How to Establish and Maintain a Safe and Supportive Learning Environment Essay

‘’A suitable learning environment is crucial for effective learning to take place. This involves not only the venue and resources used, but also your attitude and the support you give to your students’’ ( Gravells A 2012, pg 24). In providing an ideal learning environment, you might have to be creative and work with the settings you are provided with. You must consider your student’s health and safety needs, and work within the boundaries of your organisation policies. Should there be any concerns about health and safety you must inform your organisation’s designated personnel. At no time should your learner’s health and safety be compromised. To establish purposeful learning in your given environment you must arrange the physical space to be conducive to discussion, and you as the facilitator should be easily seen by your learners. The toilet facilities should be clearly accessible, and any disable needs are met. When food and drink are provided, it should be suitable for everyone. For example the vegetarians, kosher and halal preferences, should be catered too as far as possible. If you have a break time it is good practice to let your learners know when this will take place. Knowing this can help your learners focus on their learning. Delivering your sessions with passion can help to motivate your learners. It is your responsibility to be prepared; making sure your environment is clean, and at the right temperature. If it is too hot, be considerate and open doors or windows- do try to solve or manage the problem. Also the quality of your lesson, tells your learners, you are professional and serious about your job. In such an environment your learners can feel ‘’safe secure, confident, and valued’’ (Gravells A 2012 pg25). This safety first approach is reflective of Maslow’s Hierarchy of needs, which states if one’s basic needs are met, and one feels comfortable, then one can feel a sense of belonging, which positively affects self esteem, this in turn can have a positive effect on learning Maslow 1987. (Gravells A 2012 pg 42).

The Good, the Bad, and ‘the Daily Show’ Reading Analysis

Analysis of The Good, The Bad, and The Daily Show In Jason Zinser’s â€Å"The Good, the Bad, and  The Daily Show† his purpose was to formulate a response to the uncertainty regarding the legitimacy and ethics of ‘fake’ news sources. Zinser begins by discussing if it is acceptable to obtain information from a humorous and often satirical news source (in this example,  The Daily Show), he points out that â€Å"the question isn’t whether Jon Stewart or the show’s producers and writers are morally corrupt people, but whether or not fake news is, on the whole, beneficial or damaging to society† (Zinser 363-364).In other words, he begs the question, can we really be an informed public that can contribute, comprehend, and function as a democracy through the projections of a ‘fake’ news source? Zinser then makes the claim that ‘fake’ news causes two vices, the first being deception due to the lack of valuing object ivity in their reports. The second is dilution, both in the quality of media from the variance of online sources as well as adding excessive news reports attracting more viewers to what is typically a hard news source.Zinser also reminds us of the beneficial aspects in ‘fake’ news. Empirical data suggests a trend that either viewers of The Daily Show  are better informed than those watching hard news because of its effectiveness, or, on the other hand that it attracts viewers who already know about the current events being discussed, evidence of its success.The ideal solution, he concludes, would be to merge the two, retaining the power and persuasion of  The Daily Show  as well as including â€Å"depth and insight† more apparent in hard news reports, helping viewers understand different sides of the arguments present (Zinser 371). When diving into Zinser’s writing, some similar aspects from George Orwell’s, Politics in the English Language ca me to mind. Orwell states, â€Å"foolish thoughts, being a result of language, language has become a result of foolish thoughts.Vagueness is the most evident characteristic of the English prose. There is a lack of imagery and the figurative language no longer gives a connection to images and concrete thoughts. † When comparing this to the satirical writing and language that Zinser speaks of in The Good, The Bad, and ‘The Daily Show’ it creates a perfect picture of how by exemplifying the two vices, (deception and dilution) misconceptions can easily happen, especially when your only news source is a satirical ‘fake’ ews source. When thinking about some of the other ‘fake’ news sources, one example that might be overlooked is The Onion: a very popular source from which the stories are based on fact but written in a humorous and satirical way. Being that The Onion makes fun of all different types of news events from health issues to sports, The Onion actually delves into multiple aspects of our culture in a comical way but still delivering facts and informing people about what is going on in the world.In this case it can be just as influential as real news. In fact an example of The Onions influential satirical news was captured when they published the world’s sexiest man and posted Kim Jong Un (the North Korean Dictator) as the sexiest man alive. North Korea took it serious and published it in their local paper and made a big deal out of it (news. yahoo. com). It is in this same sense that is described in Zinser’s analysis of this so called ‘fake’ news that you can get an idea of the actual influence this has on our culture.

Human Resource Planning Essay Example | Topics and Well Written Essays - 1500 words - 2

Human Resource Planning - Essay Example ed now to contribute to the creation of sustainable competitive advantage more than tangible assets such as â€Å"raw materials, fixed capital, and even managerial knowledge.† Leveraging knowledge is the key reason attributed to corporate success stories such as the tremendous ‘overvaluation’ of high-tech and Internet companies. (Bontis & Michael, 2002 ) With respect to the importance of human capital in modern business environment managers need to develop organizational skills such as managing networks, master HR planning and development. In this paper we’ll view several HR planning and development methods and evaluate them with respect to objectives of United Utilities, water supply waste water treatment and disposal company. United Utilities employs over 17,000 people and is one of the main infrastructure and business process management companies. The group also owns two support services businesses: United Utilities Contract Solutions and Vertex which use the core skills of infrastructure management and business process management in the process of supply of services to others. (United Utilities Taps into Community Spirit, 2006) The principle objectives, which specify the strategy of United Utilities, can be summed up to improvement of the efficiency by means of maximizing synergies as a multi-utility operator and development of support service businesses by means of application of the main skills of infrastructure management and business process outsourcing in competitive markets. (Our Strategies, 2006) Besides, United Utilities tries to satisfy all parts, providing growth for shareholders, minimizing expenses for customers and providing its employees with challenging and rewarding jobs /Our Strategies, 2006/. The main sources of recruitment are employment agencies, university appointment boards or fairs, internal promotion or introduction and advertising. Taking into account the objective of United Utilities to find high-qualified staff in short

Foreign Direct Investment in Australia Essay Example | Topics and Well Written Essays - 2000 words

Foreign Direct Investment in Australia - Essay Example Demand for goods and services in the Pilbara's state, Western Australia, grew by 11% in 2007. Studies have touted the benefits of foreign direct investment. (China Elections and Governance, May 8, 2008). Chinese investment in Australia's iron-ore business is increasing. Gindalbie, an Australian iron-ore miner, and Ansteel, a Chinese steelmaker, agreed to invest A$1.8 billion in a joint venture to develop a mine in Western Australia in 2007. This new investment translates to5,000 new jobs. (China Elections and Governance, May 8, 2008) Foreign direct investment (FDI) should be free from the strict controls which are implemented by host governments. (Main Idea Statement). Foreign direct investment has speeded up the economic development of Australia. If the foreign direct investment in the iron ore and coal mining sector continues, Western Australia will need an extra 400,000 workers within 10 years ding to the Australian Chamber of Commerce. Australia has entered its 17th year of uninterrupted growth. The pace of domestic demand that monetary authorities have pushed interest rates to their highest in close to 12 years in order to combat inflation. Inflation has been identified as the country's chief economic ill. Skills shortage and infrastructure bottlenecks at congested ports continue to hound the growing economy. Due to the massive foreign direct investments, Australia's unemployment record is at a 33-year low, net immigration is at a record high and the prices paid for Australia's most important exports such as iron ore, coal and have risen. Moreover, household wealth has more than doubled in 15 years, the national car fleet is younger than befo re and contains more luxury brands, while homes are replete with high-end consumer electronics. The federal and state governments have registered budget surpluses and A$31bn (US$28bn, 14bn, 18bn) in tax cuts will soon be handed to the twenty one million population. The China-led boom in Australia is expected to last for many years as China is heavily dependent on imported raw materials for industrial production.British foreign direct investment in Australia spans several industries. The UK companies dominate EU direct investment in Australia at about 53 per cent. The UK is the second-largest source of direct investment in Australia behind the United States. The level of the UK's direct investment in Australia was about $51 billion. British firms held substantial investments in Australia, setting up operations in the resources and energy sector (for example, Shell and Rio Tinto-Zinc), telecommunications (Vodafone and British Telecommunications) and food and beverages (Cadbury and Uni lever). (DFAT, 2005). Moreover, Germany has 330 subsidiary companies and 470 branch offices in Australia. German investments are in banking and finance (Deutsche Bank), automotives (DaimlerChrysler, BMW, Bosch, Hella and VDO), telecommunications (Siemens) and chemicals (Boehringer, Schering). These investments have increased the economic growth of Australia. (DFAT Report, 2005) Free trade fosters the inflow of foreign direct investment hence, enhancing competition and innovation. (Heritage website). One of the supporting reasons for free trade is greater access to a greater variety of goods and services.The second argument is that trade generates economic growth. The Asean Free Trade Area registered a growth of 8% per annum due to the influx of foreign direct

