Monday, December 23, 2019

Star Trek Is Real - 1183 Words

Star Trek is Real?: An Analysis on the Moon Landing Conspiracy On September 08, 1966, Captain James T. Kirk set out on his 5 year long voyage in his starship, the Enterprise, with his crew-mates to go where no man has gone before. This isn’t history but the air date and the synopsis for the fictional TV show Star Trek, about a captain and his crew exploring the wonders the galaxy. A great and fictional TV series Star Trek was, it is more surprising that in just approximately 3 years after this date, the human race was able to accomplish this feat. The human race was able to go where no man has gone before, to the moon, the landing of Apollo 11 on July 1969. What was thought to be a fictional concept told in stories has now become reality. †¦ Or did it really happen?, a generally question that would asked by conspiracy theorist. Conspiracy theorist would argue that in fact it didn’t happen because it was too suspicious to be true. It could’ve been fabricated. Almost 40 years to present day, this conspiracy yet still remains. A matter evolving through time, its hard to say if this conspiracy is true due to it complexity, however its is still plausible to understand the context of this issue. Through examining specific cases of the american flag on the moon, the shadow cast on the moon, and the dangerous radiation exposure from the journey to the moon, we can understand about the conspiracy, what it is and how it came to be. The America Flag is a iconic symbol that representsShow MoreRelatedAdvantages Of Star Wars Movies1158 Words   |  5 Pagescasual watchers alike will argue about which frontier is superior: the Star Wars films, or the Star Trek television franchise. While the Star Wars movies are not bad, there are several reasons as to why the Star Trek series are better. From instances of technology, to plot, to character, even to cultural influence, I wholeheartedly believe that Star Trek is light years better than Star Wars. First released in 1977, the Star Wars movies are good, and that is all. At the time, the films were regardedRead MoreStar Trek And Star Wars1101 Words   |  5 Pagesscience fiction phenomena—Star Trek and Star Wars— appear to have the same basic creative foundations; both were designed to speak to Americans in need of social and moral guidance. George Lucas and Gene Roddenberry were responding to their own social times and acted upon the contemporary issues that faced America in the sixties and seventies.† -Lincoln Geraghty â€Å"Creating And Comparing Myth In Twentieth-Century Science Fiction: Star Trek and Star Wars.† Star Trek and Star Wars are science fictionRead More Gender Roles In Star Trek Next Generation Essay1704 Words   |  7 Pages nbsp;nbsp;nbsp;nbsp;nbsp;In 1966 a series called quot;Star Trekquot; was created. Its creator, Gene Roddenberry, did not create the show to be a science fiction series. The series was much deeper than that. It wasnt just about discovering new planets and civilizations. It was about controversial issues. Even though the series take place in the 23rd and 24th century the issues struck with the times and related current issues. Through each series, The Original, Next Generation, Deep SpaceRead MoreSci Fi (Science Fiction) and Fantasy Essay849 Words   |  4 Pagescannot embrace the wild and imaginative plot lines without the ability to think creatively. Sometimes the fantastical ideas presented in the books and shows are absorbed by these creative and inventive minds and applied to the real world. Gene Roddenberry, the creator of Star Trek once said, â€Å"Fo r me science fiction is a way of thinking, a way of logic that bypasses a lot of nonsense. It allows people to look directly at important subjects.† These genres are a way of looking at the world in a whole newRead MoreMy Favorite Incarnation Of Star Trek1072 Words   |  5 Pageshe or she journeys for us, carries us metaphorically into our darker side, [†¦] where the monsters inside of us take on terrifyingly real forms, where our deepest wishes sometimes are fulfilled.† (Leeming 203, 204). I’ve always been drawn to hero quests. One of my favorites is Star Trek, though it isn’t a typical hero quest. The stories of each incarnation of Star Trek are thought provoking explorations of the human psyche on both societal and individual levels, often taking on contemporary socialRead MoreMary Shelly s Frankenstein And The Hidden Self1662 Words   |  7 PagesTV show Star Trek knowledge is key to surviving. For example, the princess T’pring who was destined to have a romance with Mr. Spock knew that in order to get rid of Spock she would have to make him fight with Spock’s best friend known as captain James T. kirk possibly leading to Spock’s death and the princess staying with her true love forever after. Gender in Star Trek is the same like in no other classical TV show. As the males are usually the alfas and the females the Betas. In Star Trek, GenderRead MoreScience Fiction : Reality And Fiction1325 Words   |  6 PagesDeforest Kelley pl ayed Dr. McCoy in the classic science fiction TV Show Star Trek. Kelley’s favorite thing about playing a doctor on television was when people would tell him, that they became a doctor because of a fictional character he played. Fiction is a dream of â€Å"what could be†, a plan to outline in front of an audience saying over and over again, â€Å"This could be you, you can make this, you can be this.† The best example of this is in science fiction, as science fiction is known to predict futureRead MoreThe Star Trek Phenomenon1948 Words   |  8 PagesHistory of TV Star Trek The phenomenon that is Star Trek began on September 8, 1966 on NBC. From that night on, America would forever be different. At a point in time where the cowboys were falling from the small screen and science fiction was on the rise. However, there has and never been and will never another be a program as well known as Star Trek. The first time the show aired, it only saw 3 years before NBC canceled the show, and almost 20 years went past before it re-aired in its newRead MoreAnthropology On The Internet And Social Transaction Evolves802 Words   |  4 PagesAnthropology on the Internet I’d like to think online communities are just live-action communities on Adderall, bound by the same constraints but evolving at a breakneck pace. You see, on the internet every nook and cranny has its own culture. As in real life, the larger the community, the less peculiar the customs. This is both an advantage and a drawback. If small forum lend themselves to cliques, large ones lend themselves to atomization. I find the culture of the internet as fascinating as anyRead More Communicating With The It Department Essays1083 Words   |  5 Pagesnbsp;nbsp;nbsp;nbsp;nbsp;Communication among their peers is usually something like a script from a very poorly written science fiction book or technical manual. Nevertheless they can communicate with each other. Can they communicate with the average person in the real world? nbsp;nbsp;nbsp;nbsp;nbsp;Picture yourself managing a group of forty data processing people, all on a network feeding critical information to affiliates across the globe. At 3:00 p.m. one half of your network goes down and twenty of your

