to try to recover money they have already lost. This is known as ‘chasing losses’. It results in people staking more and more money, most of which they will lose. Gambling addicts often turn to crime to feed their addiction. Addiction is highly damaging to families, since gamblers will spend whatever money they can on gambling. People start to gamble without thinking that they will become addicted. Once they become addicted, it is too late. As with drugs, it is better to ban gambling to stop people getting started in the first place. * Analogy that gambling truly is like a drug, and should be treated as a controlled substance: * It is â€Å"drug-like† in the way that it dramatically utilizes human chemicals: William M. Th ompson, â€Å"Gambling: A Controlled Substance†, PBS Interview, 1994 – â€Å"Is the comparison of drugs and gambling unfair? Consider the words of Thomas R. O’Brien, formerly Director of Gaming Enforcement for the state of New Jersey. In 1984 he told a conference on gambling that the success of Atlantic City was tied to how well it sold its ‘only products.’ He then said: ‘That product is not entertainment or recreation or leisure. It’s really adrenaline: a biological substance capable of producing excitement–highs and generated usually by anticipation or expectation of a future event, especially when the outcome of that event is in doubt.’ According to chief regulator of the industry, gambling was not only a drug, but a mind-altering drug.† * The addictive and destructive nature of gambling is also drug-like:William M. Thompson, â€Å"Gambling: A Controlled Substance†, PBS Interview, 1994 – â€Å"Where governments do not prohibit, the majority can exercise self-control. Seventy-five percent gamble responsibly. They find it an entertaining diversion. But another 20 percent overindulge. They incur debts that impair abilities to support their families, unless they stop. Usually they can. Four percent cannot stop without intervention of others. Then there are the one-half to one percent (and these are conservative estimates) who fall into destructive behaviors when exposed to gambling. Families are destroyed, friendships broken, employment disrupted. Cycles of deception and crime lead to ruined lives–and in many cases, suicide.†| No * Contention that gambling is not physically addictive: Unlike drugs, gambling is not physically addictive. It is only psychologically addictive in some people. Only a small percentage of gamblers have an addiction. Many more get enjoyment from gambling without problems – why should these people suffer because a few others get addicted? The risks of gambling addiction are well known. People can make a conscious choice to start gambling, and are aware of the risks of addiction. Treatment programmes can address the problems of those who are addicted.| Economic harm? Do casinos casinos cause economic harm or provide very few economic benefits?| Yes * The long-term economic negatives outweigh the short-term economic gains: John Warren Kind, â€Å"The Business-Economic Impacts of Licensed Casino Gambling in West Virginia: Short-Term Gain but Long-Term Pain†, PBS, 1994 – â€Å"While the dollars invested in various legalized gambling projects and the jobs initially created are evident, the industry has been criticized for inflating the positive economic impacts and trivializing or ignoring the negative impacts (Goodman 1994). The industry’s tendency to focus on specialized factors provides a distorted view of the localized economic positives, while ignoring the strategic business-economic costs to the state as a whole (such as West Virginia) and to different regions of the United States (California Governor’s Office 1992, Kindt 1995). In 1994, all of the various experts who testified before the U.S. House of Representatives Committee on Small Business criticized the impacts that casino-style gambling activities inflict upon the criminal justice system, the social welfare, system, small businesses, and the economy (Congressional Hearing 1994). Utilizing legalized gambling activities as a strategy for economic development was thoroughly discredited during the hearing.† * The actual economic benefits of casinos are exaggerated. They generally only create low-paid jobs for local people; the casino companies usually bring in managers from elsewhere. * There are too many economic â€Å"exte rnalities† surrounding gambling, which nullify the benefits: * Crime – * Risky behavior – Compulsive gambling may foster poor, sometimes risky money-management habits. These habits may transfer over to other areas of the economy, where risky behaviors translate into a higher likelihood of loss in various markets. * Time consumption – Compulsive gambling often entails significant time consumption, which detracts from more productive ends. * Jobs could be created through many other industries that cause fewer moral and practical problems (e.g. theme parks). * Any economic benefits would not matter, if the industry is deemed immoral: * Estimated losses from compulsive gambling: William M. Thompson, â€Å"Gambling: A Controlled Substance†, PBS Interview, 1994 – â€Å"Conservative numbers suggest it costs society $13,000 per year for each compulsive gambler. The losses include treatment costs, lost productivity, criminal activity and judicial costs. Estimating that widespread gambling across America would create one million compulsive gamblers, the resulting annual economic loss would exceed $13 billion.†| No * Casinos cause money to be spent on transport infrastructure, which is very beneficial to economies: * Casinos help the tourism industry of a place: The jobs are not just in the casino itself. More jobs are created in hotels and other parts of the tourism industry. * Examples in which casinos have helped to regenerate many places that previously had considerable poverty and social problems: * Atlantic City. * New Jersey. * Legalized gambling on reservations is very important to Native American tribes: Anthony Pico, Chairman of the Viejas Indians, explains the benefits to his tribe of legalized gambling on his tribe’s reservation in a PBS interview.[6]| Social welfare effects: Are the charitable generations from gambling substantial, and can this go toward justifying their existence?| Yes * It is immoral for the state or charities to raise money by exploiting people’s stupidity and greed. * Gambling is regressive (this means that the poor pay a greater proportion of their income in tax than the rich). This is because poor people are more likely to gamble. Regressive taxation is deeply unfair. * â€Å"Legalized gambling activities act as a regressive tax on the poor† (Clotfelter and Cook 1989). Specifically, the legalization of various forms of gambling activities makes â€Å"poor people poorer† and can dramatically intensify many pre-existing social-welfare problems. Demographic analyses reveal that certain disadvantaged socioeconomic groups tend to gamble proportionately greater amounts of their overall income and marketing efforts, particularly by state lotteries, have allegedly been directed at these target groups.† – John Warren Kind, â€Å"The Business-Economic Impacts of Licensed Casino Gambling in West Virginia: Short-Term Gain but Long-Term Pain†, PBS, 1994 * Contention that education is harmed by gambling practices: Kind, PBS, 1994 – â€Å"Legalized gambling activities also negatively affect education– both philosophically and fiscally (Better Government Association 1992; Clotfelter and Cook 1989). Adherence to a philosophy of making a living via gambling activities not only abrogates the perceived need for an education, but also reinforces economically unproductive activities (and is statistically impossible since the ‘house’ always wins eventually). In states with legalized gambling activities which were initiated allegedly to bolster tax revenues to ‘education,’ the funding in ‘real dollars’ has almost uniformly decreased.†| No * Gambling is often used to raise money for the state or good causes. Charities use prize draws to raise funds:| Should online gambling be banned?| Yes * Internet gambling is especially dangerous. Someone can become addicted very easily – they don’t even need to leave their home. This also means that they are gambling in private. They may therefore be less reluctant to wager very large sums they cannot afford. It is very hard to know the identity of an online gambler – there have been several cases of people (including children) using stolen credit cards to gamble online. Online gambling may be hard to control but that is not a reason to try – making an activity more difficult to pursue will still reduce the number of those who take it up. It is not impossible to put effective deterrent steps in place, such as the recent US ban on American banks processing credit card payments to internet ].| No * It is impossible to stop online gambling. When it has been banned, people have just used sites based in other countries. It is better to legalize and regulate online gambling than to drive gamblers to poorly-regulated foreign operators. Regulation can reduce the problems identified by the proposition. For example, online gamblers can be required to give personal details when registering (e.g. occupation, income). If this information suggests they are spending more than they can afford, the company can block their credit card. In any case, most online gamblers do not get addicted. Why should they be denied an activity that they enjoy?|