Critical Analysis on the book Tracks by James Welch Essay

Critical Analysis on the book Tracks by James Welch - Essay Example Misshepeshu, the underwater manito, "influences the abundance and availability f land and sea animals" which great effect the food supply (Vecsey 74). This matchi manito is credited with most malicious acts happening in or around the water. According to Chirstopher Vecsey, an Ojibwa religion scholar, "It could cause rapids and stormy waters; it often sank canoes and drowned Indians" (74). But it is also known to "shelter and feed those who fell through the ice" (Vecsey 74). The very dialectical nature f Misshepeshu is something in which Nanapush and the other tribesmen firmly believed. For example, when Fleur returns to the lake from Argus, the town experiences a period f good fishing and no lost boats. They attribute this to Fleur's ability "to keep the lake thing controlled" (Erdrich 35). Because the manito f the lake is appeased, people are hesitant to question the relationship that Fleur has with the monsters in fear f enraging him. Both narratives open with the introduction f Fleur Pillage, the heroine f the novel. Immediately, the reader notices a distinct difference in the two narrators' descriptions f Fleur's arrival to the tribe. The tribe elder Nanapush, also the opening narrator, is the first to find Fleur Pillager after an attack on her family. He notes that she is "about seventeen years old...[and] so feverish that she'd thrown off her covers, and now she huddled against the cold wood range, staring and shaking" (Erdrich 3). When the reader proceeds to Pauline's narrative, they realize that Nanapush never mentioned Fleur's relation to the lake monster. The absence f the Misshepeshu from Nanapush's narrative suggests that he is comfortable with his system f beliefs. His language and tone tells the reader that his is not searching for new meaning in life or religion. He was raised a pure breed Chippewa and he embraces these roots. To Nanapush, the lake monster has always been a part f his struggle for su rvival. He has seen both the good and the evil f Misshepeshu, never questioning its actions but living with them. In contrast to Nanapush's narrative, Pauline's is overshadowed by a preoccupation with the lake monster f Matchimanito. When she introduces Fleur, she shows no concern for Fleur's well being, but rather astonishment over Fleur's ability to evade the death f Misshepeshu. Pauline describes the monster: Erdrich's choice f the word "devil" suggests to the reader that Pauline has been schooled in Christianity. This is reaffirmed to the reader when it is learned f Pauline's desire to a join the convent. The Christian vision, now branded in her mind by missionaries, will not allow her to view the water manito as a contributing part f her life, but only as the ultimate sinner: the Christian Devil. Confused as to her religion and her identity, Pauline ultimately moves into a convent to live in seclusion f the tribe and Misshepeshu. But she is drawn away each day to visit the lake where Fleur and Eli live, unable to cease the thoughts about the monster who, she claims, is her "tempter." The dual nature f the lake creature goes against her new beliefs as a Christian and is the source f her misunderstanding. Whereas the nuns at the convent pray to one God representing the absolute perfection f

IT Strategy (e.g. Network, hardware, software) please see attachment Essay

IT Strategy (e.g. Network, hardware, software) please see attachment - Essay Example In the case of networks for the website, one of the things, which need to be addressed, is whether the website will comprise of an intranet, in this case for use within the university or one, which will cover a larger audience such as the whole world. In this case, the website ought to be developed in such a way that the whole world can be in a position to access information that is related to the university. At the same time, there ought to be elements within the website, which can serve to be of benefit to the individuals in the university. An example in this case can be the services such as those related to the library, which are only accessible to the individuals who are associated with the university such as current students and members of staff. The network also needs to be one which can support significant amounts of data due to the downloads and uploads of documents and content which will be conducted by the users. The network hardware is another area, which ought to be taken into consideration. In this case, the hardware ought to be consistent with the current technology, which is implemented in the case of networking and websites. For example, the routers, which are used, ought to be in a position to support multiple computers or nodes without failure. At the same time, the computers that will be used have to be supportive of present technology. The specifications on these computers have to be rather high due to the high amount of activities, which they will be undertaking. The processor and RAM for example, have to be capable of supporting various programs and processes concurrently. If this is done, the university will minimize on costs significantly especially those that are occasioned by frequent repair and maintenance of hardware. On the part of software, they ought to be those that support various activities that range from personal to business elements. This is something, which should start from the operating

The International Aviation Policy Term Paper Example | Topics and Well Written Essays - 2750 words

The International Aviation Policy - Term Paper Example Air transportation is one of the leading industries across the globe and it also wields significant influences on the larger social, political, and economic mechanisms. For instance, air transport can positively contribute to a region’s economic growth, but there has to be an underlying demand. This essay is divided into two parts. Part one discusses the social, political, economic, geographical, infrastructure, and demographic influences on air transportation. Part two addresses the impact of air transportation liberalization on market, traffic patterns, and fares; carrier’s financial performance; and future prospects of carriers based in a global environment. Part I: International Regulatory and Oversight The absence of air transport, just like with any other operations in the economy, can confound economic progress. Where there have been more or less complete stiffening of regulations that interfere with or oppose the liberalization of markets, have been ‘socia l regulation’ (Wald, Fay, & Gleich, 2010). This involves issues like labor and consumer security, defense, safety, and environment. These are domains that have been usually addressed at the global arena by the International Civil Aviation Organization (ICAO) together with a number of unusual international agreements like the Warsaw Convention (MacKenzie, 2010). Of late, national or regional programs have also acquired global importance such as the US’s launching of more rigid security strategies (e.g. passenger information requirements), and the expansion of carbon trading inside the European Union (EU) to include all air transport. International air transport is currently a leading partner of globalization and is persistently redesigning itself to deal with the pressures of the social and economic integration that the process of globalization brings about. In economic terms, globalization takes place to foster a deepened division of labor and helps economies take adva ntage of their comparative advantage more fully (Wensveen, 2011). Possibly, though, more essentially, globalization promotes workforce and technology transfers and facilitates the energy that goes with entrepreneurial ventures to encourage the growth of new technologies and mechanisms that boost international interests. Another group of factors to be taken into account in evaluating international aviation policy are political and economic settings. The five basic known catalysts of stable international air transport are trade expansion, developments in the quality of service, cost adjustments, political disorder, and GDP rate. Political disorder would involve terrorist activities and protectionism. Although protectionism weakens trade expansion it seems as well to reduce foreign direct investment (FDI) (Wensveen, 2011). These restrictions weaken trade and boost capital costs eventually. Political disorder also boosts costs through regulation and defense. Such costs put service provi ders and shippers into a more disadvantaged position and reduce air travel. Changes in costs, specifically the costs of fuel, are a continuing hazard; increases in the costs of actual fuel before was zero (Wald et al., 2010). In the coming years this will cease to be the case as actual fuel costs will escalate. This kind of changes severely affects international aviation policy. The third group of factors is geographical, infrastructural, and demographical. Geography affects international aviation policy because cargo airlines choose to carry out their operations from airport near to their target markets. Some researchers studied

Business report Essay Example | Topics and Well Written Essays - 1500 words

Business report - Essay Example On that note, there is S.W.O.T analysis and the superseding recommendations that are also critical in the success of a company in a foreign country. 1.0 Introduction ABC Learning is a center for childcare and a huge provider of early childhood education services in Australia. It was acquired by GoodStart Childcare in late 2009 (after ABC had opted for liquidation in 2008) and was deemed as the largest early childhood education provider globally. The market capitalization of this institution, according to Australian Securities Exchange, is A$2.5 billion as noted in March 2006, and it has branches around the country. Similarly, because GoodStart Childcare Limited is a not-for-profit entity, there have been plans to open branches in other countries. On that account, the best choice has been South Africa because of many reasons that we are going to discuss1. However, it is imperative to observe that South Africa has been a viable choice because of its economic prosperity and economic sta bility. The only second-world country in Africa also has a warm socio-cultural environment that does not discriminate but allows lasting integration. 2.0 P.E.S.T.E.L Analysis 2.1 Political Environment The political nature of South Africa is among the friendliest in Africa as compared to other nations. Since the end of apartheid in 1994, the country has witnessed successive calm transitions of the ANC government that encouraged more investors and tourists. Similarly, the parliament has passed numerous policies and acts which directly support foreign investment. This is because of the various advantages of such ventures in the form of the employment creation and improvement of living standards. On the same scope, the number of deals and tenders the government offers to foreign businesses has been increased by the friendliness towards foreign investment2. It is also fundamental to observe that about 40% of feasible tenders are offered to foreign investors, making South Africa the bigge st provider of tenders in Africa. Therefore, ABC Learning would be able to make profit by the imparting of knowledge to children of all colors in South Africa. 2.2 Economic Environment In terms of economic properties of South Africa, there are many interesting issues to note. For example, the management skills of most South African businesspersons are highly trained and admirable. This starts from time management whereby managers and workers prefer to arrive at their work places early due to the love of their job. Additionally, during meetings, burning issues are debated satisfactorily in order to attain a workable solution3. In other words, the forging of relationships at the workplace is paramount in order to solidify the essence of economic prosperity between nations. For example, ABC Learning plans to establish a branch that will realize economic success within a given time. Furthermore, in the context of doing business with other nations, South Africa was ranked number 34 in 20 11, which places it among the most promising countries in the Global Index4. In the same context, the income category of the country is classified as upper middle income. Additionally, the per capita of South Africa is (US$) 5,770.00 with a population of 49,320,150, making the country only closer to nations such as Brazil and India. Therefore, these factors should encourage ABC Learning to have a chance of success in