Sunday, December 15, 2019

American Government And Rights Free Essays

string(107) " the other branch could demand for other checks and balances, a sufficient evidence of property ownership\." The individual freedoms guaranteed by the First Amendment are widely regarded as essential to the maintenance of a democratic system. Specifically, the First Amendment states the â€Å"Congress shall make no law respecting an establishment of religion or prohibiting the free exercise thereof, or abridging the freedom of speech, or of the press, or the right of the people peaceably to assemble and to petition the government for a redress of grievances. The First Amendment freedoms protect the legitimacy of philosophical, political, and ethical pluralism. We will write a custom essay sample on American Government And Rights or any similar topic only for you Order Now The concept of pluralism entails tolerance of diversity in social, political, and religious points of view, that is, acknowledgement that different judgments on these subjects all have a right to be held and advocated. Karen O’Connor, author of the book American Government: Continuity and Change states that students must be able to understand how the American government was able to develop so that they can understand how the American government evolved over the years (O’Connor Sabato, 2009). This paper looks at the different issues in the area of civil liberties encompassing women’s rights, affirmative action, and suffrage, at the same time, maintaining that these constitute vested rights of a higher order than economic or social values because civil liberties constitute the essence of the democratic political process itself. Constraints of Congress over bureaucracy The power relationships between Congress, interest groups, judiciary and bureaucracy were discussed in Chapter 12 of Politics in America by Thomas Dye, Tucker Gibson and Clay Robison. He outlined several checks employed by Congress in terms of the bureaucracy that include its function in confirming appointments, conducting committee hearings on programs in the implementation and formulation phases, oversight functions which come in the form of congressional inquiries on the operations of the civil services and more importantly Congress use of the power of the purse or its discretion on the allocation of appropriations in checking the bureaucracy. Other constraints of Congress over the bureaucracy is manifested in statutes that include â€Å"The Administrative Procedures Act of 1946† (APA) which mandates government instrumentalities to place proposed rules in the Federal Register, solicit comments, and hold hearings. In addition, the Freedom of Information Act of 1966 (FOIA) provides citizens a formal route for compelling agencies to give out information, with some broad exceptions. Interest groups serve as lobbying agents of bureaucracy and act as watchdogs of society for erring bureaucrats. Interest groups are called upon for their policy recommendations in congress and bureaucracy. The judiciary deliberates on cases dealing with alleged overstepping of authority and they can issue injunctions on programs of a particular government agency. Under the system, several safety nets were instituted to mitigate potential abuses by the bureaucracy as stated in the Constitution. Reforms in the bureaucracy will succeed when it is implemented in a sustainable manner and with a good dose of political will. The latter is based on prioritizing the needs of the majority and that which is geared towards the common good. It is imperative that government officials regard themselves as public servants and not politicians; in this context they are transcending a myopic perception of their responsibility because they are primarily considering their constituents’ interest above anyone and anything else. The U. S. Constitution The U. S. Constitution has adopted an expanded meaning of the U. S. Constitution’s Fourteenth Amendment to incorporate progressively more of the guarantees in the federal Bill of Rights. The Bill of Rights limits the national government’s criminal law and trial procedures only in federal courts. Most crimes, however, are violations of state law, and most criminal trials are resolved at that level. It is only through the ambiguous phrase of the Fourteenth Amendment that â€Å"no State shall deny any person life, liberty or property without due process of law†¦Ã¢â‚¬  that the U. S. Constitution imposes any restriction on state criminal procedures. The Constitution creates factions among the three branches though the separation of powers. A faction running Congress may face a rival in control of the presidency and the executive branch. Controlling both might face a truculent judicial branch of holdovers from an earlier regime. The separation of powers and checks and balances assure that no one group will be able to dominate the national government. Conflicts or possible corroboration for dominance comes with the encroachment by one branch to another or with duplication of functions. The Constitution established a structure that the mutual relation by all the branches would keep them in their proper places. (Madison, The Federalist 51, Cigler, 1998 ). The creation of three different branches chosen in different ways at different times ensures that policy will be made through bargaining and compromise. Regardless of the separation embodied in the Constitution, the different branches will actually share powers. The checks and balances set up very little dependence between the branches. The permanent tenure of appointments in the Judiciary reinforces its independence from the other branches. The Constitution provides the deviation in the principle of equality to fortify the judiciary. It also admitted the weaker one posing threats or committing encroachments to other branches among the three. The lifetime term of magistrates destroys any possible dependence to the conferring authority. (Madison, The Federalist 51, Cigler 1998). The division into different departments of the legislature chosen in different ways and with different principles of action ensures a level playing field with the executive. Conflicts were expected to occur from time to time between the legislative and the executive. The division in the legislature is to balance the weight of its authority and fortify the executive’s (Madison, The Federalist 51, Cigler 1998). The separation of powers impedes the influence of those who have less by ensuring that if this group gains access to one branch, that branch will be checked by another branch. The Constitution provides that â€Å"influence to government should be proportionate to property (Hofstadter, The Founding Fathers: an Age of Realism, Cigler 1998). † If small landowners succeed in getting support from one branch, the other branch could demand for other checks and balances, a sufficient evidence of property ownership. You read "American Government And Rights" in category "Papers" Election policy The Constitution’s election policy ensures that the working class and others who have less, uniting as a majority, could not gain influence in the government. The Philadelphia Enterprise had no intention of extending liberties to those without properties (Hofstadter, The Founding Fathers: an Age of Realism, Cigler 1998). Only white males â€Å"with property and principle† were allowed to vote. The Constitution staggers elections to bring into the national government new issues as they arise over time. The necessary actions that often include bargaining and compromise have been addressed prior to elective officials seeking of new mandate. The staggering of elections makes it impossible for the masses to quickly and easily influence the government. The right to vote was not provided by the Constitution. The Convention was not interested to extend liberty to the ‘men without property in principle’ back home. The people they meant were in â€Å"consent of the people† (Hofstadter, The Founding Fathers: an Age of Realism, Cigler 1998) as the foundation of the government were actually the small landowners – men with small properties who were categorized as stakeholders proportionate to their assets. The hard truth is, not just suffrage but all other rights were not mentioned and defined in the Constitution. According to statistics, only 54%, an alarmingly low number, of eligible voters cast their ballots in the last four decades of presidential election (Carleton, n. d. ). Apparent civilian apathy is happening especially among those from the low-income bracket and those belonging within the age bracket of 18-25 years old. Why don’t these people vote? The numbers of reasons cited are: â€Å"They feel ignored by politicians; they feel their vote doesn’t really count; and they say that they don’t get the kind of information they need to make an informed decision (Clinton, 2000). I will state three reasons why the people of America should vote: it is our privilege; it is our right; and it is a hallmark of our culture of representative democracy. Voting is a privilege because it is not everybody’s birthright to participate in the selection of a country’s leaders. Suffrage is being mandated by the laws of the land and conferred among its people; it can be constrained to some areas or to some part of the population. In fact in our history, this right is used to be reserved to the wealthy, white males of society. Thus, let us not forget that Martin Luther King Jr. marched from Selma to Montgomery Alabama, magnifying the voting issues, which led to the Voting Rights Act of 1965. There were also the women suffrage fighters who suffered persecution and loathe