Aphrodite of Melos

Greek artists tried to create ideal beauty. Statues were not made to represent real, living people, but they were carved to show how the human body should look like. The picture in front of you is a sculpture of Aphrodite of Melos (Venus de Milo, in Roman mythology). For hundreds of years, the statue remained buried in an underground cavern, where it had been damaged and discovered in two parts. It was in 1820 AD (anno domini) when a peasant named Yorgos found her body on the Aegean island of Melos. Later, the sculpture was taken out of Greece under unclear circumstances and was taken to the Louvre Museum in Paris, France where it was admired by the millions of visitor’s of the country. This sculpture is considered by many art historians to be the ideal of Hellenistic beauty. It was carved out of marble and stands approximately 205 cm (6 ft 10 in) high. By looking at her we think, not of wisdom, or force, or power, but just of beauty. She stands resting the weight of her body on one foot, and advancing the other on a bent knee. The posture causes the figure to sway slightly to one side, describing a fine curved line. The lower limbs are draped, but the upper part of the body is uncovered and in some mysterious way, the sculptor has imparted to the marble a seeming softness as of real flesh. The head is as exquisitely set as a flower on its stalk. The parted hair is drawn back in rippling waves over the low forehead. The eyes are not very wide open, having something of a dreamy languor (tiredness). Melting eyes† are indeed characteristic of Aphrodite, and an analytical critic has explained that this effect is produced in sculpture by a â€Å"slight elevation of the inner corner of the lower eyelid. † The nose is perfectly cut. The mouth and chin are molded in adorable curves. Many wise heads have been puzzled to know the position of the missing arms. A hand holding an apple was also found on Melos, and this may have been a part of the figure; if so, Aphrodite was represented as the goddess of the â€Å"apple island†. Some have thought that the goddess carried a shield, and others ave fancied her holding the traditional apple. There have also been many discussions as to the date of the work. Now if the statue had been made in the fifth century B. C. , the goddess would have been fully draped; if in the fourth century, entirely without drapery. Our sculptor then belonged to neither of these periods, and combined the characteristics of both. It is a fault on his part to have placed the drapery in an impossible position, whence in actual life it would immediately fall of its own weight. The beautiful body rising above the drapery reminds us of the myth of Aphrodite emerging from the sea foam. Aphrodite was thus born and arose on a large shell, which was then carried to land,). Her beauty is a union of strength and sweetness, a perfect embodiment of a nature at harmony with itself and its surroundings. Venus de Milo (Aphrodite of Melos), famous marble statue of Aphrodite found on the Greek island of Melos in 1820 and now in the Louvre Museum in Paris. Although it is of a grandiose style that recalls the Classical Period, the Venus de Milo is from the late Hellenistic Age. Beside it stood a herma (stone pillar) on which the arm of the goddess rested. On the base of the herma was inscribed the signature of an artist, Alexandros, or Agesandros, from Antioch on the Meander, and by this signature the work can be dated from 150 bc to 100 bc. A hand holding an apple was also found on Melos, and this may have been a part of the figure; if so, Aphrodite was represented as the goddess of the â€Å"apple island† (Greek melos, â€Å"apple†). The original on which the artist based his work was probably an Aphrodite of the 4th century bc, which showed the goddess holding the shield of Ares with both hands. In the Melos statue, however, Aphrodite may have held her garment in her (now lost) right hand.

Fraser Guidelines Essay

Gillick competence is a term originating in England and is used in medical law to decide whether a child (16 years or younger) is able to consent to his or her own medical treatment, without the need for parental permission or knowledge. The standard is based on a decision of the House of Lords in the case Gillick v West Norfolk and Wisbech Area Health Authority [1985] 3 All ER 402 (HL). The case is binding in England and Wales, and has been approved in Australia, Canada and New Zealand. Similar provision is made in Scotland by The Age of Legal Capacity (Scotland) Act 1991. In Northern Ireland, although separate legislation applies, the then Department of Health and Social Services Northern Ireland stated that there was no reason to suppose that the House of Lords’ decision would not be followed by the Northern Ireland Courts. Contents [hide] †¢1 The Gillick decision †¢2 Subsequent developments †¢3 Australian law †¢4 Confusion regarding Gillick competency †¢5 Fraser Guidelines 6 References †¢7 Link [edit] The Gillick decision The Gillick case involved a health departmental circular advising doctors on the contraception of minors (for this purpose, under sixteens). The circular stated that the prescription of contraception was a matter for the doctor’s discretion, and that they could be prescribed to under sixteens without parental consent. This matter was litigated because an activist, Mrs. Victoria Gillick (nee Gudgeon), r an an active campaign against the policy. Mrs Gillick, a mother of ten (five girls, five boys), sought a declaration that prescribing contraception was illegal because the doctor would commit an offence of encouraging sex with a minor, and that it would be treatment without consent as consent vested in the parent. The issue before the House of Lords was only whether the minor involved could give consent. ‘Consent’ here was considered in the broad sense of consent to battery or assault: in the absence of patient consent to treatment a doctor, even if well-intentioned, might be sued/charged. The House of Lords focussed on the issue of consent rather than a notion of ‘parental rights’ or parental powers. In fact, the court held that ‘parental rights’ did not exist, other than to safeguard the best interests of a minor. The majority held that in some circumstances a minor could consent to treatment, and that in these circumstances a parent had no power to veto treatment. Lord Scarman and Lord Fraser proposed slightly different tests (Lord Bridge agreed with both). Lord Scarman’s test is generally considered to be the test of ‘Gillick competency’. He required that a child could consent if they fully understood the medical treatment that is proposed: â€Å"As a matter of Law the parental right to determine whether or not their minor child below the age of sixteen will have medical treatment terminates if and when the child achieves sufficient understanding and intelligence to understand fully what is proposed. † Lord Scarman The ruling, holds particularly significant implications for the legal rights of minor children in England in that it is broader in scope than merely medical consent. It lays down that the authority of parents to make decisions for their minor children is not absolute, but diminishes with the child’s evolving maturity; except in situations that are regulated otherwise by statute, the right to make a decision on any particular matter concerning the child shifts from the parent to the child when the child reaches sufficient maturity to be capable of making up his or her own mind on the matter requiring decision. [edit] Subsequent developments The decisions in Re R and Re W (especially Lord Donaldson) contradict the Gillick decision somewhat. From these, and subsequent cases, it is suggested that although the parental right to veto treatment ends, parental powers do not ‘terminate’ as suggested by Lord Scarman in Gillick. However, these are only obiter statements and were made by a lower courts; therefore, they are not legally binding. However, the parens patriae jurisdiction of the court remains available allowing a court order to force treatment against a child’s (and parent’s) wishes. A child who is deemed â€Å"Gillick competent† is able to prevent their parents viewing their medical records. As such, medical staff will not make a disclosure of medical records of a child who s deemed â€Å"Gillick competent† unless consent is manifest. In most jurisdictions the parent of an emancipated minor does not have the ability to consent to therapy, regardless of the Gillick test. Typical positions of emancipation arise when the minor is married (R v D [1984] AC 778, 791) or in the military. The nature of the standard remains uncertain. The courts have so far declined invitations to define rigidly â€Å"Gillick competence† and the individual doctor is free to make a decision, consulting peers if this may be helpful, as to whether that child is â€Å"Gillick competent†. Australian law The Australian High Court gave specific and strong approval for the Gillick decision in ‘Marion’s Case’ 175 CLR 189. The Gillick competence doctrine is part of Australian law (see e. g. DoCS vY [1999] NSWSC 644). There is no express authority in Australia on Re R and Re W, so whether a parent’s right terminates is unclear. This lack of authority reflects that the reported cases have all involved minors who have been found to be incompetent, and that Australian courts will make decisions in the parens patriae jurisdiction regardless of Gillick competence. In South Australia and New South Wales legislation clarifies the common law, establishing a Gillick-esque standard of competence but preserving concurrent consent between parent and child for the ages 14–16. [edit] Confusion regarding Gillick competency On May 21 2009, confusion arose between Gillick competency, which identifies under-16s with the capacity to consent to their own treatment, and the Fraser guidelines, which are concerned only with contraception and focus on the desirability of parental involvement and the risks of unprotected sex in that area. A persistent rumour arose that Victoria Gillick disliked having her name associated with the assessment of children’s capacity, although a recent editorial in the BMJ debunks this idea, quoting Victoria Gillick as saying that she â€Å"has never suggested to anyone, publicly or privately, that [she] disliked being associated with the term ‘Gillick competent’ â€Å". [1] [edit] Fraser Guidelines It is lawful for doctors to provide contraceptive advice and treatment without parental consent providing certain criteria are met. These criteria, known as the Fraser Guidelines, were laid down by Lord Fraser in the House of Lords’ case and require the professional to be satisfied that: †¢the young person will understand the professional’s advice; †¢the young person cannot be persuaded to inform their parents; †¢the young person is likely to begin, or to continue having, sexual intercourse with or without contraceptive treatment; †¢unless the young person receives contraceptive treatment, their physical or mental health, or both, are likely to suffer; †¢the young person’s best interests require them to receive contraceptive advice or treatment with or without parental consent. Although these criteria specifically refer to contraception, the principles are deemed to apply to other treatments, including abortion. Although the judgement in the House of Lords referred specifically to doctors, it is considered to apply to other health professionals, including nurses. It may also be interpreted as covering youth workers and health promotion workers who may be giving contraceptive advice and condoms to young people under 16, but this has not been tested in court. If a person under the age of 18 refuses to consent to treatment, it is possible in some cases for their parents or the courts to overrule their decision. However, this right can be exercised only on the basis that the welfare of the young person is paramount. In this context, welfare does not simply mean their physical health. The psychological effect of having the decision overruled would have to be taken into account and would normally be an option only when the young person was thought likely to suffer â€Å"grave and irreversible mental or physical harm†. Usually, when a parent wants to overrule a young person’s decision to refuse treatment, health professionals will apply to the courts for a final decision. An interesting aside about the Fraser guidelines is that many regard Lord Scarman’s judgment as the leading judgment in the case, but because Lord Fraser’s judgment was shorter and set out in more specific terms – and in that sense more accessible to health and welfare professionals – it is his judgment that has been reproduced as containing the core principles.