Applying Rhetorical Theory with Communications Essay

Applying Rhetorical Theory with Communications - Essay Example Aristotle identified three forms of appeal: ethos, pathos and logos (Henry 16). These elements have been applied by many famous orators including the President Obama, the current USA president during his inaugural speech. This paper will focus on the use of Aristotle’s elements in developing a speech to address business leaders on the importance of allowing their employees time off so as to participate in blood donation. Aristotle’s Classical theory on speech is based on five rhetorical canons. These include the use of invention, disposition, style, delivery and memory. Invention involves the selection of a pattern that will help in the attaining the purpose for the speech. Disposition, on the other hand dictates the arrangement of a speech so as to achieve the purpose of the speech. The speech will include the following a brief history, epidemiological fact and the procedure of blood donation. It will also explain the benefits to the business for allowing their employees to go for blood donation. Style involves the use of creativity in expressing ones ideas. This involves the use of details, figures of speech and creative analogies during the speech. The speech will include epidemiological facts on how many businesses have benefited from giving their employees time-off for blood donations. These facts will be represented in graphs and charts relating increased profits with participation in blood donation. Memory involves the use of devices that will ensure that the business leaders do not forget the details in the speech. This will include the use of picture representations and repetition of the important points. Delivery focuses on how the speech will be delivered. Aristotle viewed the use of rhetoric as a means of persuasion without the use of torture unlike the ancient Greek practices. He assumed that a great orator is able to consider his audience and provide proof for his argument. This speech is directed towards business leaders. It is