until the Nineteenth Amendment to the Constitution has been ratified. In come countries, like Afghanistan, electorates will walk for days before reaching their precinct, some would even line up for hours in order to cast their votes. More than two centuries ago, our founding fathers wrote the Declaration of Independence setting us free from the British rule. â€Å"Governments are instituted among Men, deriving their just power from the consent of the government. † These are the words written and immortalized by the Thomas Jefferson, a former president and one of the founding fathers. The phrase â€Å"consent of the governed† marked the cornerstone of our democracy. When we vote, we acknowledgement the principles by which our sovereign state adheres to – we are demonstrating to the world that we live in a free nation and are proud of it. Women’s right movement In the aftermath of suffrage, white women’s racial attitudes ranged from intolerance to neglect to engagement. At one extreme, the resurgent Ku Klux Klan established a Women’s KKK, which in 1924 claimed a membership of a quarter million. More typical was the dismissal of race by younger radicals such as Alice Paul, the charismatic leader of the self-identified feminists, who had helped revive the U. S. suffrage movement. Borrowing the militant tactics of the British suffragettes, they had chained themselves to the White House fence and survived hunger strikes in jail. This refusal to acknowledge racism recurred in the anti-Semitism of the women’s movement. Like African Americans, Jewish women had formed their own clubs in response to exclusion from white Christian organizations. Although Jewish women supported suffrage more often than other groups, the suffrage movement had ignored their cultural life when it scheduled conventions and parades on the Jewish Sabbath. Voting is an obligation because it is a direct participation to determine the welfare of the nation. During Elections, every voter is a statesman, carrying a personal responsibility of choosing the best persons to run the country. â€Å"It is the most powerful tool that we have . . . vote does everything . . . It wins wars. It loses wars. † say country artist Ronnie Dunn (Barbieri, n. d. ). The women’s right movement during the Progressive Era was concerned with women suffrage. In the 1800s women were becoming more educated, their roles were slowly shifting as society gradually adjusted to intellectual women who knew politics and other concerns previously under the male’s domain. This awakening period made most of these educated women question the norms, especially their lack of stand during elections. The movement at this time was focused on the right to vote, as the fighters believe that winning suffrage will just be the beginning of other women’s right in the society. It was also a struggle to prove that women can be just as good as men. In the 1960s, however, women’s right movements cover a broader scope. It was also called the liberation movement. Liberation in a sense that women were deemed as caged by the rules set by society. Gaining suffrage is not enough when a woman’s full potential as an individual is not met. Before the 1960s, women could not pursue a career, nor venture into affairs that were considered unfashionable for a lady, such as politics and business. Her main concern is the home, taking care of the family and always exuding that feminine grace and aura. The leaders of the movements rebelled against this painted picture of the woman, insisting that they have far greater substance to be considered as mere â€Å"beauty objects† and â€Å"sex objects† (Sawhney). At this time, the enlightened woman welcomed the arrival of the contraceptive pill, legalization of abortion and career life without the feeling of guilt. Male chauvinism was also deeply criticized. Affirmative Action There is perhaps a need to establish goals in affirmative action plans on that basis. It would be good to note that our organization undertakes recruitment efforts to ensure that underutilized minorities and women are represented in the applicant pool. The proper equal employment opportunity is the core concept that harmonizes the diversity and Affirmative Action efforts. It is a fact that management acknowledges that everyone must have that equal access to employment opportunities. It has been our long standing goal to prohibit discrimination based on different characteristics. If there are Affirmative Action policies, then the company can have clear guidelines on how this would best be implemented. We need to take concrete steps that are taken not only to eliminate employment discrimination but also to attempt to redress the effects of past discrimination. Indeed, the underlying motive for affirmative action is the principle of equal opportunity, which holds that all persons with equal abilities should have equal opportunities. Affirmative action programs differ widely to the extent to which they attempt to overturn discrimination (Encyclopedia of Small Business, p. 1). Some programs might simply institute reviews of the hiring process for women, minorities, and other affected groups. Other affirmative action programs might explicitly prefer members of affected groups. In such programs, minimum job requirements are used to create a pool of qualified applicants from which members of affected groups are given preference. Affirmative action affects small businesses in two main ways. First, it prevents businesses with 15 or more employees from discriminating on the basis of race, color, sex, religion, national origin, and physical capability in practices relating to hiring, compensating, promoting, training, and firing employees. Second, it allows the state and federal governments to favor women-owned and minority-owned businesses when awarding contracts, and to reject bids from businesses that do not make good faith efforts to include minority-owned businesses among their subcontractors (para 2). The interpretation and implementation of affirmative action has been contested since its origins in the 1960s. A central issue of contention was the definition of discriminatory employment practices. The discriminatory employment practices as listed by the Department of Administration and Equal Opportunity (p. 1) include: gender identity, sexual orientation, race discrimination, sex discrimination, sexual harassment, religious discrimination, national origin discrimination, disability discrimination, and retaliation. As the interpretation of positive discrimination evolved, employment practices that were not intentionally discriminatory but that nevertheless had a â€Å"disparate impact† on affected groups were considered a violation of affirmative action regulations (Encyclopedia of Small Business, section 2). Another central issue was whether members of affected groups could receive preferential treatment and, if so, the means by which they could be preferred. This issue is sometimes referred to as the debate over quotas. Nevertheless, even if people say that minorities now use Affirmative Action as a means to get promotions that they do not deserve, still, management can be more meticulous in taking all aspects into consideration. Everything being equal, people must not be rewarded because they fall into a certain class of people. That is not the original purpose of Affirmative Action. Conclusion Currently, the United States is the most powerful nation on earth. It wields great influence in the international scene as no other country can and this emerges because of the country’s wealth as well as its strategic global alliances. The government projects an image of international sentinel against the â€Å"bad boys,† the terrorist and the extremists. It also assumes within its control the task of defending the underdog against the supposed bullies, which are the nations ruled by tyrants or those that coddles communists and terrorists. One hundred years ago, the United States was just an emerging super power, while enjoying the growing wealth from its industrialist economy. As expected, there is a huge difference between the United States’ international standing in 1906 and today. As the US gains more wealth, it also earns more voice and authority in international affairs. References Affirmative Action. Encyclopedia of Small Business. Retrieved Feb. 2, 2009 at: http://www. answers. com/topic/affirmative-action Barbieri, B. Country Artists Stress the Importance of Voting. Retrieved Feb. 2, 2009 at: http://www. cmt. com/artists/news/1493277/10292004/dodd_deryl. jhtml Clinton, H. R. (2000). Talking it Over. Retrieved Feb. 2, 2009 at: http://clinton4. nara. gov/WH/EOP/First_Lady/html/columns/2000/Tue_Nov_14_185710_2000. html. Dye, T. Tucker G. Jr. and Robison, C. Politics in America Fifth Edition. Pearson Prentice Hall. www. prenticehall. com Hofstadter, R. (1998) The Founding Fathers: An age of Realism, Cigler p. 9. American Politics: Classic and Contemporary Readings. Houghton Mifflin Company 1998. Madison, J. (1998). The Federalist No. 10, Cigler. American Politics: Classic and Contemporary Readings. Houghton Mifflin Company. O’Connor, K. Sabato, L. (2005). American Government: Continuity and Change, Longman; 8 edition (March 4, 2005) Sawhney, V. The Women’s Liberation Movement in the 1960s. Retrieved Feb. 2, 2009 at: http://www. cwluherstory. com/GrrlSmarts/sawhney. html The United States, 1904-1914. Retrieved Feb. 2, 2009 at: http://cnparm. home. texas. net/ Nat/USA/USA01. html The Offensiveness of Affirmative Action. Retrieved Feb. 2, 2009 at: http://www. mypalal. com/aboutalan/affirmativeActionOffensive. htm . How to cite American Government And Rights, Papers