Course work business law environment Essay Example | Topics and Well Written Essays - 2000 words

Course work business law environment - Essay Example The above legal forms of doing business offer different benefits, rights as well as obligations to the owners of such businesses and as such as one moves from one form of business to another, the extent and nature of the rights and obligations also change. For example, a sole proprietor is personally liable for all the liability of the business running by him and as such the personal property of the sole proprietor is therefore also subject to liquidation if business fails and files for bankruptcy. Similar, in partnership, the partners are subject to personal liability also however as one move up towards formation of a company either a private or a public, the nature and extent of liability start to change. The shareholders of the private and public limited companies are only liable to the extent of their individual shareholding within the business. It is also important to note that in public limited companies, the function of management and ownership are two separate functions i.e. owners and the managers of the business are separate from each other. This paper will prepare a written analysis of a problem which identifies relevant legal principles; identify remedies and obligations appropriate to the circumstances of a legal situation presented in the given question. From the facts provided in the question, it is clear that the apparent form of the business is a sole proprietorship with Ivor being the legal owner of the business and Andrew as the employee of the new business. Sole proprietorship is considered as the oldest and common form of business formation where an individual can form a business without going into too much detail about the legal consequences of the business formation. Typically a Sole Proprietorship is owned and managed by single person and unlike limited company; there is no separation between the ownership as well as the management of the business. This is also the most distinguished character of the

Human Trafficking in the Philippines Research Paper

Human Trafficking in the Philippines - Research Paper Example Human trafficking has since become a serious global problem since its impacts is being felt by almost every country worldwide. Philippine is among the top countries where human trafficking is at its top. Report indicates that Philippines acts as a source, destination and transit country for women, men and children who are trafficked and subjected to forced labor and sex among other forms of exploitations. Philippine women are trafficked throughout the different parts of Asia, after being deceived of decent job opportunities. The same applies to Philippine men and children who are increasingly being shipped to different parts of Asia (Castles and Miller, 1998). Estimates from ILO indicate that about 1 million Filipino women and men are shipped to foreign countries every year for work opportunities. The finding also found out that about 10 million Filipinos currently work and live abroad. Most of these Filipino migrants are subjected to conditions of forced labor, sex workers, or domes tic workers throughout Asia. Report indicates that most Filipino women employed as domestic workers abroad are subjected to all manner of atrocities and exploitation. The women are raped, battered, and sexually abuse. At the same time, Skilled Filipino immigrant workers such as doctors, accountants, engineers are also forced to work under voluntary servitude. Reports indicate that Filipino women are increasingly being trafficked as commercial sex workers in countries such as Singapore, Malaysia, South Korea, Hong Kong, Japan, and other Asian Countries (Gonzales, 2012). Opportunities available to "organize the crime" The high rate of human trafficking in Philippine has been catalyzed by a number of factors. Poverty and unemployment top the list as the key factors that offer the opportunity for the organization of the crime. Report indicates that Philippine is one of the poorest countries in Asia. The poverty level is particularly high in rural areas. The slow economic growth has also made it difficult for the government to create enough jobs for its over 92 million people. This means that many Filipinos are jobless. This has made the poor and jobless Filipinos vulnerable to illegal recruiters offering better prospects to poor Filipinos abroad. This has seen many Filipinos fall victim of the illegal recruiters who ship them abroad with the hope of getting greener pastures. However, a majority of the Filipinos who fall prey to the illegal recruiters end up in agony when they land in the foreign countries where they are exploited either as sex workers or forced labor (Arias, 2011). Philippine has also experienced successive civil strife like the one experienced in the southern part of the country. The civil strife increased poverty level in this area where polygamy is common thereby increasing the vulnerability of residents to trafficking. Report indicates that residents of southern Philippine violently displaced by the civil war were forced to migrate to other co untries as a way of looking for a place where they could improve their present situation. This offers a great opportunity for traffickers to offer their services. Such was also witnessed during the 2010 civil strife in the country, which left over 130,000 Filipinos displaced by the violence vulnerable for trafficking. This is because they were longing for a safer place where they could carry on with their businesses (Arias, 2011).

Chinese Aid in Africa Essay Example | Topics and Well Written Essays - 4000 words

Chinese Aid in Africa - Essay Example If nothing else, it is noteworthy that the two Asian giants are not so badly affected by the global economic downturn, unlike America which is still struggling to recover the 8 million jobs lost during the recession and undergoing a weak economic recovery. Without China and India, the world might have fared worse when the usual export markets of the United States and Europe are weak and cannot sustain demand for the worlds manufactured exports. Their domestic markets saved the day. Because of this increased role in the global economic arena, China and India have been under increased scrutiny from economists and politicians alike. There is increased discussion on how to harness these two giant economies to further global economic expansion despite its various differences in culture, strategic objectives, language and political environment. In the case of China, its history and culture are so vastly different from the West it has developed its own way of dealing with the new role and responsibility of suddenly being an economic and also military superpower. Although China and India are somewhat different from each other, it can be said their economic growth paths are not entirely unique (Kaplinsky & Messner 1). The impact of the two countries on the global political economy is largely due to their sheer size, both in terms of the economic output and population size. China alone accounts for nearly 20% portion of the entire human race while India accounts for 17%, as of the year 2004. It is quite interesting to see which country achieves first an economic miracle in terms of actual reduction in poverty levels. India had largely been self-sufficient as it was self-contained and started later than China in introducing free market and capitalist reforms (1992) while China had shed its socialist economic policies earlier (1979).  

Discuss the Definition and the source of christian theology , and how Essay - 1

Discuss the Definition and the source of christian theology , and how is systematic theology related to biblical theology and christian ethics - Essay Example Systematic theology’s exact beginnings are uncertain although Origen’s work, On First Principles, during the third century Greek Church, is one of the earliest works on it (Fiorenza, 2011, p.7). Systematic theology has continued to develop since this time, although it also has become the product of criticisms because of its ambiguous definitions, components and directions, among other reasons (Healy, 2009, p.25). This paper describes the definitions and elements of systematic theology, compares it with other branches of theology, discusses its effects on Christian ethics, explores its interrelationship of different doctrines, and understands how it can be applied through the decision-making process of believers. Theologians do not agree on an exact definition of systematic theology because of a number of reasons, such as shifting approaches to theology across time (Williams, 2006, p.199) and differences in perceptions of the importance of â€Å"systematic† as a biblical discipline (Healy, 2009, p.25), so the paper provides its definitions to show its scope and dynamic characteristics. Before defining â€Å"systematic theology,† this paper defines â€Å"theology† first. Theology basically pertains to the â€Å"the study or science of God† (Erickson, 1998, p.22). This definition is too simplistic, however, because God’s works and His relationship with His believers are also subjects of theology (Erickson, 1998, p.22). A comprehensive definition of theology is it is a: ..discipline which strives to give a coherent statement of the doctrines of the Christian faith, based primarily on the Scriptures, placed in the context of culture in general, worded in a contemporary idiom, and related to issues of life. (Erickson, 1998, p.22) The next to be discussed are the different meanings of systematic theology. Enns (2008) uses

Case study 2 Example | Topics and Well Written Essays - 250 words - 2

2 - Case Study Example The reason one experiences pain in the right upper quadrant is because of the position of the gallbladder, and what happens to the gall bladder whenever it is blocked by the gallstones. The gall bladder has the cystic duct through which bile flows into the duodenum. A blockade of this duct means that bile cannot pass through. It becomes concentrated in the gall bladder causing irritation and inflammation. This inflammation causes pain that radiates to the surrounding parts. This is why an individual with gallstones experiences pain in the right upper quadrant that may further extend to the back (Whitney & Pinna 565; Bluth & Benson 1). When one eats, more bile is produced from the liver, and this goes into the already inflamed gall bladder. The act of eating stimulates the gall bladder to contract and push the bile into the duodenum for the normal digestion process. Because of the existence of the gallstone on the cystic duct, the contraction causes pain (Crutchlow, Dudac, MacAvoy and Madara 213). If Martha gets lucky and the doctor finds out that the gallstones can be dislodged, they will pass through the duodenum. Here they can be dissolved using ursodeoxycholic acid, or can pass through the intestine (DeBruyne, Whitney & Pinna