Coal Is Just Not Black Gold Essay Example for Free

Coal Is Just Not Black Gold Essay Based on the literature and observations, he then proposes few strategic recommendations to improve organisational effectiveness both to Law makers and to company. INTRODUCTION Coal India Limited (CIL) is a Government of India Undertaking, Maharatna (Country’s Jewel) company which employees 400,000 people approximately as of April’12. In ended last financial year, with net annual sales of 15 billion dollars, and a net annual operating profit of 3 billion dollars approximately by producing coal from its 466 Coal mines across India and selling it to Power generation companies. It is the biggest and only listed company in the sector, where private companies are not allowed to compete, Thus accounting to 80% of Annual national production of Coal in India. CIL has five unions, which represent all the employees in the company. Since the company is only major coal producer and acts more like a monopoly in the sector, wages are low compared to Industry average in other countries. Coal India apart from producing coal on its own also gives few coal mines to private third parties for contract. These mines are smaller in size and remote for the company to allocate resources, hence they are contracted. This strategy of contracting coal mines and not having enough regulations around Coal production has led to few private contractors preferring illegal means of employment in these coal mines and not allowing private competitors to compete with Public sector companies COAL IN INDIA Indian Coal Industry currently occupies third position by producing 400 metric tons per year ( mtpy), after US (1100 mtpy and China 2400 mtpy. Within the country Coal mining is nationalized and accounts for 60 per cent of electricity production. Coal being crucial resource for economic growth, it is safeguarded by government by passing many acts, Indian Mines Act of 1952, Mines and Minerals Regulation and Development (MMRD) act are the key legislative act meant for protecting labour working in mining industry and governing mining and exploration in India respectively. After further revision in 1993 and 2002, National Mining Policy was outlined by Government of India whose objectives are mineral development through exploration in both Onshore and Offshore fields. Policy is meant to promote mineral industry standardize training and research, considering future needs of the country with minimal impact of nature and ensure safety and health of all people involved in the industry. These objectives do make a progress in standardizing the rules, however it has to clearly describe how the law handles informal mines and how to deal with illegitimacy under current law. According to a Journalist expert of small mines Chakravorty (2002), Illegal mines in India constitute of 88 per cent of the total reported mines in count, producing approximately 10 per cent of the total value of mineral production of the country. This number has increased in the last decade , where 30 per cent of illegal mining. These mines comprise of poor people toiling for lowest wages and almost negligible security, health and safety conditions. According to MMRD Act, Mines Act and other Environmental Acts, all minerals are broadly classified into â€Å"Major† and â€Å"Minor† and rest the responsibility of mining with the state. MMRD has further classified mines has Class A or Class B determined based on the mechanical equipment used and Labour employment the mine generates. Based on financial investment, Labour work, Depth of deposits and technology deployed, mines are simplified to different Classes and given for contract. Typically Class B mines are given for contract to subsidiaries by CIL , One such example is Eastern Coal Fields, in state of Meghalaya, where even though they mines are Small, they are labour intensive and needs to have high security and health standards. National Institute of Small Mines (NISM) , a governing body has classified mines based on the production amounts. From various acts above, it can be understood that legal definitions hinge on physical dimensions of mine, which is in turn is used to determine the effort and time required to mine. However for a complex economic activity like mining with close social linkages and unique to the nature of the mine, such reductionist approach and simplifying mines obscures the diversity of mining practices across scales. As large formal processes of mineral extraction, processing and use cannot be applied to such small mines they tend to be rejected and Illegitimated. Clearly, existing laws have loopholes which are inadequate in handling perennial Informal and Illegal mining. Also Illegal miners cannot lobby for recognition, since current structure of the sector is monopolistic with over 80% reserves under CIL. This situation has resulted in dire consequences and well-being of Local society around colliery areas and environment. COAL INDIA , A MONOPOLY Coal India Limited (CIL) established in 1970, is responsible for mining the coal, while the ownership of which is vested with the state. Consequently the organization has played a critical role in meeting state’s growth plans. The decision making on mineral resources is influenced by engineers, geologists, bureaucrats and political groups and governance is solely vested with CIL. The Coal Mines Nationalisation Bill, 2000 allows state governments to mine coal only if CIL certifies with no Intention to mine certificate. The Ministry of Coal ( MoC ) has awarded CIL a near monopolistic power, giving rise to tight control on its country’s reserves and lack of transparency in many areas. Because of lack of more advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity ( 3 tonnes / man shift ) as compared to 12 tonnes / man shift in Australia. As a solution privatising of coal sector is attempted, however it is still in preliminary stage. The challenge to policy makers in this regard is to ensure how to safeguard the wealth from illegal mining and environment within the region, at the same time benefit people in mining areas by making laws that do not outcaste people and their livelihoods as illegitimate also ensure greater transparency and standardization in pricing of coal. In coming years, demand for coal in the country is expected to increase multi fold, according to IEA 2006, Reuters 2007, hence the need for government to restructure the sector is critical to not only to answer many global implications concerning climate changes and Kyoto Protocol and but also streamline the definite increase in informal collieries which will continue to meet the demands of local consumers and ensure they meet minimum security and health standards of living. SOCIAL IMPACT Coal India Limited has destroyed environment in many coal traces with no or little concern for social implications, Inspire of Forest and environment controls. This behaviour can be attributed to sole monopoly power vested with one company on nation’s coal production. There were other instances of violation of human rights noticed while employee people at Coal mines One such example, It was noted that at Janita Hills, Meghalaya , India. 5000 children less than age of 18 was trafficked from Assam, Nepal and Bangladesh and employed by coal mines in Meghalaya which are contracted to private contractors by CIL . Many such instances were noticed not only in eastern part of India , but also across many nations’ coal traces in West Bengal, Andhra Pradesh, Karnataka states. Inspite of the Mines Act , 1952 which doesn’t allow bonded labourers or people below the age of 18 to work. Sometimes even without environment degradations, large mining projects have impacted social lives with serious implications for the livelihoods of local communities around in and around coal traces, where people were forced to leave their traditional occupations for scavenging in left over coal traces, which are not economically viable for contractors. Such instances were noticed in Jharkhand, where government and company officials have neglected social and cultural issues around the mining areas for years impacting the livelihoods of people living in these areas. This has created a need for extreme leftist or Maoist Movements to resist such acts– as observed by Chandra Bhusan, Associate Director of Centre of Science and Environment. According to him Indian Mineralised tracts are mostly in conflict Zones, since Company officials, technical experts and governing bodies never seriously engaged with social issues. Current legal instruments are anti-poor and of colonial vintage and unable to deal with today’s realities. Many Civil Non-Governmental Organisation groups have taken a non-violent approach to use existing judicial mechanisms such as filing Public Interest Litigation(PIL) to bring justice to local communities whose daily lives are impacted. Ex : PIL filed against Eastern Coalfields Limited by Mazdoor Sabha in Country’s Apex court. Although Supreme Court Panel has lashed against CIL, It remained unresponsive SOCIAL LICENSE TO OPERATE Over the past 2 decades many changes were noticed in global mining industry. There is increased and concerted global efforts where nine major global companies supported a global scale project called Mines, Minerals and Sustainable Development (MMSD) Project ,whose direct outcome is to the increasing charges of environmental destruction and irresponsibility on coal mining companies to care socio-cultural changes caused by them in areas of operation are laid out and followed globally. MMSD group of companies agreed that Mining Company in developing countries not only needs Legal license to operate but also Social License to Operate. Under this backdrop At CIL, mining engineers who make all the plans , mining project itself assumes more importance over people living in these mining operations. This view was observed from many bureaucrats in India, CIL uses their rationale that Land Acquisition Act or Coal Bearing Areas Act does not provide assistance for Local people around the impacted areas, thus ignoring local needs and perpetuating illegal mining under its belt. ILLEGAL COAL MINING AND UNSAFE WORKING CONDITIONS In energy-hungry country like India, demand for coal has increased in the last 2 decades, coal production remained fairly stable, causing coal prices to surge in recent years. The lack of reform and rising demand have spawned a seedy underbelly of â€Å"Coal Mafia† and a class of workers that illegally scavenge the mines for coal. The Coal Nationalization act in 1952, revised in 2000 has made it legal for just the centre or state governments to authorize coal mining, i. . , only government owned companies, its subsidiaries and contracted third parties. Apart from illegally mining, scavenging from abandoned mines is another source of obtaining coal. In West Bengal state for instance Raniganj-Jharia region there are many abandoned mines by CIL subsidiaries which have neglected filling up the mines with sand, as per regulation , consequently villagers have ready access to scavenge. It was also observed that open abandoned underground mines release hazardous gases like Carbon Monoxide which are hazardous and can kill people who go to scavenge left over coal. Scavenging can occur in both underground and open cast mines. The later assumes greater significance. In these areas Poor Security of mines storage and transportation was observed where coal is transported with head baskets into awaiting trucks. Coal India also delivers coal to local sale dumps located near the mines and big dumps, pilferage takes place regularly on major highways from long distance. In eastern India, Its not unusual to see women and children work the unsafe mines with the most rudimentary tools. Most are drawn to it in the hopes of earning a better  income. According to World Bank, over 20 million people depend on mineral resource extraction for living. When this number is compared with formal mining industries it is immensely large. PAUPERIZATION IN COAL MINING AREAS IN INDIA In colliery areas where CIL operates, significant amount of social and environmental transformation takes place over a period of time. Within bureaucratic and political circles the notion that Coal as a commodity is being excavated for greater common good by a Central government owned body like Coal India Limited, represents lack of attentions to people’s interests and social impacts of mining coal. Decay of social fabric, erosion of traditional livelihood, rising levels of urbanisation are some of the socio impacts which vary according to physical proximity of the mine to livelihoods. Between 1971 and 2001, people in Ranijang region in west Bengal have slowly moved away from agriculture as an occupation to mining and scavenging , even in non-colliery areas. Women especially from downtrodden caste and below poverty line are most impacted by this migration. In areas of Jharkhand gradual pauperization of people around coal mining areas have taken place in which traditional land and water rights in the region in which they live are lost and few negligible short term benefits of mining are accrued which will is leading to steady extinction of tribal people in remote coal mining areas. In most of the cases, links between the legal and illegal coal mines are more complex than above example. Both the groups either co-exist or coal mining company complains against scavenging to local authorities as law and order problem, however bureaucratic reply is usually pointing the company should take care of its resources. Hence in the existing legal setup both parties formally or informally will try to co-exist peacefully. Similar setup exists between large scale and small scale transportation in centralized control manner controlled by mafia group. Part of the root cause for such inefficient maintenance, transportation and distribution systems lies with CIL and its subsidiaries where they are not standardized and do not consider domestic consumer, In the entire eastern region CIL doesn’t have large depot to cater the needs of domestic consumers. Hence often industry owner applies for a license to grant coal to fire the furnaces or generate power. This permission is difficult to get and consumer need to bribe any intermediate parties from company officials, bureaucrats and politicians leading to significant overhead cost for the company, there by preferring a shorter and simpler coal extracting methods by joining hands with mafia system or illegal mining. STRATEGY MAKING PROCESS FOLLOWED BY GOVERNMENT OF INDIA AND COAL INDIA In the above sections, various issues faced by the community, company and the system at large are explained. To understand the issue in hand better and to analyse the issues lingering the sector better, Government’s and Company’s behaviour with larger society is compared with few Strategy making processes. According to author, current system has a predefined set of objectives and is thriving to achieve that without considering other subjects involved in entire scenario. This behaviour aptly fits into Classical approach highlighted by Grant (2008). The reductionist approach by MMRD and other acts by the