Saturday, December 7, 2019

Free Sample on Multinational Enterprises and the Global Economy

Question: Discuss about the Multinational Enterprises and Global Economy. Answer: Introduction: It is evident that organization, in order to attain profit-making opportunities, desires to go international and adopts several tactics that can provide them a competitive advantage. Dunning and Lundan (2008) depicts that in the international markets, organization possess an intention for increased scale of production and hence sell their products/services at lower cost. This is the strategy used by Bharti Airtel. They expanded their business through the low-cost model and targeted other emerging nations for more sales of their services. Moreover, Meyer (2008) portrays that Airtel had started internationalizing into neighboring markets and acquired resources and companies. In this way, the companies that are not successfully established in the community help in the expansion of their business across the world. Taken for instance, Bharti Airtel acquired Zain Africa that is the leading telecom service provider in Africa and operating in 18 countries. Moreover, they also acquired stakes of Bangladeshs Warid Telecom International (Rugman, 2016). This organization is a subsidy of the UAEs Dhabi Group. These frequent acquisitions result in internationalization of the Bharti Airtel Group. Hennart (2012) also mentions that beforehand, people of Europe and the USA are less aware of these subsidiaries telecom organization but Airtel makes people knowledge regarding these small firms. The quality of the services that is provided by the Bharti Airtel to all their customers is same as they adapt a similar strategy for all their users. This represents that they adopt a geocentric approach for internationalization. Other firms like HSBS and Vodafone adopts the similar tactic of acquisition. Dunning and Lundan (2008) defines that the Asian financial institution that is HSBS Bank acquired the Europes leading bank Midland Bank and now expanded their business internationally through whole and partial equity investment in other banks. Moreover, Archetypon S.A. is a successful European SME do not acquire leading organization but collaborates with other IT companies so that they can offer their services to another county (Teece, 2014). This country has adopted an ethnocentric approach that possesses home countrys perspective without cultural adoption and became an international leader in Software Globalization and Multi-Language translation. Thus, it can be seen that instead of acquiring other companies, European MNE's prefer to attain internationalization by improvising their services. Uniqueness of Bharti Airtels model to the emerging MNEs Lebedev et al. (2015) stated that the uniqueness of the Bharti Airtel lies in entering into other emerging markets. The primary benefit that they receive is they can get benefit from the resources and capabilities of the emerging countries. Those countries seek for an opportunity and their service expansion thus, in most of the cases they merged with leading organization like Bharti Airtel. Reddy et al. (2016) also depict that, Airtel also share their stake with other telecom industries like they did with SingTel, Singapore and Warburg Pincus for better industrial growth. This diverse collaboration is the unique approach that other continents MNEs does not follow. In addition to that, Bharti Airtels model is considered as a unique model for telecom and effective for all the emerging markets such as India and China. In most of the countries, Airtel has established itself as a dominant player with the help of its innovative business methods and powerful brand (Hennart, 2012). Most of t he organization in the same industry is trying to get hold of Indian markets, while Airtel is trying to put more focus on foreign markets. Management of the organization realized that its extensive experience that they gathered from Indian markets along with its unique business model would help to tap the opportunity provided by other emerging markets. As a result, Airtel claimed Zain Group's telecom business in more than 10 African countries (Etemad, 2013). It gave the organization a good start in the African continent. Some major factors of Airtels foreign business model are mentioned below. The company is dedicated to understanding the significance of business method innovation and strategic partnership. Management of the company has always appreciated the role of tailoring strategy as it can help to fit into a specific business atmosphere. Rugman (2016) mentioned that RD team of the organization quickly understood and implemented cross-country differences in cultural, demographic and market conditions. Airtel always invested heavily in figuring out the ways through which a business can be successful in foreign markets (Reddy et al. 2016). Another unique model of Airtel is "minute factory model" that they used in Bangladesh after acquiring Warid Telecom (Khan, 2012). Airtel's international corporate level strategies in all other places are hereby mentioned below. Cost responsive Airtels domestic pricing model varies from country to country as well as state to state. It also depends on the demands of the customer segment and demographical segment (Rugman, 2016). Local responsiveness Meyer (2008) stated that Airtels management entirely depends on the demands of consumers and delivers solutions to consumers according to their requirements. Management of the organization addresses the local responsiveness with utmost importance. Creating of value through diversification Management of Airtel always tries to find value via diversification by moving across businesses that are both operationally and corporately connected (Khan, 2012). High sharing of important resources and major cost reduction are two significant strategies of Airtel in their business model. Implications of the rise of emerging economy MNEs such as BhartiAirtel for globalization Some of the factors that influence the brand recognition to develop across the world are its primary motive for attaining profit-making opportunities and competitive advantage. This primary can be achieved by changing the international environment. Reddy et al. (2016) in this context states that this expansion of the business can be easily occurred by reducing the trade barriers and developing the organizational performance. Several organization like retails companies or manufacturing companies also adopts the modern technology of computerization to reach customers across the globe irrespective of the fact that they do not have any physical store in that country (Meyer, 2008). Moreover, an organization like Bharti Airtel looks for the opportunity to access resources of the other nation and that is obtained by acquiring other organization in the same field of the emerging nations. Rugman (2016) stated that companies also reduce their cost so that more people of a new nation can use their product. Furthermore, the stability in the international relation and the ease in international trade and incensement also drive the internationalism of the organization. Reference List Dunning, J.H. and Lundan, S.M. (2008).Multinational enterprises and the global economy. Edward Elgar Publishing. Etemad, H. (2013).The process of internationalization in emerging SMEs and emerging economies. Edward Elgar Publishing. Hennart, J.F. (2012). Emerging market multinationals and the theory of the multinational enterprise.Global Strategy Journal,2(3), pp.168-187. Khan, H.R. (2012). Outward Indian FDIrecent trends emerging issues.A keynote address delivered at the Bombay Chamber of Commerce and Industry, Mumbai,2. Lebedev, S., Peng, M.W., Xie, E. and Stevens, C.E. (2015). Mergers and acquisitions in and out of emerging economies.Journal of World Business,50(4), pp.651-662. Meyer, K.E. (2008).Multinational enterprises and host economies. Edward Elgar Publishing. Reddy, K.S., Li, Y. and Xie, E. (2016). Economic Transition and Cross-border Mergers Acquisitions: The Indian Experience among BRICs.Journal of Comparative International Management,18(2). Rugman, A.M. (2016). Multinational enterprises from emerging markets.Securing the Global Economy: G8 Global Governance for a Post-Crisis World, p.63. Teece, D.J. (2014). A dynamic capabilities-based entrepreneurial theory of the multinational enterprise.Journal of International Business Studies,45(1), pp.8-37.