Analysis of UK`s income tax provisions relating to antu-avoidance, tax Essay

Analysis of UK`s income tax provisions relating to antu-avoidance, tax planning and tax avoidance - Essay Example The Progressive taxation is said to minimise inequalities in the society as wealthier people has to pay more taxes as compared to less income group thereby offers some aid from the inadequate demand for consumption in capitalist’s economies. As per Keynes, progressive taxation helps to alleviate unemployment. For reaping the greatest benefits, the whole tax system of a nation should follow the progressive taxation system. USA is having highest progressive individual taxes like the federal income tax and death or estate duty .Besides; it is also having a number of regressive taxes like sales taxes levied by the majority of the states and excise duties imposed by the federal government1. A progressive tax system is a system where the average rate of tax increases as income soars. Thus, rich people have to pay heavy taxes whereas poor people have to pay less tax. The ability to pay is the main theme behind the progressive taxation. Thus, rich people are expected to contribute mor e to the national chequer for public spending. The ardent supporters of progressive taxation are of the view that such a tax system is equitable, and that helps to redistribute the income among the society to maintain the equilibrium. Lorenz was the first economist who found that there is a relationship between the cumulative size of income and cumulative size of income receiving components when they are organised in the ascending order of their income as early in 1905. This has been popularly known as the Lorenz curve which is being extensively employed to calculate inequalities of wealth and income in many nations around the world. Lorenz curve is being employed extensively for formulation of public policy. For instance, it can be demonstrated from the scrutiny of Lorenz curve that post-tax income is evenly allocated than that of pre-tax income if the mean rate of taxes soars with the level of income. Moreover, if the tax-income ratio stays constant, inflation does not alter the d istribution of post-tax revenue even if the tax function is altered or shifted every fiscal year. Lorenz curve is also being employed widely to assess poverty2. Progressive tax system also produces fiscal drag impacts and when a nation’s economy is developing rapidly and there are more citizens in work thereby earning salaries and wages and incomes seem to increase faster than prices of commodities thereby pushing citizens into the higher income-tax range and thereby enhancing the aggregate flow of tax income into government exchequers account. This can be explained as a partial automatic stabiliser for the economy as increasing tax receipts is being contributed from citizen’s disposal income. From the table given below, one can understand under the progressive tax system, the less income groups have contributed just ? 263 million by 2460 taxpayers whereas high-income group of just 8 people contributed ? 6,370 million to the UK’s exchequer. â€Å"Regressive Tax System† In the regressive tax system, the higher-income group of a country contributes the lesser share of taxes to the government and whereas poor people of a nation is taxed heavily at higher rates as compared to the higher-income group. Thus, regressive tax system can be said to be just contrary to the progressive t

Project Management Challenges Essay Example | Topics and Well Written Essays - 500 words

Project Management Challenges - Essay Example A project manager may have to perform extra hard in case of chains being spread across different parts of the world where different cultural values are in place. In a broadly segmented and international enterprises where the employees are appointed from different domains and locations, the factor of cultural context and other variables also becomes important with regard to the project manger’s tasks and duties. Cultural consideration is a subsequent challenge that comes along with the international Human Resource Management handling. Ensuring that the responsibilities are assigned to the people in the due manner without giving any one in the organization any compensation and leverage is also a core function of a project manager. The work so divided must be based on equal consideration and proportion and it must not put on employee under great stress in contrast to other enjoying relaxation from the decision making and responsibilities and duties fulfillment. The second most prevalent challenge that is faced by the software project managers in modern times is that of creating an actual relationship between the virtual world activities and the real world scenarios. Often the software project mangers suffer issues merging the two facets of the digital virtual world of software related projects. Too much virtual environment makes it easy to appear but in actual it gets further difficult to handle, co relating between the different variables and bringing them onto one table. In the real world businesses the tasks so performed are done so through the actual interactions and meetings. In the case of online multiple units spread out software enterprises that are connected online, it at times becomes a challenge taking them on board and gathering in a collective meeting. Hence the virtual nature of the applications, the softwares, the clients and stakeholders,

Small Business Owner Characteristics Essay Example | Topics and Well Written Essays - 500 words

Small Business Owner Characteristics - Essay Example If you would have listen to my investment advice years ago, maybe you wouldn’t be in this situation. You can look into a small business loan. There is something you can do about your non-existent business background. The first thing I would do is look up this website, http://www.sba.gov/starting_business/planning/basic.html. It is the United States Small Business Association website. They offer help in many different ranges, from business planning to small loans. Since your small business is already established, some of their services wouldn’t be helpful. They do have free online courses to help manage a small business. The Small Business Association should be able to help you not only with bookkeeping, but with business planning. Business planning is a must. It not only helps you define your profit and losses, it helps you market and achieve longtime goals. You can go this route, or if you don’t have time, you can hire a part time bookkeeper/manager. This will d ecrease from your profits. I believe you told me Hugo does his own books. If he can do his own books, manage and still find time to do machinist work, it should be possible for you to achieve as well. Small businesses fail because of the owner’s vision of his business, not what the business really does. You must go into this venture with your eyes wide open. A business owner has to be able to not only manage his staff critically, but his self as well. For example, if a job is going to put you into debt because of your need for perfection, you have to be able to turn that job down. You cannot let the machinist in you override your ability to manage this business. Hugo’s decision to take a small down payment and then take a percentage of the profit for the next fifteen years could be wise or very stupid. The Small Business Association website has a section on financing. You should check it out. If you take my advice and use this

World Religions Essay Example for Free

World Religions Essay The roles of women within the three major religious groups have changed throughout the years. Their beginnings; as-well-as, their current situation, have played an important part in how women are viewed within the Jewish, Christian, and Islamic communities. For this paper, I plan to examine what those roles were and how women in these faiths are now CEO’s, business owners, and important leaders within their respective communities. Roles of women within the Islamic faith vary from country-to-country. However, the roles of Islamic women are fairly standard and, in many countries, are open to interpretation based on how devoted they and their families are. The majority of Muslims live in more conservative countries, where women are required by law to be completely covered while in public or in the presence of men who are not family, or their husband. In these that require this of their women, those women are not allowed to work outside their homes. Their â€Å"job† is to maintain the household and tend to the children. In westernized countries, the burqua is seen as a symbol of repression for Islamic women. But for most of the women who live in the countries where it is required, they see the burqua as a means of protection for unwanted attention by the opposite sex. The â€Å"dress code† for these women have changed in ways that might not be apparent to the outsiders, but women now wear heels, brightly colored nail polish and other things that many westerners take for granted. Another change for conservative Muslim women, is the allowance of women to compete for their countries in athletic events such as the Olympics. They are still required to keep their legs covered, and are required to compete in their events wearing their head coverings and track suits. Conservative Muslim women are now allowed to walk around in public unaccompanied by a male, and they are slowing starting to enter the work force. Some Afghan women are even starting their own businesses outside their homes. In other Islamic countries where the laws concerning women aren’t as strict, women are attending public schools, universities, and raising up in the ranks of international corporations. The country of Jordan is one of these less strict countries. In an interview with Queen Noor al-Hussin of Jordan back in 1983, she states that Jordan was in the midst of a five-year development plan which emphasized the role of women in the development of a more modern Jordan. Islamic women all over the world have been given greater opportunities for education from primary up through the university levels. This increase in educational opportunities have led Islamic women to be able to serve in parliaments; such-as the Egyptian Parliament and even in the Egyptian cabinet. Islamic women has also been named director of national television stations, and even the Minister of Culture for Syria was a woman. It safe to say that Islamic countries, even those who are very traditional and conservative, are starting to realize that women are vital to their economy; as-well-as; vital to the needs of their own households. Within the next 20 years, Islamic women will no longer be forced to do anything they aren’t willing to do, nor suffer the harsh punishments that are dealt out when an Islamic woman wants to better herself. Furthermore, Islamic women in countries like Afghanistan, will continue to become heads of states, foreign dignitaries, business owners, and CEO’s, while maintaining their faith. Women’s roles within the Jewish communities have also changed. Women are and were, seen has being the heart of the home. Their role, according to Jewish law, was to be the primary vehicle of religious expression. Though for the most part, their role cannot be defined as simply that of mother, sister, or wife, but it assumes different forms as each women develops herself accordance with the general parameters of Jewish law and philosophy. Their roles have always been central and considered an asset to the Jewish communities, yet, they were limited and traditional and dominated their identities. In the more liberal synagogues, Jewish women now wear ritual garments and can read from the Torah, but at one time and even within the Orthodox Synagogues, women are forbidden to even hold a position of any meaningful leadership. However, a few years ago, a female was ordained as a Rabbi. This was a big step for Jewish women everywhere. It is now common in not only in a worship setting, but also, in a business setting for Jewish women; especially; women in the Orthodox Church, to hold jobs outside the home. Not long ago, Jewish women were not allowed to study the Torah, a right that was reserved for strictly the men. However, women are now starting their own Torah prayer groups which are being led by those same women. This, among other changes have caused heated debates within the Jewish world. In the future, not only will women in the more strict synagogues become leaders within their communities, but will also become future CEO’s, which currently, they are not allowed to do. One prime example is Gold Meir, the first Jewish Prime Minister of Israel from 1969 to 1974. If a Jewish woman can become Prime Minister, imagine what they could do, we could even have a Jewish woman as President of the United States. I saved Christianity for last. Christian women have had their own issues within the business world; however; since Christianity isn’t as strict as some of the other religions on what they considered to be the â€Å"proper† roles for women, their entrance into the business world was a bit easier. The roles of women within Christianity have changed. At one point, like in other religions, women were expected to take care of the household, their husbands and children. Their education wasn’t up to the same standards as men, and were not allowed to discuss anything that was considered to be â€Å"mans† talk. Colleges and Universities were open to only men; whereas; women went off to â€Å"finishing† schools where they learned how to be a â€Å"proper† hostess, etc. Things started to change at the turn of the 20th century. Women started to become doctors, lawyers, and owned and operated their own businesses. They went to college and were determined to be educated the same as men were. Just recently the tide has shifted and there are almost as many women in the corporate world has men. Some of those women even holding places of authority. Women will always have a place in the business world, regardless of their religion. Hopefully, those women who decide to go against the grain and become more than their communities feel they are, will help other women see their potential. Women may be able to manage a household, but there isn’t much of a difference between fighting children and fighting co-workers. They will and are using their â€Å"homemaker† skills in the business world and in the future, will led to better businesses, less ethical issues and a higher economy.