Government can be mapped to this approach Government trying to oversimplify the complexities involved in various mines based on certain factors like Size, productivity etc. , such approach leads to formation of clear goals to the Company and doesn’t allow the company to recognize the emergent behaviour of the employees, people livelihoods in affected areas. Below is a modified representation of Grant’s Classical approach of Strategic Human Resource Management. Figure 1 : Common elements in successful Strategies , Adopted from Grant ( 2008: 7) Author notices that because of monopolistic nature of coal mining sector in India and sufficient support from political circles, there isn’t sufficient pressure on the company for Profound understanding of all the groups involved. In Most of the cases, Long term agreed objectives takes more priority over other priorities mentioned like Profound Understanding of all groups involved, Regular Appraisals of employees involved and Environmental awareness. Hence the company will focus on financial targets to achieve more than Social Impact it creates in thousands of people it impacts. Thus it can be stated that Classical approach readily doesn’t fit in or help in solving the issue. Current Intended strategy of Government of India, behind Nationalization of Coal mining in 1952 is to protect the reserves from exploitation by private parties is well understood, however with the changing times , growing demand and involvement of various other socio-political and technological factors, Intended Strategy is not being completely realized. There is a deliberate effort on its part , to ensure current intended strategy works by allowing illegal mining and scavenging by local people in coal mining areas in order to peacefully co-exist and continue to mine in coal traces. However by comparing the number of court petitions filed by local tribes in Jharkhand, WestBengal living nearer to various collieries, comparing the productivity / person and high cost of mining compared to other export countries it can be understood that , slowly they are moving towards an unrealized strategy where focus is only on net volumes realized and not considering environmental impact . EMERGENT STRATEGY OF STRATEGIC HUMAN RESOURCE MANAGEMENT In practice organization approach can be explained by Emergent Strategy approach as suggested by Mintzberg (1987) are relevant. According to March (1976) and Mintzberg (1987), planned strategies are not always realized; strategies can often emerge and evolve over a period of time. The Strategy should be moulded over action . Similar such fluid approach can be applied, where an additional dimension as mentioned below in Emergent strategy is required to recover from unrealized strategy and to streamline the company’s goals. Privatization of coal mining along with a holistic review of existing mining policies impacting the sector is the emergent strategy to improve the productivity, transparency of coal production and livelihoods of people involved. However its application remains a challenge. Figure 2 : The Emergent Strategy, source from the strategy concept, California Management Review, Mintzberg. H, 1987. Systemic Approach of Strategic Human Resource management On similar lines to Emergent Approach of Strategic Human resource management, Whittington(1993,2001) systemic approach provides more answers to the issue, where Strategy is shaped by the social system the company operates within. This strategy is shaped by cultural and institutional interests of broader society, since organisations and decision makers are embedded in network of social relations, hence adept understanding of the needs of the society at large and acting accordingly should be key . OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual Figure: 3Whittington’s (1993) generic perspective on strategy Author believes Emergent and Systemic approach to planning a strategy is apt and required by all parties involved( both policymakers and industrialists ) in order to operate in complex world with various socio-geo political limitations. This it can be concluded that to effectively manage human esources and to improve organisation performance , integration between human resource management and business strategy holds key for its success. (See Holbeche, 1999; Schuler and Jackson, 1999). EMPLOYEE RELATIONS IN COAL INDIA Coal India has both union and non-union based workers. Starting from 2009, it has been recruiting more than 1000 employees every year from premier management and technology schools across India. This is one of managemen t initiatives taken to inject fresh blood and reduce the average age of its labour force. While the decision to recruit young highly talented workforce as change agents is appreciable, 30 to 40 per cent of these employees quit every year for below reasons. 1) Staff felt they were demoralized by senior staff from the beginning. 2) Apart from salary issues, the staffs were under-utilised and faced hostility from seniors. 3) While recruitment, the staff were promised a grade above engineers however not fully implemented even after raising the concern to top management. Hence realized there are limited growth options. Treasurer of Coal Mines Officers Association of India partially accepted the conditions and commented this situation reflects the larger problem of stagnation within the organization It is understood , if the situation continues, the county’s top coal producer is likely to grapple with unprecedented HR crisis across its executive cadre because of limited growth options and 6000 of their employees mostly from executive cadre getting retired every year. Falling on relevant literature , Kochan . T , 2000 has stated that Asian model of employee relations is designed to support an economic strategy that emphasises human resources as a competitive asset- A strategy that requires a highly skilled and committed workforce and a cooperative labour management culture and system. In Coal India, it can be observed that there are required structures in place like Unions for labour management, since the company is too big, management of resources is challenging. Since the company works in a monopolistic structure, there isn’t healthy competition which will push the management to focus on current internal and external problems with more vigilance rather than its current laid back approach and bureaucratic functioning. It can be noted that HR strategies should operate consistently as is a vital part of the overall business plan (Stroh and Caligiuri, 1998). Within the organisation senior management there should regularly conduct analysis regarding the kind of HR competencies needed in the future, and accordingly core HR functions (of procurement, development and compensation) should work together collectively to meet such needs. (see Holbeche, 1999). The 2 core aspects which organization has to focus is Integration of HRM into the business and corporate strategy, and the devolvement of HRM to line managers instead of personnel specialists, thereby ensuring company doesn’t have power blockages and allow it to function smoothly. Brewster and Larsen (1992: 411–12) define integration as ‘the degree to which the HRM issues are considered to formulate long term business strategy’ and devolvement as ‘the degree to which HRM practices involve line managers has responsible rather than personnel specialists’. Similarly (Budhwar and Sparrow 1997; 2002; Hope-Hailey et al. , 1997; Truss et al. , 1997; Sisson and Storey, 2000) also highlighted the concept of devolvement for quicker response in large scale organizations. This process, highlights the need of prioritizing the issues and developing/ training more motivated employees for effective control. Instead of having a narrow hierarchy with in organization, there by leading to stagnation, it can be learnt from this theory that local problems should be resolved by local managers at grassroots level affording more time for senior management. Applying this theory to Coal India Limited, It can be understood that mine managers should be more proactive is liaising with local governments and bureaucracies to form an amicable solution for betterment of society as well as company. Company senior management should work closely and provide required assistance and authority to mine managers to perform their duties. In this context, the Coal India Limited management can learn from other global peers to understand how to deal with employee relations related issues effectively. Below is the summary of one such example stated by an author Young-Kee Kim, in his report on Employee relations. LG group from its inception till 1987 achieved high rates of economic growth with support from Government by suppressing unions, however in the period of 1987-89 it has faced severe hostility and strikes from its workers because of which resulted in 740 million dollars of loss. Post 1990 till 2005, as a result of research and many extensive internal surveys the roup has laid importance to new group level policy that emphasis the promotion of human dignity for employees and the maximisation of customer satisfaction. Voluntary employee participation in workplace organisational improvements has been identified as a critical success factor. Consequently the rapid realisation of co-operative labour relations and enlig htened ER practices has been recognised as tasks of major significance my member firms. * Company has evolved gradually from Passive support of Management perception of union to active partnership with unions.. It gradually made a cautious move from not just maintaining a stable labour relations climate in order to avoid labour disputes, it has invited a voluntary participation of employees and union leaders in management activities. * Unions characteristics of providing weak employee support to being professional in their activities and finally Employee Relations have moved from just dealing with basic issues to providing autonomy and participation of employees From the above example it can be understood that Firstly, without management innovation, co-operative Employee Relations cannot be achieved. For Labour management relations to be a positive sum game, these innovations should enable the company to achieve superior performance and the capacity to provide employees with better rewards. Secondly, much time and effort is required from top management to develop a constructive labour management culture. The Employee relations department cannot achieve the development of co-operative employment relations by itself. The labour management relationship should be viewed as a profit – creating relationship, rather than a cost –creating one. Thirdly, the company should support increased independence and professionalism on the part of the union and provide education for union leaders. A union that lacks professionalism is unable to get a full support of its members and lacks effective management strategies for administering union business because of high turnover of union officials. Fourthly, to be successful all these activities should be conducted consistently and systematically over time. Many companies only seriously consider the labour management relationship when faced by a critical problem. Such focused attention tends to fade when the strike is settled. As explained in the above example, LG group has chosen a different path and spent a year analysing its Employee relations. CONCLUSION IS PRIVATISATION A SOLUTION ? Currently both globally and in India, demand for coal is on the rise, thereby increasing the prices of coal. Due to the volatile times passing through, similar to other commodity sectors like Iron, steel, Coal Mining industry will also undergo divestment and monopoly of Coal India Limited will break. However privatisation is not a panacea for all issues lingering the sector. Time has come for Policy makers, bureaucracy and other parties involved come together to answer few critical questions while restructuring the sector. 1) How to deal with thousands of people making their livelihood from illegal mining of coal ? 2) Will the government able to accept few realities like people living in local region , have rights on mineral resources to strength the lower strata and provide a sense of security to their livelihood ? 3) Can the government, restructure the sector with more robust, full proof, social informed laws protecting and respecting the rights and interests of all involved ? ) With experience from privatising other commodities, after privatising coal mining ,it can be estimated that mushrooming of small coal mining leases can be experienced in an open market scenario. Hence laws and policies safeguarding the interests should be more inclusive than before. Where policies and laws have to deliver sustainable benefits to local and global communities, un like current laws that are focused only on mitigating the negative impacts of mining on the environment and marginalizing small groups over national priorities. Government policies need to take a more holistic approach in understanding about production of â€Å"Illegal mines† as well as marketing and distribution chains through which legally mined coal is illegally distributed. It is vital to integrate local interests in mine management plans to provide access to resources for local people and co-exist peacefully for inclusive growth.. References : Books and Internet Links * Bamber J, Park F, Lee C, Ross P and Broadbent K, 2000, Employment Relations in the ASIA-PACIFIC Changing Approaches, Allen and Unwin, Australia. BeardWell J ;amp; Claydon T, 1994, Human Resouce Management – A Contemporary Approach, Pearson Education Limited, Great Britian. * LG Group ( 1994) LG Labour – Management Relations Long-term Model Report * http://www. thehindubusinessline. com/companies/article2470720. ece * http://economictimes. indiatimes. com/coal-india-ltd/infocompanyhistory/companyid-11822. cms * http://articles. economictimes. indiatim es. com/2011-10-18/news/30295579_1_iits-and-iims-new-recruits-cil * http://www. firstpost. com/business/labour-pangs-for-coal-india-scrip-melts-in-the-heat-67084. tml * http://in. reuters. com/article/2012/10/12/tci-coalindia-idINDEE89B08G20121012 * http://www. dnaindia. com/money/report_coal-india-to-face-india-s-first-class-action-suit-in-15-days_1770358 * http://www. livemint. com/Companies/jEkLsitce5Qt0wx3gyS3sM/Coal-India8217s-UK-shareholder-to-file-petition-in-Indian. html * http://ibnlive. in. com/news/meghalaya-braveheart-fights-against-child-labour-in-coal-mines/266778-3. html * http://www. amusingplanet. com/2011/05/child-labor-in-indian-coal-mines. html * http://www. elshcoalmines. co. uk/forum/read. php? 4,50329,50370#msg-50370 * http://www. mining. com/los-angeles-times-uncovers-child-labour-in-indias-coal-mines/ * http://articles. timesofindia. indiatimes. com/2012-11-14/guwahati/35111450_1_child-labourers-coal-mines-meghalaya-government * http://www. businessinsider. com/photos-indias-illegal-coal-mines-2012-10? op=1 * http://www. thesundayindian. com/en/story/the-unfortunate-social-costs-of-coalgate-and-such-scams/42442/ * http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1716581 *