Saturday, November 30, 2019

Versions of Romeo and Juliet Essay Example For Students

Versions of Romeo and Juliet Essay The version which sticks closer to the play is Zefferellis version. Its more like what the scenery was like when it was written and would of take place then. The one that was more successful in my opinion is the Lurmans version, its more modern and more enjoyable to watch. I prefer Lurhmans simply because it is basically modern. I dont think I would be able to watch and enjoy Zefferellis because of the scenery and how old it is. Lurhmans is better to enjoy and would rather by me because new is better. Zefferellis can offer the background clothes and language used in his version. Lurhmans it again modern in his version. In his version they use props and clothes that we use today. The buildings in Zefferellis are palaces and castles and are replaced by buildings and office blocks. We will write a custom essay on Versions of Romeo and Juliet specifically for you for only $16.38 $13.9/page Order now The costumes and props used in Zefferellies film the period i.e swords and daggers and period clothing. Lurhmans they replaced swords with guns as well as replacing horses with cars. Costumes where what we wear today. The music in each version are what you would hear in that time. Zefferellis version, the music that was played was by a single hand trumpet and the type of tune played was dictated by the scene on screen i.e slow for conversations and fierce for fight scenes. Lurhmans soundtrack was orchestral instruments of operatic voices through other types of music i.e dance music, rock music for party scenes and background radio of a modern type was used. The scenery and settings of the play were changed, the palaces and mansions of old Verona were replaced with modern buildings and office blocks. They are very different from each other. Zefferellis had little fruit stalls and someone behind selling the fruit. In Lurhmans version is basically replaced with shops selling a lot more than fruit. The interpretation of characters is (to me) very different from each other. I think Id get through Lurhmans movie understanding whats being said more than Zefferellis movie. The language in Lurhmans is more understanding than Zefferellis definitely. The way they dress is different, tights to trousers and so on. Rucushio in the modern one is more lively and understandable. In the old one he doesnt really know what hes on about, hes a step in step out person. The themes of the plays that I see if love, hatred, revenge, life and death. Maybe not a lot of revenge in Zefferellis. Lurhmans has everything, you can feel the themes of his version when watching his movie. Zefferellis you just cant really enjoy it mostly because its old. The concepts I would use if I was to stage William Shakespeares Romeo and Juliet would be the modern language, the modern setting and clothes. Maybe the guns instead of the swords, or using the guns and the swords in the one play. Make the setting what its like today not 6-7 years ago even though nothing has changed a bit. A scene I want to compare in both versions of Romeo and Juliet is the scene just at the end of each film at the chapel. They have different arrangements that happen through the whole scene. Zefferellis takes place in a dark, quiet room that isnt all that big. Romeo takes poison says his last goodbyes then Juliet awakes then is devastated and stabs herself with a dagger. Lurhmans version, Romeo takes poison, Juliet wakes up and shoots herself with a gun and they are in a much bigger chapel with neons and candles all around. My conclusion of what I have proved is that a lot has changed, the background, then clothes and the movie. We are in their 2000s not the 1900s or 1800s any more.