Organizational controls and structure in business

Organizational controls and structure in business Introduction Organizational structure can be defined as the formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals. (Jones, et al, 2010)  [i]   Organizational structure specifies: The firms formal reporting relationships, procedures, controls, and authority and decision-making processes; and, The work to be done and how to do it, given the firms strategy or strategies Developing an organizational structure that effectively supports the firms strategy is difficult, especially because of the uncertainty about the cause-effect relationship in the global economys rapidly changing and dynamic competitive environments.  [ii]   Organizational Controls Organization Control includes any process designed to assure that organization plans are carried out the way they were designed. Control in the organizational context can be classified as: 1. Strategic controls 2. Financial controls Strategic controls are largely subjective criteria intended to verify that the firm is using appropriate strategies for conditions in external environment and the companys competitive advantage.  [iii]  Strategic controls are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages) Financial controls, on the other hand, are largely objective criteria used to measure the firms performance against previously established quantitative standards.iii Financial controls have two criteria: Accounting-based measures include: Return on investment Return on assets Market-based measures include: Economic Value Added (EVA) Relative use of controls varies by type of strategy. Large diversified firms using a cost leadership strategy emphasize financial controls. Companies and business units using a differentiation strategy emphasize strategic controls. In relation with organizational structure, organizational controls are important to measure the effect caused by a change in the structure. Relationships between Strategy and Structure Strategy and structure have a reciprocal relationship. Structure flows from or follows the selection of the firms strategy but once in place, structure can influence current strategic actions as well as choices about future strategies. Evolutionary Patterns of Strategy and Organizational Structure The relationship between organizations strategy and structure was studied extensively by Alfred D. Chandler in his legendary book Strategy and Structure: Chapters in the History of the American Industrial Enterprise. According to Chandler (1962), firms grow in predictable patterns: First by volume Then by geography Then integration (vertical, horizontal) And finally through product/business diversification Chandler also says that a firms growth patterns determine its structural form. All organizations require some form of organizational structure to implement and manage their strategies. Firms frequently alter their structure as they grow in size and complexity. The three basic structure types are: Simple structure Functional structure Multidivisional structure (M-form) Global expansion structure The following figure explains the change in organizational structure with growth and strategy. D:Chap11graphicsMultidiv_fig 11.1.jpgD:Chap11graphicsFunctional_fig 11.1.jpgD:Chap11graphicsSimple_fig 11.1.jpg Efficient implementation of formulated strategy Efficient implementation of formulated strategy D:Chap11graphicsSalesHigher_fig 11.1.jpgD:Chap11graphicsSalesLower_fig 11.1.jpg Simple Structure A simple structure is where the owner-manager makes all the major decisions and monitors all activities while the staff serves as an extension of the managers supervisory authority. (C. Levicki, 1999). This type of a structure is matched with focus strategies and business-level strategies where firms commonly compete by offering a single product line in a single geographic market. Functional Structure A functional structure is a design that groups people together on the basis of their common expertise and experiences or because they use the same resources. (Jones, et al, 2010) Functional structure supports use of business-level strategies and some corporate-level strategies single or dominant business with low levels of diversification. Multi-divisional Structure The multi-divisional structure (M-form) consists of operating divsions, each representing a separate business or profit center in which the top corporate officer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Multi-divisional structure has three major benefits: Corporate officers are able to more accurately monitor the performance of each business, which simplifies the problem of control Facilitates comparisons between divisions, which improves the resource allocation process Stimulates managers of poorly performing divisions to look for ways of improving performance International Strategies and Worldwide Structures International strategies are becoming increasingly important for long-term competitive success in what continues to become a global economy. The following framework explains how organizations proper in a global economy: Global expansion strategies Global expansion strategies can be understood in terms of local responsiveness and geographical integration within the company. On the basis of these two parameters, four strategies of global expansion have been arrived at. These are: International strategy Multi-domestic strategy Global strategy Transnational strategy International Strategy In case of international strategy, firms decentralize all value-creation functions except for RD and marketing. Multi-domestic Strategy Multi-domestic strategy is oriented towards local responsiveness by decentralizing control to subsidiaries and divisions in each country. Global expansion Strategy Global expansion strategy is oriented towards cost reduction, with all the principal value-creation functions centralized at the lowest cost global location. Transnational Strategy In a transnational strategy some functions are centralized, while others are decentralized at the global location best suited to achieving these objectives. Transnational Global Expansion International integration Multi-domestic Strategy International Strategy Local Responsiveness An observation on structure and strategy The theory developed above is only a guideline to how organizations might structure themselves in their pursuit of growth and global expansion. However, these are not universal rules and many organizations have prospered in spite of structures completely out of sync with those discussed above. Organizations can also use structures which are a hybrid of those detailed above. This study analyses the cases of two organizations, ABB and Semco, which have used contrastingly different structures to implement their strategies. ABB File:ABB logo.svg Asea Brown Boveri (ABB) is seen by more and more global business leaders as the model of the way that organizations will have to operate to thrive in the 21st century-that is, streamlined in structure, rapid in transferring information, having employees who are highly empowered, committed to continuous learning, running world-class HRD programs, and team working and networking globally.  [1]   ABB became one of the most widely admired companies in the world, not because of its products, or its innovative technology, but because of its organizational structure. ABB prided itself on being an organization that its former CEO, Percy Barnevik, saw as being simultaneously global and local, big and small, centralized and decentralized. Formation of ABB: Merger of Asea Brown Boveri ABB was created by the merger in 1987-88 of two companies whose roots lie in the nineteenth century: Asea, founded in Sweden in 1890, and Brown Boveri, established in Switzerland in 1891. The two companies were among the surge of industrial enterprises established towards the end of the 19th century to provide equipment for the rapidly expanding electrical power industry, which involved generating, transmitting, and distributing power, and using it in industrial motors. The strategic commitment to the power industry and to a global strategy was demonstrated in a rapid series of alliances and acquisitions. These moves rapidly extended ABBs international reach into North America and Eastern Europe. The speed with which these acquisitions were integrated into ABB was attributed to the flexibility of its new organization design. Strategic Context ABBs largest business is producing and servicing the equipment for generating, transmitting, and distributing electrical power. The customers in this business are electric utilities around the world, many of which are state-owned or strongly state-regulated. Because national or local governments either directly own or indirectly control the utilities, they had a strong tendency to favor suppliers with a local manufacturing presence, both because local companies are contributing to the local economy and because they can be relied upon for servicing and replacement parts for the complex power systems, any breakdown of which can have enormous costs for local business and for the reputation of the utility. But they have also pressed suppliers to lower their prices and increase the lifetime of equipment, cutting profit margins for suppliers that are unable to achieve greater efficiency in production. ABB is also a world leader in rail transportation systems, such as locomotives, light rail vehicles, and signaling. Again, this is a business in which rail networks are state-owned or state-regulated and subject to the same somewhat contradictory pressures to manufacture locally and to be locally responsive to customers, while achieving efficiency through scale economies and cost savings. A third set of products in ABB is directed to a very different type of customer. Its building systems and industrial production systems are sold to industrial companies, whose concerns are much more focused on price. ABBs businesses require the company to be locally responsive and to maintain a credible local presence in each of its major markets, and simultaneously to be efficient and cost-competitive. Moreover, operating in 140 countries in a wide variety of product lines, many of which are closely related in the eyes of the customer, the company needs to have a high degree of intra-product and cross-product coordination if the company is to capture fully the benefits of its product diversity. However, it also needs to be able to respond quickly to customers and local problems, and to encourage its managers to take responsibility for their units. Organizational Design of ABB One of the first steps taken after the merger of Asea and Brown Boveri was announced in August 1987 was the creation of a task force of five top managers from each of the two companies to generate an organizational architecture for ABB. The task force had agreed on the principal features of the new organization. The structure was to be an international matrix of business and geography. The basic organizing principle was to create highly focused local companies reporting both to a worldwide business manager, who would be responsible for achieving efficiency in that product line and growing the business on a global scale, and to a country manager responsible for coordinating the various businesses within a particular country. In drawing up the shortlists for the high level managers, emphasis was placed on identifying flexible individuals who could cooperate in multi-cultural environments and for whom innovation, risk-taking and the ability to motivate others were almost second nature. One of the goals of the new design was to push accountability, decision-making, and the responsibility for action far down the organizational hierarchy. One of the first steps taken by the new top management was the radical reduction of the company headquarters. Within a few months, the headcount at corporate HQ in Zurich went from over 1,300 professional staff to just over 100. Another crucial step in the process was the design of a company-wide information system, called ABACUS (Asea Brown Boveri Accounting and Communication System).ABACUS collected monthly performance data from each unit, put it into a standard currency (US dollars), and transmitted the information to its main data processing center in Sweden, which compiled the data and passed it to the top managers at the Swiss headquarters and to the designated managers at each level of the company. The basic unit on which performance data are collected for ABACUS is the profit center, the smallest organizational unit in the new organization. Each month they report their performance data to the next highest level of the organization, the local operating company/Business Unit (BU) , which in turn put the data into the ABACUS system. The local operating company composed of two or more profit centers and focused on single business and market. ABBs strategy was to concentrate on radically reducing costs in each site, reducing throughput times, maximizing design and production flexibility, and focusing on local customer needs. The local operating company president had CEO responsibilities for his operations. However, the heads of the local operating companies report to two bosses one was the Business Area manager; the other was the country manager for the country in which the operating company was located. The Business Side of the Matrix: The Business Area The Business Area (BA) manager was responsible for the worldwide strategy and performance of a business.BA management tasks include coordinating technology development, deciding on transfer prices among local operating companies in the BA, transferring expertise within the BA, capturing economies of scale in purchasing, and, perhaps most important, allocation of markets and production to local operating companies. The fact that the BA manager was also the head of a local operating company increased his or her motivation to push responsibility and decision-making down to the local operating companies, on the basis of time pressure, if not personal management philosophy. In addition, they were supported by a BA Board, which assisted the BA manager in setting strategy, reviewing performance, and identifying and addressing key problem areas. The BA Manager selected the members of the Board, and membership varied considerably depending on the nature of the business. The BA Board was an international group, and usually met in a different location for each of its meetings over the course of a year. In addition to the BA Board, the BA had a number of functional councils that brought together key managers in a function for quarterly meetings to assess and exchange internal best practices and to identify and propose solutions for key problems in their area of expertise. For particular problems, the BA Board also formed task forces from among the high-potential younger managers in the BA. The BA manager received