Harts Minimum Content Of Natural Law Philosophy Essay

Harts Minimum Content Of Natural Law Philosophy Essay The question on the relationship between legal validity and morality is a perennial one. There are the legal positivists who tend to rally around Austins claim that the existence of law is one thing; its merit or demerit is another and there are the natural lawyers who tend to follow Augustines claim that a law which is unjust seems to be no law at all  [2]  .  [3]  Amidst the struggle in reaching a definitive resolution on this question, the work of Professor H.L.A Hart has made significant contributions to this area of contention from a soft  [4]  positivist perspective. Not only does Hart claim that it is in no sense a necessary truth that laws reproduce or satisfy certain demands of morality  [5]  , but he explicitly acknowledges that the rule of recognition may incorporate as criteria of legal validity conformity with moral principles or substantive values  [6]  . He also goes a step further and makes a concession that there is a core of good sense in the doc trine of Natural Law  [7]  . In The Concept of Law, Hart expounds on what he takes to be the minimum content of natural law  [8]  . His minimum content of natural law rests upon, the generalà ¢Ã¢â€š ¬Ã‚ ¦argumentà ¢Ã¢â€š ¬Ã‚ ¦that without such a content laws and morals could not forward the minimum purpose of survival which men have in associating with each other.  [9]   Hart argues that there are five features of human condition which sometimes work against survival and believes that every legal system must take these into account. As such, Hart, who claims to be a legal positivist, acknowledges that there is a connection between law and human nature based on the following truisms  [10]  ; Human vulnerability, which dictates the proscription of violence. The argument lies in the simple fact that men are both occasionally prone to, and normally vulnerable to, bodily attack  [11]  . Thus, if there are no such rules restricting violence, there would be no point in having rules of any other kind  [12]  . Approximate equality, meaning that although men have different capacities, no individual is so much more powerful than others, that he is able, without co-operation, to dominate or subdue them for more than a short period of time  [13]  . Thus, there is a need for a system of mutual forbearance and compromise which is the base of both legal and moral obligation  [14]  . Limited altruism, which makes rules of mutual forbearance necessary to secure a balance between altruistic and selfish inclinations in a social pattern of life  [15]  . Limited resources, meaning that since necessities needed by men for survival are limited and can only, be won though labour, there is a need for a minimal form of the institution of propertyà ¢Ã¢â€š ¬Ã‚ ¦and the distinctive kind of rule which requires respect for it  [16]  . Limited understanding and strength of will, which tempt individuals into deviant or anti-social conduct for short-term personal gain thus, rendering sanctions as crucial to ensure compliance with the rules.  [17]   As such, Hart argues that there is a natural necessity that legal systems contain rules for the protection of persons, property and promises  [18]  . These are the rules of conduct which any social organisation must contain if it is to be viable and which are necessitated by certain contingent truisms about human beings and the world in which they live.  [19]  Therefore, taking the premise to be that all human beings desire to live or survive, it is concluded that every legal system has for that very reason these universally accepted principles which form the minimum content of natural law, and which are common to law and morality. It submitted that Harts minimum content of natural law is indeed thoroughly minimal. In advancing his minimum content of natural law, Hart simply offers a very humean set of assertions, of them made as empirical generalisations, not a priori truths, about limited altruism, vulnerability, approximate equality and limited resources  [20]  . It is also rather restricted to rules relating to injury, property, life and death. This is due to the fact that Hart has only taken into account the sole basic aim of survival. As a result, those moral rules that do not concern the aim of survival will not be included. In addition, there is also some truth to Harts empirical generalisations concerning human nature. Human beings are generally vulnerable and the strongest individual is capable of being killed by a group of weaker individuals as men are not giant crabs, with impenetrable shells  [21]  . Furthermore, there is a real problem of resources being scarce, thus our wants tend to outs trip what is available to supply them  [22]  . As such, enforceable rules are required to overcome the problems posed and this is something which every legal system should take into account. Therefore, it is very difficult to dissent from Harts minimum content of morality which comprises of those necessary norms of social interaction which while reflecting moral considerations, are necessary for any system of law to be minimally effective as a legal system. In fact, in most legal systems, fundamental moral norms are enshrined in law as basic criminal prohibitions. Rules forbidding murder is one example and such a rule is indeed crucial for a society to be viable. Many such provisions seem to reaffirm the moral base of social order and penalise those who do not follow the rules. However, it is debatable as to whether survival is the sole aim that can be generally predicated of man and his societies. Generally, the aim of man is to not only survive, but to survive well, and to live according to some conceptions of a desirable, good or just life. As such, laws in a social organisation would need to embody mens needs to survive as well as their conceptions of what is desirable, good and just. Therefore, Patterson suggests that any definition of the ultimate end of man should therefore take into account not only the biological facet of mans existence but also mans unique intellectual and social capacities  [23]  . This point is made by Rolf Sartorius who asserted that Harts notion of natural necessity is presented in terms of what there are good reasons for given survival as an aim. But surely room must be made for loftier human pursuits than mere survival (of either the individual or species). I suspect that some attempt at realizing those social and enviro nmental conditions which provide an opportunity for individuals to lead meaningful lives will have to be made here.  [24]   Hart justifies his refusal to take into account a mans unique intellectual and social capacities on the premise that there are too many definition and that there is a lack of consensus over which is correct  [25]  . It has been argued by Patterson, that Hart places too much focus on aspects of classical natural law theory that he fails to consider the Finniss account of mans ultimate end  [26]  . His account states that no determinate one natural last end or determinate unifying principles of individual or social life  [27]  but that mans ultimate end is the participation by a multiplicity of persons in a manifold of goods  [28]  . These goods exclude no aspect of individual wellbeing and is potentially affected by every aspect of every life plan  [29]  . Thus, Patterson concludes that because they include life in addition to a plurality of other goods such as knowledge, friendship, religion and play, all of which account not only for the biological aspects of man but also the rational and social, it negates the need for Harts cautiousness in having to select one ultimate principle or good  [30]  . Thus, it is submitted that the survival, being defined as the ultimate end of man is too simplistic and does not truly reflect the true situation. Furthermore, it is also argued that there is a need for procedural requirements within the law to ensure the survival of all the members of the society and that it is not sufficient to only merely comply with Harts minimal moral content  [31]  . Hart suggests that for a society to be viable, it must offer some of its members a system of mutual forbearances, but, it need not, unfortunately, offer them to all  [32]  . Hart proposes this despite admitting to the possibility that in extreme circumstances when a sufficiently large number of people are oppressed and derived of protection from the law, the legal system may become unstable with latent treat of upheaval  [33]  and may eventually collapse. Although Hart, in his later article, recognises that all men who have aims to pursue need the various protections and benefits which only laws conforming to requirements of substance and procedure can effectively confer  [34]  and that laws, however, impeccable their content, may be of little service to human beings and may cause both injustice and misery unless they generally conform to certain requirements which may broadly be termed procedural  [35]  , he does not include any such procedural requirement into the minimum moral content of law. Accordingly, despite highlighting the importance of the rule of law as embodied in certain requirements of procedural fairness, Hart fails to explicitly broaden the minimum moral content of law so as to include them  [36]  . Consequently, Patterson suggests that the requirement of fairness and justice must be taken into account in order to ensure the survival of the members of a particular society as well as the legal system  [37]  . This suggestion is further supported by Harts later acknowledgement that the purpose of law does not only ensure survival but facilitates the pursuit of aims as well  [38]  . The reason for Hart failing to take into account requirements of fairness or justice within his minimum moral content of law could be due to his claim that it is possible for a legal system to exist even though much of its substantive and procedural content is unfair or immoral. However, beyond a certain point, a system sufficiently lacking in fairness or justice can collapse even though it conforms to Harts minimum moral content because, according to Hart, the more a system is oppressive and unjust, the more likely it will be unstable  [39]  . In conclusion, Hart correctly concedes to that fact that there needs to be a minimum moral content in law to ensure the survival of the members of the society. However, it is argued that mere adherence to Harts minimum content of moral itself will not ensure the survival of the members in a society. Procedural fairness should be incorporated within the law in order to ensure survival of the members of the society and the stability and continuance of the legal system.

A Feminist Reading of The Last of the Mohicans Essay example -- Femini

A Feminist Reading of The Last of the Mohicans    While most often studied as a romance or adventure novel, the most dominant characteristic of The Last of the Mohicans is overlooked: phallicism.   From this phallicism stems Cooper's patriarchal view of society.   In the novel, men are symbolically set apart from women by the possession of weapons (the phallic symbol), and men are separated from one another by the size of their weapons.   The more powerful the men are those bearing the larger, longer weapons. The main character, Hawk-eye, possesses "...a rifle of great length..." (32).   Indeed, the rifle is so long, and so deadly in the scout's hands (he has "...a natural turn with a rifle..."), that he is given the name of 'La Longue Carabine' by his enemies.   The scout symbolizes the greatest male power in the novel, and he is therefore the greatest protector of the women as well.    As the size of the weapons of the other characters decreases, so too does their generative power.   Only slightly shorter than the scout in weapon length are Uncas and Chingachgook, who, while carrying knives, also brandish long hunting rifles. Uncas is the closest to the scout in length, for he carries his former rifle-hearing a shot in the woods, the scout recognizes the shot of Uncas, saying " '...I carried the gun myself until a better offered'" (230).   Thus even though Uncas possesses a weapon of substantial length, he still comes up a bit short when compared with the scout.   Next on the list of length is Duncan Heyward, who begins the novel carrying a mere pistol, grows in generative power as the story progresses-near the end of the novel he shows he can handle a hunting rifle almost as well as the scout.   When the group first leaves ... ...weapon...drawn to his shoulder," the scout preserves the honor of all by killing Magua with a blast from 'Kill-deer' (401).    In this novel overflowing with phallic imagery, it is clear that power lies in weapons, and size does matter.   Without weapon, Gamut protects no one.   Heyward only begins to wield power when he exchanges pistol for rifle. Although a valiant warrior, even Uncas dies after abandoning his rifle.   Conversely, Chingachgook keeps his weapon, and remains alive.   And Hawk-eye, the most powerful protector, is only vulnerable when he does not have 'Kill-deer' in his hands.   In Cooper's patriarchal society, the man with the longest gun is the man who saves the day.   When the big gun is gone, however, all of society is vulnerable.    Work Cited: Cooper, James Fenimore.   The Last of the Mohicans.   NY: Signet Classic, 1962.      

polio vaccine :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Poliomyelitis (shortened to polio) has been around for thousands of years, and there is still no cure, but at the peak of its devastation in the United States, Dr. Jonas Salk introduced a way to prevent it. Polio attacks the nerve cells and sometimes the central nervous system, causing muscle wasting, paralysis, and even death. The disease, whose symptoms are flu like, stuck mostly children, and in the first half of the 20th century the epidemics of polio were becoming more devastating. Salk, while working at the Virus Research Lab at the University of Pittsburgh, developed a polio vaccine, and the medical trials to prove its effectiveness and safety are still being analyzed.   Ã‚  Ã‚  Ã‚  Ã‚  Fifty years ago the largest medical experiment in history took place to test Salk’s poliomyelitis vaccine. Close to two million children across the United States and Canada were involved in the trial, which was administered by the National Foundation for Infantile Paralysis (NFIP), also known as the March of Dimes. The foundation, created in 1938 by President Franklin D. Roosevelt (a polio victim) and his law partner Basil O’Connor. Across the United States, 623,972 school children were injected with the vaccine or a placebo, using a double blind technique in which neither recipient nor administrator knew which one there were getting. The results, announced in 1955, showed good statistical evidence that Jonas Salk’s â€Å"killed virus† preparation was 80-90% effective in preventing paralytic poliomyelitis.   Ã‚  Ã‚  Ã‚  Ã‚  The statistical design used in the experiment was singular, prompting criticism. Eighty four test areas in eleven states used a textbook model: in a randomized, blinded design all participating children in the first three grades of school (ages 6-9) received injections of either vaccine for placebo and were observed. At the same time though, 127 test areas in 33 states used an â€Å"observed control† design: where the participating children in the second grade received injections of vaccine, no placebo was given, and children in all three grades were then observed for the duration of the polio season. The use of the dual protocol illustrates both the power and the limitations of randomized clinical trials. The control trials with the placebo were important to define the vaccine as the product of scientific medicine, while the observed trials were done to maintain public support for the vaccine.   Ã‚  Ã‚  Ã‚  Ã‚  In 1953, Salk presented his tests of a polio vaccine to the Immunization Committee, the scientific advisory committee for the NFIP. The test results seemed promising to Basil O’Connor, as the children had shown no ill effects and the levels of polio antibodies in their blood had risen. However, several of the senior virologist on the committee questioned the relation of antibodies