Monday, November 25, 2019

Beneficios públicos que son carga pública

Beneficios pà ºblicos que son carga pà ºblica Recibir ciertos beneficios pà ºblicos en Estados Unidos puede ser causa para que el gobierno no apruebe una peticià ³n de tarjeta de residencia (green card) o una visa. Los migrantes considerados como una carga pà ºblica y esa calificacià ³n convierte a los extranjeros en inadmisibles en Estados Unidos. Esto es, se les puede denegar beneficios migratorios y/o visas. Esto es asà ­ por aplicacià ³n del artà ­culo 212(a)(4) de la Ley de Inmigracià ³n y Nacionalidad, conocida en inglà ©s por sus siglas de INA. Con fecha del 12 de agosto de 2019 el gobierno del presidente Donald Trump ha anunciado nuevas medidas sobre cà ³mo debe interpretarse la regla de carga pà ºblica. Por ello a continuacià ³n se explica cà ³mo es la situacià ³n actual y quà © supone la nueva regla y cundo entra en vigor. Carga pà ºblica antes de los à ºltimos cambios del gobierno de Trump Se estimaba que un emigrante era carga pà ºblica y, por lo tanto podà ­a ser negada su peticià ³n de tarjeta de residencia permanente o visa cuando ms de la mitad de sus ingresos en dinero en efectivo –esto es, en cash– procedà ­an de programas econà ³micos del gobierno como, por ejemplo, SSI (Supplemental Security Income) o TANF (Temporary Assistence to Needy Families). Adems, podrà ­a ser considerado tambià ©n carga pà ºblica el migrante est ingresado en una institucià ³n a cargo del gobierno. Carga pà ºblica despuà ©s de los cambios introducidos por el gobierno del presidente Trump Tal y como ha anunciado el gobierno a mediados del mes de agosto de 2019, a partir del 15 de octubre de ese aà ±o entrarn en vigor las nuevas reglas. Segà ºn dichas nuevas reglas se podr negar la tarjeta de residencia permanente o una visa a cualquier persona que, en su totalidad, se considere que es o puede convertirse en carga pà ºblica. Por lo tanto, pueden dar lugar a la negacià ³n de un beneficio migratorio uno o varios de los siguientes factores: haber recibido dinero del gobierno a travà ©s de uno de sus programasrecibir beneficios no econà ³micos como cupones de alimentos, Medicaid o ayudas a la viviendatener pocos ingresos econà ³micosdesconocimiento del idioma inglà ©s o nivel de estudios bajospadecimiento de una enfermedad Estn excluidos de esas nuevas reglas los refugiados y asilados, los menores de 21 aà ±os de edad, las mujeres embarazadas que reciben Medicaid y los miembros en activo del Ejà ©rcito de Estados Unidos. Asimismo, no se incluye en estas nuevas reglas la asistencia mà ©dica de urgencia. Fechas: cundo entra en vigor y no retroactividad En primer lugar, cabe destacar que es importante estar atentos a posibles cambios en este asunto ya que se espera que se dispute en corte judicial. Y, en segundo lugar, la nueva regla comenzar a aplicarse con fecha del 15 de octubre de 2019 y no tendr efecto retroactivo. En otras palabras, los migrantes que recibieron legalmente un beneficio no econà ³mico como por ejemplo cupones de alimentos antes de entrar en vigor la nueva regla no se vern afectados negativamente en sus solicitudes de visa o de tarjeta de residencia permanente. Dos casos diferentes de carga pà ºblica En los casos en los que un ciudadano estadounidense o un residente permanente legal patrocina a un familiar una tarjeta de residencia permanente, dicho patrocinador responde durante 10 aà ±os por la persona patrocinada, como consecuencia de firmar la Declaracià ³n de sostenimiento econà ³mico, tambià ©n conocido como affidavit of support. En otras palabras, si el patrocinado es una carga pà ºblica, el gobierno pedir al patrocinador que le regrese el dinero. Otro caso bien diferente donde la carga pà ºblica es importante es el de turistas que tienen un bebà © en los Estados Unidos y no pagan por la factura del parto ni el pap o la mam del bebà © ni su seguro mà ©dico. En estos casos, cuando el sistema informtico establece la relacià ³n entre el bebà © americano y sus padres turistas puede exigir ver el pago del gasto del hospital, y si los padres o su seguro no se han hecho cargo, las autoridades migratorias pueden cancelar, revocar o no renovar las visas de los padres e impedirles el ingreso a los Estados Unidos. Carga pà ºblica y prioridad para deportacià ³n Segà ºn una nueva polà ­tica del gobierno de Trump, desde 1 de octubre de 2018 los migrantes que abusen de beneficios pà ºblicos pueden recibir una notificacià ³n conocida como NTA para presentarse ante un juez migratorio el cual iniciar un proceso de deportacià ³n contra el inmigrante por considerarlo carga pà ºblica. Carga pà ºblica En las nuevas reglas de carga pà ºblica se incluyen, adems de beneficios econà ³micos, consideraciones como beneficios no econà ³micos (cupones de alimentos, ayuda vivienda, Medicaid), enfermedades, escasos ingresos, o nivel bajo de estudios.Las nuevas reglas entrarn en vigor el 15 de octubre de 2019.El gobierno puede negar una solicitud de visa o de tarjeta de residencia permanente a todas las personas que considere que son o pueden ser carga pà ºblica. Este es un artà ­culo informativo. No es asesorà ­a legal.

Friday, November 22, 2019

A Comparison of Robert Frosts Fire and Ice and the Mending Wall

A Comparison of Robert Frost's Fire and Ice and the Mending Wall Robert Frost was a successful poet for many reasons. He was well known for the diction used in all his poems. Along with diction, he was widely known for the complexity of his poems. Imagery also was key in many of Frost poems because of the way he described events, people and places. He appealed to many Americans because of the life lessons told in many of his poetry. In all, Frost was one of the most popular poets in America’s history. The diction in Frost’s poems stood out to many of his readers because of the elementary language he used, which made his poems easy to understand. To make his poetry easy to understand, he ventured away from difficult words. The elementary diction was shown in â€Å"Fire and Ice† and â€Å"The Mending Wall†. â€Å"Fire and Ice† is an example where the diction draws attention to a certain concept or idea for the reader to understand. When Frost uses the antonym words â€Å"fire† and â€Å"ice†, he is making a point to the reader that the words are representation of love and hate. In â€Å"The Mending Wall†, there are examples of elementary diction that noticeably portrays Frost intentional word choices. Frost says that, â€Å"there where it is we do not need the wall†(Frost 23). Another focal point is Frost’s poetry was complexity. The messages of his poems are interesting because he does not usually talk about the main idea directly but by using figurative language to get his ideas across. Frost was also commonly known for writing different types of poems like his most humorous one, â€Å"Home Burial†. One of Frost’s most complex poems is â€Å"The Road Not Taken†. In â€Å"The Road Not Taken†, Frost uses complex metaphors to describe the story within the poem. â€Å"Two roads diverge in a wood, and I took the one less traveled by† (Frost 19). When Frost uses a metaphor about the â€Å"two roads that diverge†, he is referring to the two paths in life that there are to take. Imagery in Frost poems was extremely vivid to describe events, people and places. Frost often related nature imagery with romantic views. In â€Å"Desert Places†, Frost uses snow to describe an image of loneliness. For example, the word â€Å"snow† is described as expressionless, â€Å"A blanker whiteness of benighted snow/ with no expression, nothing to express†(Frost 12). â€Å"Birches† is a typical example of the use of nature imagery that Frost uses to talk about the dislikes of the pressures of social life. While Frost does not specify exactly which burden he is targeting, the reader can easily piece together enough evidence from various parts of the poem to depict Frost’s meaning. When Frost compares ice to crystal shells, he uses descriptive words to enhance the image to the reader. The words â€Å"shattering and avalanching† (Frost 11) are used to enhance a visual image for the reader. Robert Frost was most famous for the way that he structured and managed his career. Frost became most popular because of the stories told within his poetry. In Frost poetry, he avoided any explicit language. He also did not discuss the economy or anything dealing with politics. Many other Americans became aware of who Frost because he was the first American poet to read poetry at John F. Kennedy’s inauguration. He read â€Å"The Gift Outright†, which was a poem that was written especially for the inauguration. In all, Frost was known for the elementary diction that he used in all of his poetry. Along with diction, he was widely known for the complexity of his poems. His use of imagery was descriptive in a way that it painted a picture for his readers. The life lessons that were depicted in his poems were one of many reasons why Americans favored him. Altogether, Frost was one of the most popular poets in America’s history.