monthly reports through ABACUS on the performance of each of the profit centers and operating companies in the BA. The BA manager decided how to disseminate this kind of information across the local operating companies. One of the most important roles of the BA was the dissemination of best practice. Sharing information about performance and exposing managers to different ways of operating, through transfers and through travel help in achieving this. The combination of strict performance requirements with the resources for performance improvement was a powerful driver of change in ABB. The Business Segment The BA managers in turn reported to Business Segment Managers. Business segments were groupings of related BAs. Each segment was headed by a member of the Executive Committee, the highest-level organizational unit in the company. The Country Level The local operating company managers also reported to the country manager of the nation in which it is located. The country manager had profit-and-loss responsibilities for all ABB activities within that country. The country managers task was to realize the potential synergies across the various ABB local operating companies, to present a local face for major projects within that country, to provide the legal and political infrastructure for operations, to coordinate certain personnel development programs, and to make sure that the local political and social environment was understood and considered appropriately in business decisions. The country manager received monthly reports through ABACUS on the performance of each of the local operating companies in the country, and could use these data to identify common problems they faced. The heads of the local operating companies were supported in their contrasting duties to the country manager and the BA manager by a Steering Committee, with representatives from the national company, the BA, and other closely-related local operating companies in the same company. Performance evaluations of the president of the local operating companies were conducted by both the BA head and the country manager. Each share the same basic performance metrics, but each has somewhat different expectations. Managing the Matrix: The Top Management At the top of the company the two dimensions of the matrix met at the level of the Executive Committee, which was chaired by the CEO. The CEO chaired the Committee, and each of the ten Executive VPs had responsibility for one or more of the segments and countries. The extent of their individual responsibilities varied by the scope of their tasks. Each BA manager and each country manager reported directly to a member of the Executive Committee. With ABBs acquisitions, the individual responsibilities assigned to Executive Committee members changed over time, especially in terms of geographies. The major change was on geography: instead of having different members responsible for a portfolio of different national companies, geographic responsibilities were clustered into three regions: Europe, the Americas, and Asia Pacific. Each member was assigned either one of the four industrial segments or one of three geographical regions.The move to make the geography side of the matrix report to Committee members with regional rather than individual country responsibilities also reflected ABBs global strategy. Each Executive Committee member was involved in the annual planning process of each of the BAs and geographic units reporting to him. But as important were their collective responsibilities in charting the overall strategic direction for the company. Extensive communication in a company that operates in 140 countries required a common language, which in ABBs case was English. Communication also took place on a more individual level, between the Executive Committee and their direct reports, and even between the Executive Committee and the heads of the local operating companies. Executive Committee members had access to monthly performance data for all the operating companies, national companies, and business areas for which they were responsible. The ABACUS system provided rapid feedback on changes in the performance of any of these units, and the monthly data were routinely scrutinized carefully at the top of the company. Alignment: Developing the Global Manager One of the key challenges which faced ABB was developing managers who could work effectively in the demanding system. The development of the global managers who could occupy key positions in the Business Areas and at the top of the company on the Executive Committee was the most important task. The global managers should be capable of balancing the often contradictory pulls of being locally responsive and globally efficient, pushing decision-making and responsibility for action down while enforcing accountability and control, and simultaneously encouraging local operating companies to be entrepreneurial while making sure that ABB does not lose the competitive advantage of being a multi-business global company. Keeping this philosophy in mind, such people were developed through the training programs, experience on cross-national teams, and rotation across locations. One of the hallmarks of the cadre of global managers was that they spent a lot of their time travelling internationally. Region Business SegmentExecutive Committee Region Local Operating Company Profit Centers Ce Business Segment Figure 1. ABBs Organizational Structure from 1988-1998 (note: ABB has now moved on from a matrix organizational structure to a more customer-centric organizational structure). Learning from the ABB organizational structure and its impact on its strategy and performance ABBs example clearly shows the example of an organization which can successfully compete on a global level by being both locally responsive as well as paying attention to its global integration strategy. Each local operating company head was given the freedom to operate as the CEO of his business and was free to make his own decisions. By fixing dual responsibility, both to the country manager as well as to the product manager on a global level, ABB was successful in achieving its strategic aim of becoming the leader in the electrical systems and the power generation and distribution business. ABB successfully demonstrated how successful matrix organizations can be. Matrix organizations always had been an important theoretical concept but even other very large organizations with a global presence had failed in implementing it. Matrix organizations were widely touted to be as the organizations of the future in the 1970s and organizations such as Citibank and IBM tried to model their organizations around the matrix structures, but failed, as they found the model too complicated. In fact, ABB was the first company on a global level to implement the matrix organizational model so efficiently. Seeing the success of ABB, many organizations around the world also adopted the matrix structure successfully. The various performance indicators of ABB during the 1988-1996 period clearly showed that when the organizational structure is in sync with strategy of the organization and vice-versa, it results in achieving great results. ABB achieved the co-ordination of 210,000 employees, 310 business units and 5000 profit centers in 140 countries through the matrix structure. This demonstrated the crucial role of linking mechanisms in turning a complex kaleidoscope of grouping patterns into a smoothly functioning organization. ABB simultaneously achieved the goal of acting as a global powerhouse amassing resources know-how on a global scale and responding swiftly to meet the demand of local markets and customers. ABBs net income rose to $1.3 billion in 1996 and its stock price doubled between 1992 and 1996, reinforcing the choice of its organization structure. The SEMCO Model What makes the SEMCO model so interesting is that it for the first 20years it was in operation its structure and culture were autocratic and relied heavily on command and control management styles. However, for the last 20years it has been run democratically. SEMCO is a mode lf how companies who have not yet evolved into democratic cultures can make the transition with credible success. What is also unique about the SEMCO model of democratic organization is how effectively it works in Brazil-a country that is still developing, often unstable and known for economic boons and busts. One could reason that in highly unpredictable environment, command and control corporate structures are even more inadequate for dealing with a dynamic socio-economic climate. Perhaps this is why the SEMCOs adaptive model has been a highly effective model of company Introduction Semco a Brazilian company which manufactures over two thousand different products including industrial pumps, cooling towers etc. and also provides environmental and internet services, saw its revenues growing from $32 million in 1990 to $212 million in 2003.It achieved this growth rate in an economic environment characterized by staggering inflation, and chaotic national economic policy in Brazil. Between 1982 and 1998, Semcos productivity increased nearly sevenfold and profits rose fivefold. Semco was also one of the most sought after Brazilian companies as far as employment was concerned. Turnover among its 3,000 employees was about 1% during the period 1994 to 2004. Repeat customers accounted for around 80% of Semcos 2003 annual revenues. The culture at Semco was unique in the sense that there were no power-packed job titles; employees including top managers themselves did the photocopying, sent faxes, typed letters, and made and received phone calls. There were no executive din ing rooms, and parking was strictly first-come, first-served. Organizational profits were shared with the employees and the salaries were set by the employees themselves. Behind this maverick organization was Ricardo Semler (Semler), the CEO of the company who referred to himself as the Chief Enzyme Officer Wrote Semler, If you ask me to describe it in conventional business terms, Id have to admit I have no idea what business Semco is in. For years, I have resisted defining Semco for a simple reason: once you say what business youre in, you create boundaries for your employees, you restrict their thinking and give them a reason to ignore new opportunities. Semlers way of thinking resulted in an organisation which had no conventional structure, no organisational chart; no fixed CEO, no VPs, CFOs, COOs or CIOs. There was no long term strategic business plans, no career plans, no job descriptions or dress codes for the employees. Some of the important organisational decisions like relocating a unit or acquiring a company were taken on the basis of employees votes. History Semlers father, Antionio Curt Semler, an Austrian-born engineer, migrated to Argentina in1937. A visit to Brazil in 1952 prompted him to think about the prospects a vast, undeveloped country like Brazil presented. During this time, he was working on a centrifuge technology capable of separating oil from vegetables. With an urge to start his own business, he selected the city of Sao Paulo to start his venture, Semco, a contraction of Semler Co, in 1953. Soon after, he obtained a patent for his technology. Through the 1960s and 1970s, Semco was mainly a manufacturer of marine pumps. In the late1960s, ninety percent of the sales of Semco were to the Brazilian shipbuilding industry. Semco was a hierarchical organization with twelve layers of management. According to a Fortune article, Fear was the governing principle. Guards patrolled the factory floor, timed peoples trips to the bathroom, and frisked workers as they left the plant. Anyone unlucky enough to break a piece of equipment wo uld replace it out of his own pocket.According to Semler it was a company with a pyramidal structure and a rule for every contingency. Enter Semler In 1980, at the age of 21, Semler took over as the CEO of Semco. Semlers views on running the company were completely different from those of his father. He felt that the company in its existing form was too rigid. He wanted to replace the old way of doing business and planning with a participatory style of management. But the old guard at Semco was not open to this, with the result that Semler fired two thirds of the top management. Semler started out with a functional organizational structure at Semco. Under this structure, decision-making took a long time and each department took independent decisions that sometimes were not in the interests of other departments. Then, the company shifted to a matrix structure. But, unhappy with its effectiveness, Semler changed the structure of the organization once again. New Organization Structure: From Pyramid to circle Though the company worked on the principle of no Organization structure but it actually had was a very flexible organization structure in the form of 3 concentric circles and few triangles floated in it. The smaller innermost circle would include team of a dozen people the eqivalent of VPs and above Second circle would include the 7- 1o leaders of SEMCOs business units and be called partners. Last immense circles would hold virtually everyone else at Semco machine operators, cafeteria workers, janitors, salesman, security guards and so on. They will be called associates The triangles- They will be distributed around the big circle each enclosing a single person we would call a coordinator. These people would comprise the first crucial level of Management A the marketing,sales and production supervisors, the engineering and assembly area foreman, anyone who had a basic leadership role in our old system. Organizational Culture The replication of business units into smaller units as and when the need arose created units small enough to operate with a commonly shared set of values, philosophy and culture. The organization was bound together by the three interdependent core values: Employee Participation, Profit Sharing and Free Flow of Information. These three values stemmed from the belief that participation in design and implementation of work procedures would give employees control over their work; profit sharing would bring in a sense of ownership; and the availability of information as and when needed would help the employees understand to improve their work practices continuously Leadership and Change Management Semler can be credited with sustaining the radical changes at Semco. He nurtured changes that might have been viewed as taking away his power and authority. He created an empowered environment where employees could innovate continuously. An idea he generated would later permeate to the whole work force. For example, after seeing a company order file cabinets worth $50,000, which were meant only to keep documents which were hardly ever referred to, Semler said that every person in the company should clear his own file cabinets of documen