Essay --

Introduction Today’s marketers are looking for other approaches to communicate and connect with their target audience and a technique that is receiving more and more attention over the past decade is product placement. Product placement is not a new concept, but it has become much more prevalent in recent years. It is not only due to the changes to the way viewers are watching television, but also for the advent of new technologies. This marketing communications technique is evolving. While before companies tended to sponsor a film, or TV series, now they are buying space within the programme. With this new concept, companies can cut money on very expensive advertisement, and film producers and TV networks can get extra sources of funding for production. Moreover, advertisers are aware that seeing your favourite TV series character sipping a Coca-Cola, using an iPhone or driving a Toyota, can have a far more persuasive effect on viewers due to the emotional connection to the story and characters. Car manufacturers are one type of company that are making the most of product placement, and are signing deals with broadcasting networks and film producers to have their vehicles appearing and characters talking about all the amazing features of a specific car model. Toyota is by far, the company investing the most in the use of product placement, and in fact is trying to impose their presence, not only during episodes of certain TV series, but also dictating the rules to certain TV networks to have dedicated pages on their websites. Marketing Communications It is difficult to find a universal definition of marketing communications, and there are many different orientations regarding the subject. The table below summarises the main ... ...tial effects on consumers’ memory and brand attitudes. Prominent placements are most likely to be remembered, but they have a positive influence on the consumers’ attitude toward a brand only if they are consistent with the plot (Wilbur, Goeree and Ridder, 2008). American consumers, for example, are more likely to buy a product that was shown in a movie, and American students prefer product placement in films to traditional advertising (Lee and Chung, 2009). Moreover, households appear to have better attitudes to product placement, followed by adults 25- 54 and adults 18-49 (Wilbur, Goeree and Ridder, 2008). Overall results of recent studies indicate that consumers are incline to have positive or neutral attitudes towards product placement and that the effect of it can differ depending on consumers’ specific differences in their personalities (Ju and Tinkham, 2011).

A manager and a leader Essay

The difference between a manager and a leader is that the former ensures control and rationality, her/his focus is on day to day problem solving, best means in achieving results for staff to continue to contribute to the organisation (Zaleznik,1992) . While a leader uses power to influence actions and people, focusing more on outcomes and impact, where this action has inherited risks such as the risk of losing self- control in the need for power (Zaleznik,1992). While leaders and managers have common traits such as sound communication skills, work ethics, integrity, key technical competencies, etc, yet there are some differences. These differences can be summarised as follows: Risk taking: Manager are regulators of affairs in an organisation, getting rewards from collective achievements . Therefore, to be a good manager, it requires persistence, patience, intelligence, analytical skills, and goodwill. Leaders think out of a box and work with high risk initiatives. While managers, unlike leaders, tend to solve problems in a more conservative way and tend to tolerate mundane and practical work (Zaeznik,1992). Leaders on the other hand are risk takers. Relationships: Manager work with people to implement initiatives, solve problems, by focusing staff on policies and procedures and not on content (Zaleznik,1992). They are engrossed in how to make decisions, but not what are the rights decisions to make. While leaders attract strong feelings of identity and difference. Their human relationship might seem turbulent, intensifying motivation and often resulting in unanticipated results (Zaleznik, 1992). Sense of self-worth: managers’ sense of self-worth is secured by ensuring and strengthening existing institutions. While leaders feel separate from their institutions, their perception of identity is different (Zaleznik, 1992). They may work in an organisation and never have a sense of belonging, always seeking opportunities for change. Vision versus objectives and goals: Managers take the short view, focus on objectives, targets, implementation and monitoring and evaluation while leaders take the long view, focusing more on a clear vision, a clear sense of purpose, and a passion to pursue that vision while aligning the organisation its vision (Allio, 2012). Manager Leader Ensures control and follows day to day work implementation of an action plan (day to day work) Sets a vision A problem solver Uses power to lead and influence action Not a risk taker Willing to take risks (balance between change and stability) Follows rules and regulations High levels of creativity, always thinks out of a box Implementer Leads, inspires and motivates Strong sense of belonging to organisation May and may not have a sense of belonging to organisation Works in a comfort zone Always embracing change management, seeking new opportunities. In health care, the Minister of Health in the State of Palestine is a leader, while the director generals, directors of various departments are managers. The former is the person who sets out the vision for the ministry, partnering with other stakeholders (UN organisations, private sector, and others) for instance in advancing the public health sector. This resulted in a reduction in infant and under five child mortality rates over the past five years. While director generals and directors are consumed with implementing the inputs needed to achieve the overall vision set out by the Minister. Thank you. References: Allio, R.J., (2012), ‘Leaders and leadership – many theories, but what advice is reliable?.’ Strategy and Leadership. [Online], 41, (1), pp. 4-14. Available online from: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/doi/pdfplus/10.1108/10878571311290016 (Accessed on: 19 January 2015). Zaleznik, A., (1992), Managers and leaders: Are they different?’ Harvard Business Review. [Online], 70 (2), pp 126-135. Available from: http://eds.a.ebscohost.com.ezproxy.liv.ac.uk/eds/pdfviewer/pdfviewer?vid=3&sid=ef29e84c-a001-4d56-9f66-b5f4a202c402%40sessionmgr4001&hid=4202 (Accessed