Wednesday, November 20, 2019

Australian Latest Mining Boom Essay Example | Topics and Well Written Essays - 2500 words

Australian Latest Mining Boom - Essay Example Both quantitative and secondary research is done to reach at a conclusion. Contents Topic Page Number 1) Introduction 3-4 2) Main Body a) Fiscal policy challenges emerging out 4-5 of the recent mining boom in Australia b) Resource Rent Taxation and Negative externality 5 c) Economic Framework of Non-Renewable 6 Resource Taxation d) Economic Costs and Benefits of Mining Super 6-8 Profit Tax e) Conclusion 9 f) Recommendations 9 g) Appendix 11 Introduction Mining boom in Australia is an outcome of huge demands for these resources in the global market, mainly Asia because of its growing need for these minerals. In all parts of Australia, mining companies are increasing their present operations, shuttered mines are being re-opened and all this is taking place at a never before pace. Moreover, this latest boom in this mining sector can also be attributed to the expansion in demand for Australian commodities by the foreign nations. This, coupled with decreasing import prices has resulted in an amazing enhancement in their terms of trade. (Banks, 2011, p. 1) At first it was perceived by most of the Australians that the boom in their mining sector had bought unequivocal benefits to their nation’s economy by creating more jobs, generating higher revenues from exports, taxation and higher incomes for most of the people. But studies have revealed that some of these increased profits from the mining companies are at the cost of profits from the non mining institutes (Richardson, 2009, p. 2). Australia is known to be an inherently resource rich nation and one of the leading countries in the world from the point of view of production of minerals. Australia, as already said, is a major exporter of mineral resources, exporting huge amounts to Asia and the Pacific regions. The Australian economy, during 2007 had grown at a rate of 3.9% owing to the increasing global demand for mineral commodities. Since, higher prices in world market for mineral commodities were expected in future as well, the Australian economy kept on expanding. As a result of an increase in the domestic demand for more workers and thinning labor market, in 2007, the consumer price index (CPI) rose by 4.2% (Australia Mineral and Mining Sector Investment and Business Guide, 2006, p. 45). With this boom came the need to review the ongoing tax system in the country. Under the Henry tax reviews the mining super profit tax was introduced which was instantly subjected to a lot of opposition from the mining community as well as the media. Here, in this report, the economic costs and benefits arising out of the mining super profit tax are analyzed and the discussion also includes some reasons as to why this tax is a good/bad policy measure. In this paper, both quantitative and qualitative research has been done. In order to analyze the costs and benefits of the super profit tax, vast literature in the form of journals, articles, books etc. have been reviewed. The proposals made by the gov ernment regarding the use of the revenues that would be generating out of this tax led to the cost-benefit analysis part. Quantitative analysis has been performed to see the amount of revenue that would have generated out of this tax, had it been implemented. Fiscal policy challenges emerging out of the recent mining boom in Australia In the upcoming years, with the increase in value of Australia’

Tuesday, November 19, 2019

What causes conflict along the nomadsedentary frontier Essay

What causes conflict along the nomadsedentary frontier - Essay Example Nomadism for Pastoralists is apolitical as well as an economic strategy. Nomads use their nomadic movements to maintain household autonomy, to evade domination by other members of their own communities as well as by outsiders, including state authorities.From ancient times the contrast between nomadic and sedentary ways life has been a recurring theme. It is said in the earliest pages of Bible, farmers those who work in the soil and of "those who live in tents and rise livestock". The most familiar nomads are the pastoral nomads of Middle Eastern countries those who moved and even today move with their camels, cattle, sheep, and goats, seeking pasture for them at each season of the year.Nomads often live and move in arid areas of the world where water and soil condition are not in good condition. But they are also to be found in well watered places, where they could have more political power while compared to sedentary agriculturalists.There is a large population of nomadic pastorali sts in North Africa, in arid areas of West Africa, and particularly in such East African countries as the Sudan, Ethiopia, Somalia, Kenya, and Tanzania. From the Middle Eastern countries through Iran, Pakistan and North India, through to China and Mongolia, Pastoral nomadic remains important as a mode of livelihood.Travel with their herds. They are widely found in the Alps and in other mountains areas in Europe and was fixed dwelling in both winter and summer areas. Pastoral nomads contribute greatly to the economic activity of the country, like they sell or exchange pastoral products for grain, cloth, weapons, and other trade goods. Pastoral nomads are able to define themselves according to their priorities as long as they remain nomads like they proved themselves long access to milk, to sustain long- term relationship with members of their own communities, and to build the power and prestige in accordance with their own values and culture. Nomadism for Pastoralists is apolitical as well as an economic strategy. Nomads use their nomadic movements to maintain household autonomy, to evade domination by other members of their own communities as well as by outsiders, including state authorities. Typically Pastoral nomads rely on their own organization, military skills, and weapons to defend their herds and pastures against raiders and to add to their own herds and pastures by raiding others. The military skills that are an advantage for Pastoral nomadians can be used for other purposes and throughout history pastoralists have repeatedly conquered sedentary populations and established dynasties and ruling elites over them. Mongol conquerors in china, central Asia and Russia provide one of the best known examples. The Mongol conquest was the most world- changing event of this era. Barfield says, "The exceptional nature of the Mongol Empire has been largely misunderstood because, as the most powerful nomadic state that ever exited , it was presumed to be the culmination of political evolution on the steppe rather than the exception that it was," (Barfield 1991,48). The Chinnggis rose to power with marginal support even as his own relatives opposed him. His conquest led to Yuan dynasty. He did not rely on kinship to organize his supporters but rather on loyalty and autocratic control. His main supporters were friends and retainers and his political organization rejected the imperial confederacy model whereas the Mongol state was based on the principles of centralized administration and tribal leadership were abolished. A rigid discipline came which unknown among nomads were followed .But after the fall of Mongol Empire the traditional nomads system with imperialism came into existence. After Chinggis's rule it was only with Khubilai that the Mongols took up the responsibility of ruling northern china rather than despoiling it. The Mongol Empire for the first time united most of Eurasia into a single empire whereas western Europe remained outside the Mongol Empire. The Mongol success can be said in the following ways: First the states they attacked in western Asia were weak and vulnerable to conquest. Their ecological adaptations were much more fragile than was the case in