Reflection coaching

Reflection coaching Reflection is defined by Stenhouse 1975 p144 as ‘a capacity for autonomous professional self-development through systematic self-study. Discuss how a coach utilises reflective practise to enhance their coaching performance Reflection is used to improve coaching performance through a variety of ways. Kidman (2001: 50) describes reflection as â€Å"a particularly significant part of empowerment whereby coaches themselves take ownership of their learning and decision making†. The coach is therefore very active in gaining information which could be beneficial to them. Dewey (1919: 3) describes reflection as â€Å"turning a subject over in the mind and giving it a serious and consecutive consideration†. By analysing information repeatedly and seriously, in depth knowledge is gained from it. *(DANS)*Pollard (2002) believes that â€Å"‘Reflective teaching is applied in cyclical or spiralling process, in which teachers monitor, evaluate and revise their own practice continually.† By being dedicated in analysing oneself, analysing others is possible. A slightly different concept of reflection is introduced by Schon. The notion of, ‘reflection in action. Schon (1983; 50) â€Å"Athletes think about what they are doing, sometimes even while doing it†. Expanding on this Schon highlights phrases like, ‘Keep your wits about you and ‘thinking on your feet. Schons belief here is in game reflection is natural and beneficial. Gilbert and Trudel (2001) believe Schons idea as a â€Å"separate type of reflection†. They also offer a different type of reflection which they call â€Å"retrospective reflection-on-action† which is further described as â€Å"that which occurs outside the action-present†. Their belief is that coaches reflect on concerns in between practise sessions and that reflection â€Å"still occurs within the action-present, but not in the midst of activity†. So they firmly believe that reflection-on-action is totally different to reflection-in-action. Gilbert and Trudel (2001) consider reflection to utilise â€Å"a conceptual framework to understand how coaches draw on experience when learning to coach† Ghaye and Lillyman (2000) bring forward the idea that the core of reflection is carried out in a series of ‘frames. Role framing was the coaches role executed correct? Value framing examining if there was value-positions present? Temporal framing was the order of actions correct? Parallel process framing could the end result varied? Problem framing were problems noticed effectively? These frames provide a practical way of analysing sport practises. Reflective practise can provide an efficient apparatus for monitoring and assessment of athletes. Dewey (1916) who is considered heavily to be the ‘founder of reflection, gives three attributes which are needed in order to participate in reflective practise. Open-mindedness, described as â€Å"an active desire to listen to more sides than one, to give heed to facts from whatever source they come and to give full attention to alternative possibilities†. Whole-heartedness, which is being â€Å"absorbed in an interest†. Responsibility is also needed as consequences are accepted therefore â€Å"securing integrity in ones beliefs†. Deweys beliefs have stood strong for eighty years and still provide modern coaches with a basic outlook on what is needed to be an effective reflective coach. Methods of using reflective practise There are a few ways in which reflective practise is put into action. By using a variety of methods coaches can expand from the basics and look more in detail depending on the type of information that is required. Video analysis is one method used in order to aid reflective practise. A coach can record a session and therefore have exact details of what actions are taken. This allows for precise analysis in which athletes can also see themselves and what they could improve on. McKernan was a firm believer in video recording to aid coaching: ‘†¦might use a video recorder to trap teaching performance as evidence or ‘data to be analysed. More importantly, such a film becomes a critical documentary for reflecting on practice†¦research can be undertaken by reactive methods such as observers, questionnaires, interviews, dialogue journals or through such non-reactive techniques as case studies, field notes, logs, diaries anecdotal records, document analysis, shadow studies. McKernan (1996)(DANS) Using other coaches is one way reflective practise can be more reliable and efficient. Analysis speed is increased as more coaches can observe and acknowledge similar issues that arise and whilst opinions may be divided, an overview of general problems can be addressed more easily. This view is backed up by Gould, Giannani, Krane, Hodge (1990) â€Å"development of craft knowledge which can be fostered through the realms of practical experience and interaction with other coaches.† Using a cognitive based style, reflection can take place through demonstration. Coaches need to reflect on how demonstrations of skills are executed and the coach must ensure that when a learner is receiving a demonstration that it is of adequate quality for the athlete to learn and progress using reflection. Demonstrations Coaching points and ‘logs are a very basic and fundamental way of reflecting on a performer. By making key observations during a practise and after, a coach can identify the problem areas. The more experienced the coach the more this basic method is effective and less need for the more advanced methods. This kind of feedback is usually Benefits to using reflective practise â€Å"by reflecting on practise a coach may expose his or her perceptions and beliefs to evaluation, creating a heightened sense of self awareness, which in turn my lead to a certain openness to new ideas† (Hellison and Templin 1991: 9) Reflective practise can increase ability in perception and creativity. This is due to the self improvement the coach must make themselves but are rewarded through these attributes. These attributes could then be passed onto the learner and thus bridging a gap between coach and learner.(BOOK) (PDF)Anderson, Knowles and Gilbourne (2004) state that â€Å"reflective practice is the latest topical strategic method that could help sports coaches explore their decisions and experiences, aiding them to make sense of the situation and directly influence the learning process.† This is clear that reflective practise can be used in order to help sports coaches. It is also considered one of the more modern uses of coaching in order to achieve higher ability in a more demanding results driven environment. â€Å"Indeed, to maximise learning, critical reflection is the core difference between whether an individual repeats the same experience time and time again or learns from the experience in such a way that the individual is cognitively or affectively changed† (Boyde and Fales, 1983).(PDF) By using reflective practise Boyde and Fales suggest that there is a high chance of learning and developing skills rather than just repeating an experience with no eventual gain. They believe reflection is essential to this as without it there would be no way an individual would know if improvement took place or not. â€Å"if a coach takes the opportunity to understand the consequences, both positive and negative, of the decisions made during a training session, they are better able to rationalise their decisions when under pressure† (Kidman, 2001).(PDF) Kidman here links this in with Schons ‘refelction in action. This is necessary in high tempo environments and is vital in gaining a better decision making process. Whilst reflection is important before and during training or match environments, only ‘reflection in action can gain quick and often needed information to make decisions. â€Å"reflection is thought to have a potent role in helping to bridge the gap between education and knowledge that is generated through practice† (Ghaye Ghaye, 1998).(PDF) Making coaches acknowledge their achievements is possible via reflection as it is a conscious and active way of fortifying the positives and negatives of individual and group practise. Difficulties in using reflective practise Whilst there is lots of evidence to strengthen the idea that reflective coaching is a useful practise, there are certainly problems that need addressing and limitations which clearly show it is not a full proof method even when applied properly. Crum (1995) â€Å"If a practitioner holds a ‘training-of-the-physical view of coaching and believes his or her role is only to improve fitness and adopt a technical/utilitarian approach, then becoming a coach who reflects in depth is not going to be paramount†. Whilst reflective practise does have its place, it would seem that it is limited. Some areas such as social negotiation and mentality may be difficult to improve through reflection practise but in many environments that reflective practise is used these are vital skills. Playing in high tempo and contact sports require both of these skills in abundance and gaining it through the individual is the most logical approach but if reflective practise is used then the coach is providing the information and techniques which arent transferable to individuals in these areas. â€Å"As many coaches will testify, written reflection, usually in the form of ‘logs, are frequently sanitised to deliver what is deemed as being necessary knowledge, thus being corralled into conformity (Chesterfield, Jones, Mitchell, 2007), possibly stifling coach creativity.†(PDF) Whilst Hellison and Templin believe in reflection in opening creativity, the basic form of a ‘log could be evidence that reflection does hinder creativity. Conformity is compliance with what already exists, if coaches comply to current practises such as ‘logs then there is no space for new practises to be introduced and composed. (PDF)Johns (1995) argued that â€Å"reflective practice is profoundly difficult, and it is therefore necessary to have a detailed model that guides and supports coaches.† Reflection does require many skills and outside opinions to be useful. There is a certain amount of complexity that comes with reflecting before, during and after sessions. Gibbs six-staged cyclical model for example is a complex calculated formula designed to give detailed analysis and evaluation. Whilst this could be beneficial it is only useful to coaches with prior experience or high ability levels. So as a general overall practise reflection can be difficult. â€Å"Trust is a vital part of a reflective conversation and, according to Maister, Green, Galford (2002), trust is a two-way relationship where people can be honest and respect each others openness. Without a real trusting relationship with significant others (e.g. a tutor, mentor, supervisor, coach) personal reflections may stay ‘safe and predictable and the real issues may go unresolved.†(PDF) Social dynamic in any relationship is extremely important. The relationship between coach and athlete is as open to flux as every other relationship. Trust is vitally important and is open to change to high and low levels. If trust is broken then coach performance or athlete obedience could drop. Reflection here is then a problem if not enough trust is spread and responsibility fall onto other people to provide strength in connecting and creativity in avoiding playing the ‘safe option which could potentially break trust. Conclusion To conclude, I believe that reflection is a very useful practise for coaches to undertake in developing athletes. Reflection can take place before, during and after which makes it very flexible and adaptable to a variety of environments. The coach does however need a certain level of ability in order to reflect appropriately and constructively. Detail is paramount and a coach analysing a level too high above them will struggle using reflection. I personally believe that the best method of reflection is video analysis. I think this because it gives an exact recollection of technical display and thanks to modern technology is available at a wide range of levels. It is, however, important that a coach doesnt rely on one method such as video analysis. During a competition or quick based environment it may not be possible to use this method and therefore a variety of reflective methods should be learnt and applied by coaches. This will make them more rounded and adaptable to their environment. One thing that I found intriguing was the amount of reflection that the coach must put on themselves. This ‘self reflection is vital as if this isnt carried out coaches methods may stagnate or accurate analysis and therefore feedback for the athlete cannot be attained thus making the practise useless. coach needs adaptable refelective ability, depending on the athletes, age, gender, ability etc†¦.. To sum up †¦Ã¢â‚¬ ¦.states and defines refelction very clearly â€Å"†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†

W.B. Yeats Poetry Essay -- W.B. Yeats Poet Poem Essays

W.B. Yeats' Poetry Many literary critics have observed that over the course of W. B. Yeats’ poetic career, readers can perceive a distinct change in the style of his writing. Most notably, he appears to adopt a far more cynical tone in the poems he generated in the later half of his life than in his earlier pastoral works. This somewhat depressing trend is often attributed to the fact that he is simply becoming more conservative and pessimistic in his declining years, but in truth it represents a far more significant change in his life. Throughout Yeats’ career, the poet is constantly trying to determine exactly what inspires him; early on, in such poems as â€Å"The Lake Isle of Innisfree† and â€Å"The Wild Swans at Coole,† Yeats obviously looks towards nature to find his muse, thereby generating idyllic pastoral scenery that is reminiscent of the nature-based poetry of Wordsworth. However, his later works are darkened not by his own perspective, but by the fact that h e is no longer certain that nature is truly the fountain that he taps for inspiration. A number of his later poems, such as â€Å"Leda and the Swan† and â€Å"The Circus Animals’ Desertion,† employ symbolism and metaphor in order to reflect the author’s battle to find his true source. Yeats spends his career dealing with this conflict, and he eventually concludes that while nature itself may have been the source of the general ideas for many of his poems, the works themselves came to life only after he reached into the depths of his heart and sought the fuel of pure human emotions and experiences. Ultimately, he discovers that the only true inspiration comes from the trivial and mundane influences found in everyday life; the purest poetic inspiration is humanity itself. .. ...ho came before him. To accomplish this, he had to determine where to find inspiration beyond, and thereby stronger than, nature. He ultimately realizes that he was looking at this inspiration the entire time without actually seeing it. It does indeed lie â€Å"in the deep heart’s core,† where he finally discovers â€Å"the foul rag-and-bone shop of the heart.† Primary Sources M.H. Abrams et al, eds. The Norton Anthology of English Literature, 7th ed. NY: Norton, 2000. Pgs. 2092-2120. Secondary Sources Gayatri Chakravorty Spivak. â€Å"Principles of the Mind†: Continuity in Yeats’s Poetry. MLN, Vol. 83, No. 6, Comparative Literature. (Dec., 1968). David Ward. Yeats’s Conflicts With His Audience, 1897-1917. ELH, Vol. 49, No. 1. (Spring, 1982). Virginia Pruitt. Return from Byzantium: W.B. Yeats and â€Å"The Tower.† ELH, Vol. 47, No. 1. (Spring, 1980).