Saturday, November 16, 2019

Need for Power Essay Example for Free

Need for Power Essay The need for power is just one part of McClellands acquired needs theory. The Other Parts of the Theory are Need for Achievement and Need for Affiliation. I would like to stay and write about part The need for Power. We can find little theory about this topic (The need for Power) in book Organizational Behavior on page 101. There is: A third major individual need is the need for power – the desire to control one ´s environment, including financial, material, informational, and human resources. People vary greatly along this dimension. Some individuals spend much time and energy seeking power, other avoid power if at all possible. People with a high need for power can be successful managers if three conditions are met. First, they must seek power for the betterment of the organization rather than for their own interest. Second, they must have a fairly low need for affiliation because fulfilling a personal need for power may well alienate others in the workplace. Third, they need plenty of self-control to curb their desire for power when it threatens to interfere with effective organizational or interpersonal relationship. Resources for this theory: David McClelland and David H. Burnham, â€Å"Power Is the Great motivator,â€Å" Harward business Review, March-April 1976, pp. 100-110. Pinder, Work Motivation in Organizational Behavior, McClelland and Burnham, â€Å"Power Is the Great Motivator.â€Å" We can identified four stages within the power orientation: 1) Drawing inner strength from others being a loyal follower and serving the power of other people; 2) Strengthening oneself beginning to play the power game, collecting symbols of status, one-upmanship, trying to dominate situations; 3) Self-assertiveness becoming more aggressive and trying to manipulate situations so as to use other people to achieve ones own targets; 4) Acting as an instrument of higher authority identifying with some organization or authority system and employing the methods learnt in stages 2 and 3 but now being able to claim formal legitimacy. Blake and Mouton (1964) would feature the kind of person who maximizes this kind of approach as having the Authority Obedience style of management: concentrating on maximizing production through the exercise of personal authority and power. Individuals with a high need for power exhibit a number of characteristics. These individuals tend to be more argumentative. We can see in real life that they are often elected to political offices (member of government etc.). These individuals are also more assertive when a part of in-group discussions. They are known for displaying risk-taking behavior and they also tend to own more prestigious possessions such as expensive cars and credit cards. I think that this people tend to be and want to be on public display. In examing the motive scores of over 50 managers of both high and low morale units in all sections of the same large company, we found that most of the managers over 70% were high in power motivation compared with men in general. This finding confirms the fact that power motivation is important for management. (Remember that as we use the term power motivation, it refers not to dictatorial behavior, but to a desire to have impact, to be strong and influential). The better managers, as judged by the morale of those working for them, tended to score even higher in power motivation. But the most important determing factor of high morale turned out not to be how their power motivation compared to their need to achieve but whether it was higher than their need to be liked. This relationship existed for 80% of the sales managers as compared with only 10% of the poorer managers. And the same held true for other managers in nearly all parts of the company. In the research, product development, and operations divisions, 73% of the better managers had a stronger need for power than a need to be liked (or what we term affiliation motive) as compared with only 22% of the poorer managers. Why should this be so? Sociologists have long argued that, for a bureaucracy to function effectively, those who manage it must be universalistic in applying rules. That is, if they make exceptions for the particular needs of individuals, the whole system will break down. The manager with a high need for being liked is precisely the one who wants to stay on good terms with everybody, and, therefore, is the one most likely to make exceptions in terms of particular needs. If an employee asks for time off to stay home with a sick spouse to help look after the kids, the affiliative manager, feeling sorry for the person, agrees almost without thinking. (I am personally this kind of manager. I have a high need for being liked. I think that if people have a confidence in the manager he can do more things – also not so popular – and the people will accept them and also him.) When President Ford remarked in pardoning ex-President Nixon that he had suffered enough, he was empathizing primarily with Nixon ´s needs and feeling. Sociological theory and our data both argue, however, that the person whose need for affiliation is high does not make a good manager. This kind of person creates poor morale because he or she does not understand that other people in the office will tend to regard exceptions to the rules as unfair to themselves, just as many U.S. citizens felt it was unfair to let Richard Nixon off and punish others less involved than he was in the Watergate scandal. Advantages / disadvantages There are both positive and negative aspects in regards to the need for power. Being argumentative can be perceived as an ideal expression of one’s opinion; although it can also create threatening environments for those of a more compliant nature. Having an assertive manner in group discussions can make others feel as though one is dominating a discussion within the group. However, this individual may have a profound impact on the group’s progress by assisting in accomplishing tasks more efficiently. Participating in risk-taking behavior can allow an individual to experience more radical events in their life, but sometimes risk-taking behavior can lead to undesirable consequences. Owning luxurious items tends to be costly, even though these possessions may make one feel good about themselves and their lives. My conclusion The need for power is good if it is useful for organization and also if the manager can use some kind of humanity to the other. For manager figure is very important the confidence. The people (other) must confidence in him and then they will better in accept his conclusion.

Thursday, November 14, 2019

Actus Reus Essay -- International Law

Actus Reus Introduction The Criminal Law of England and Wales which deals with the components and consequences of criminal acts. The English criminal law is in large part not regulated by law, but in the tradition of common law judge-made law. The offense consists in the English law of Actus Reus and Mens Rea together. Actus Reus is the Latin term meaning the act of guilt (the outer or objective of a criminal offense) which is an essential element in the determination of a crime. Thus, when no reasonable doubt exists as a result of the demonstration of proof, the act of guilt, shown together with the intention of the individual to commit a crime (mens rea), creates criminal liability of the accused in criminal jurisdictions that follow the system of common law (Canada, Australia, New Zealand, USA, UK, Ireland). Discussion and Analysis Actus Reus literally means conduct of a person. The phrase is used to refer to the element of an offense that involves prohibited conduct. The Actus Reus is one of two elements that make up criminal offenses. The second element is called mens rea or mental state. No crime may legally exist without an Actus Reus, while some regulatory crimes, called strict liability offenses, may exist without a mens rea. Examples of the Actus Reus element of a capital offense would be causing death, causing death while committing another crime, causing the death of a police officer, and causing death by using a bomb. In each of the examples, the mental state of the defendant is not relevant to Actus Reus. The mental state is relevant for the second element, i.e., the Mens Rea. General Perception The Actus Reus requirement is met if a defendant purposely, knowingly, or recklessly does something that is ... ...air, Medico legal Aspects of Automatism, qtd in McClain v. State, 678 N.E.2d 104, 106 (Ind. 1997), pp 56-78 David Ormerod (eds.): Smith and Hogan Criminal Law,12th Edition, Oxford University Press, Oxford 2008, ISBN 978-0199202584, pp 34 David Ormerod, (2009), Smith and Hogan Criminal Law: Cases and Materials, 10th Edition, Oxford University Press, Oxford 2009, ISBN 978-0199218691, pp 45-78 Felson, Marcus (1994), Crime and Everyday Life, Pine Forge, ISBN 0-8039-9029-4, Hirschi, Travis (1969). Causes of Delinquency, Transaction Publishers, ISBN 0-7658-0900-1 Morse, S. J. Diminished rationality, diminished responsibility, Ohio State Journal of Criminal Law vol. 1 (2003), pp. 289–308 Siegel, Larry J. (2003). Criminology, 8th edition, Thomson-Wadsworth., pp. 139 Symposium, Act and crime, University of Pennsylvania Law Review vol. 142, (1994), pp. 1443–1890

Monday, November 11, 2019

Implications of Business Process Management for Operations Management Essay

Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations & Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. 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