Coffeehouse and Starbucks

1. Original Strategic Vision for Starbucks Howard Schultz’s original strategic vision was to transform Starbucks into a national company with an emphasis on placing great value on its employees. He believed that the key to success was for Starbucks to capitalize on its people; he wanted a somewhat decentralized organizational structure which emphasized the importance of including employees in the decision-making process. Schultz wanted to place an image of Starbucks as an employer that cared for the general well-being of its employees and one that employees could be take pride in being a part of.A key strategic objective espoused by Schultz in his original strategic vision was to transform Starbucks into â€Å"the most respected brand name in coffee and for the company to be admired for its corporate responsibility. † Also worth noting is the fact that after visiting Milan, Italy Schultz also made it part of his strategic vision to transform Starbucks as a remake of the Italian coffee bar culture. He wanted customers to perceive a visit to a Starbucks coffee shop as a social gathering where customers could grab a fresh-brewed beverage, meet their friends and visit.He believed that creating this emphasis on customer â€Å"experience† could distinguish Starbucks from its competitors. Schultz’s 2010 strategic vision for Starbucks is an extension of his original vision from the 1980s which has been expanded to include more innovative and cost cutting practices. It can also be argued that some of his new strategic objectives are more prudent instead of being fully aggressive. For example, while Schultz still believed that the company should continue to pursue international expansion, he makes it evident that this should be pursued at a slower, more methodical pace.In addition, with regards to the volume of stores in the US, he acknowledges the fact that expansion efforts were not properly coordinated with regards to the close proximities of many Starbucks shops. Therefore he closed 900 underperforming shops, three quarters of which were located three miles away from a nearby shop. The 2010 strategic vision also continued to emphasize the customer experience. He believed that employees have lost their â€Å"soul of the past† in their passion to educate customers about their products and provide customers with a quality experience .As a result in 2008, Schultz ordered 7,100 US stores to be temporarily shut down for three business hours to provide special training for store employees. The purpose of this was to give their baristas hands-on training to aid in improving the quality of the beverages they served. It was also an effort to renew and reignite Starbucks’ culture of a customer-centric focus to help employees understand the importance of a satisfying customer experience. Lastly, much innovation and cost-cutting practices were incorporated into the 2010 strategic vision.For example as part of a seri ous cost-cutting strategy, the company undertook a 1000-person cut in staffing to cut down on administrative costs from the company’s organizational support infrastructure. With regards to innovation, the company also implemented ideas such as internet-based software for scheduling work hours for store employees and new resources such as laptops for store employees. Innovation was also implemented in the products the company offers.An example of this is the launch of VIA instant coffees and menu items designed to offer healthy breakfast choices for people with busy lifestyles such as fruit cups and healthier bakery selections. 2. Has Starbuck’s strategy evolved as the strategic vision has evolved? 3 . The Broad Differentiation strategy most closely approximates the competitive approach used by Starbucks. This is supported by the fact that the company’s target segment is not limited to a specific niche market.As reinforced by the company’s resurging commit ment to expand to global markets, it is committed to serving the needs of a broad market with widely diverse preferences. Supporting Starbuck’s use of a Broad Differentiation strategy is the fact that Starbucks tries to distinguish itself from competitors by offering a service devoted to going the extra mile to deliver a satisfying customer experience. This is congruent with the company’s theme of â€Å"just say yes† to customer requests.Another key aspect of the Broad Differentiation strategy that Starbucks practices is the offer of a wide selection of products which emphasize differentiating attributes. An example of this would be Starbuck’s introduction of VIA Ready Brew Coffee. These were packets of coffee that could be prepared instantly by simply adding them to a cup of water. VIA coffee had the superior attribute of easy preparation while replicating the same rich full-bodied taste of fresh-brewed coffee delivered by Starbucks from its coffeehouses .Another unique product introduced by Starbucks with a differentiating feature is the introduction of Vivanno â€Å"better-for-you† smoothies. These smoothies offered those health-conscious customers with little to think about with only 250 calories, one serving of fruit, 16 grams of proten and 5 grams of fiber. 4 The key policies, practices, principles and procedures that underlie how Howard Schultz and Starbucks management have implemented and executed the company’s strategy are as follows: Emphasis on providing employees with a caring, desirable work environment in which they can contribute to the success and development of the company.It is clear that Shultz believes in taking care of his employees to win their commitment to enhancing the well-being of the company. As evidence, Schultz instilled a comprehensive benefits package which unlike the norm for other businesses, were offered not only to full-time employees but part-time employees as well. In order to empha size the connection between employee contributions and the company’s market value, Schultz also implemented Bean Stock- Starbuck’s stock option plan.The purpose of this was to allow each employee to become a partner and share in the success of the company to promote a positive long-term effect on the company’s operations. Applying ethical and high standards of excellence to the purchasing, roasting and fresh delivery of coffee. Evidence for Starbuck’s commitment to ethical sourcing of its coffee can be supported by its partnership with Conservation International Center to develop Coffee and Farmer Equity (C. A. F. E. ) Practices. Such practices were designed to help farmers grow coffee in ways that prevented harm to the planet.These practices were designed to cover safe and humane working conditions (ensuring congruence with minimum wage requirements as well as child labor provisions), and making sure that the prices Starbucks paid were sufficient to allo w farmers to cover their production costs and provide for their families. In addition, the company’s resoluteness to provide excellent standards in the roasting and serving of coffee is supported by Starbuck’s rigorous training program for all its partners/baristas.The program includes a minimum of 24 hours of training in the first two to four weeks of training and involves classes in coffee history, drink preparation, coffee knowledge and customer service. The enthusiastic development of satisfied customers all of the time. It is clear that Schultz is adamant about ensuring that customers are provided with the best experience every time they visit a Starbucks coffee shop. This meant paying careful attention to what pleases their customers.The company employs a customer-centric culture where they are trained to take extra measures to ensure that the customer was fully satisfied, and to employ a â€Å"just say yes† theme to customer requests. Make a positive cont ribution to the communities in which we operate our business. In order to give back to the communities in which their numerous shops reside, the company participates in many philanthropic events which are coordinated by the Starbucks Foundation. Some of their activities include participation in local charitable projects as well as community development activities.Recognition of profitability as essential to our success. Starbucks is aware that in being able to deliver in all of the aforementioned areas, that it will be able to enjoy the success that its shareholders desire. As a result, the company believes that it is fully accountable to performing well in each of these areas so that Starbucks and its various stakeholders can continue to â€Å"endure and thrive. † 5. What values does Starbucks have? How well do they connect to the strategy and the way the company conducts its business? 6. Social Responsibility: * C. A. F.E : Coffee and Farmer Equity- Partnership in which Sta rbucks sought to develop practices to help farmers grow high-quality coffees in ways that were good for the planet. This covered practices such as safe and humane working conditions including compliance with minimum wage requirements and child labor provisions) and environmental responsibility P359 * Definition for social responsibility- Wikipedia: Starbucks’ corporate culture involves the moral binding of partners to run the company’s operations with consideration of the well-being of others around them.Ie: the company purchases a growing percentage of coffees that Starbucks purchases are grown organically without the use of chemical fertiliziers, pesticides and herbicides. This supports the company’s devotion to socially responsible practices. Such efforts helps in maintaining the cleanliness of groundwater and prevents degradation of environmental ecosystems nearby. embrace As indicated by its countless efforts to manage business in a way that promotes social and environmental concern, Starbucks has very strong dedication to its corporate social responsibility.Not only has this effort to â€Å"build a company with soul† has also been ingrained in the company’s mission statement, Starbuck’s has also received wide recognition for its efforts in this area. In fact in 2010, the company was named to Corporate Responsibility’s list of â€Å"The 100 Best Corporate Citizens† for the 10th time. In addition the company has received over 25 awards for its efforts in the areas of philanthropic, community service and environmental activities.As one of its most noteworthy efforts, in 1997 the company established The Starbucks Foundation to organize the company’s philanthropic undertakings. Under the Foundation, many of its coffee shops participated in regular charity events and community improvement initiatives. Starbuck’s social responsibility is also reflected in its generosity towards worthy causes. For example, in 2005 the company made a $5 million, five year commitment to aid in the relief and recovery of victims of Hurricanes Katrina and Rita.More recently in 2010, the company also donated funding worth $1 million to support the American Red Cross’ efforts to provide relief for those who survived the earthquake in Haiti. In view of such devout efforts to these environment and humanitarian concerns, it can definitely be argued that Starbuck’s social responsibility strategy is genuine. The company’s past and continued devotion to such undertakings support this conjecture, making it evident that Starbucks is true to its cause and is not only publicizing its social responsibility strategy to instil a positive image in its takeholders. 7. Assessment of Starbuck’s financial performance during 2005-2009? 8. Assessment of Schultz’s Transformation Agenda for Starbucks during 2008-2010? (C-363-C-363) Has he done a good job since his return as Starbu cks’ CEO? Why or why not? While Howard Schultz has managed to instil a very strong corporate culture based on delivering the best customer experience possible during his tenure at Starbucks, it seems that the guidance of the company under Jim Donald as CEO starting in 2006 has brought on cultural change.The introduction of Donald as the new CEO has brought on two factors of cultural change as indicated in Figure 1 below: shifting internal conditions (brought on by Donald’s assumption of role as Starbucks CEO) and rapid growth of the firm through his introduction of an aggressive corporate culture that pursued rapid store expansion at the expense of the long-established commitment to customer service.This new focus on aggressive growth with less emphasis on maintaining customer relationships spurred uneasiness amongst member of Starbuck’s board and eroded customer traffic in US stores starting in 2007. Investors became distressed about the company’s steadi ly declining stock price. As a result, in January of 2008, Starbucks asked Howard Schultz to overtake his original position as CEO. Thus he proposed to fix the inefficiencies that impaired Starbuck’s original customer-centric culture.This initiative was set out in a very well-developed set of directives which came to be known as Schultz’s 2008-2010 transformation agenda. By analyzing the various steps necessary in trying to implement change in a problem culture (shown in Figure 2 below), one can see that Schultz’s actions and numerous objectives as set out in his agenda are congruent with those outlined in these steps.Step1: Identify facets of the present culture that are conducive to good strategy execution and those that are not In his letter to All Starbucks Partners written in February 2008, Schultz makes it clear what he believes is necessary to return Starbuck’s at its original competitive position. Of the utmost importance is Howard Schultz’ s address of the waning of Starbuck’s emphasis on providing a distinct quality customer experience. He indicates has concern by saying â€Å"We are in the people business and always have been†¦It means you make the difference.We succeed in the marketplace†¦[by] embracing the values, guiding principles and culture of our company and bringing it to life one customer at a time. † As a result, in his letter Schultz affirms his goal to reintroduce a renewed clarity of purpose devoted to a â€Å"laser-focused† customer experience. Another of these beliefs is his continued persistence to include all employees as partners in the effort to move the company to success. Schultz continues to encourage employees to voice their opinions on how to improve the company’s operations.This makes evident Schultz ‘s belief in holding serious esteem of the opinions of employees. Such a practice is conductive to good strategy execution as he states: â€Å"thank you for your ideas and suggestions†¦keep them coming. No one knows our business and our customers better than you. † Step 2: Specify what new actions, behaviors and work practices should be prominent in the â€Å"new† culture With regards to revitalizing the company’s original customer-centric focus, Schultz clearly states â€Å"we are not going to embrace the status quo.Instead we will be curious, bold and innovative in our actions and, in doing so, we will exceed the expectation of our customers. † In addition Schultz outlines several new objectives in his transformation agenda which establishes the new culture. By analyzing some of these, it becomes evident that much prudence was taken in developing these objectives to correct some of Schultz’s own past inefficiencies.For example, instead of continuing an aggressive expansion policy, the agenda sets out to â€Å"slow the pace of new store openings in the US,† as well as â€Å"closing 900 underperforming company-operated stores in the US,† which were in close proximity of an existing Starbucks store and cannibalizing on its customer base. Step 3: Talk openly about the problems of the present culture and how new behaviors will improve company performance 9. Issues that confront the company as of mid 2010? What should management be worried about? 10. Recommendations to Schultz to sustain the company’s growth and support continued strong financial performance? Coffeehouse and Starbucks 1. Original Strategic Vision for Starbucks Howard Schultz’s original strategic vision was to transform Starbucks into a national company with an emphasis on placing great value on its employees. He believed that the key to success was for Starbucks to capitalize on its people; he wanted a somewhat decentralized organizational structure which emphasized the importance of including employees in the decision-making process. Schultz wanted to place an image of Starbucks as an employer that cared for the general well-being of its employees and one that employees could be take pride in being a part of.A key strategic objective espoused by Schultz in his original strategic vision was to transform Starbucks into â€Å"the most respected brand name in coffee and for the company to be admired for its corporate responsibility. † Also worth noting is the fact that after visiting Milan, Italy Schultz also made it part of his strategic vision to transform Starbucks as a remake of the Italian coffee bar culture. He wanted customers to perceive a visit to a Starbucks coffee shop as a social gathering where customers could grab a fresh-brewed beverage, meet their friends and visit.He believed that creating this emphasis on customer â€Å"experience† could distinguish Starbucks from its competitors. Schultz’s 2010 strategic vision for Starbucks is an extension of his original vision from the 1980s which has been expanded to include more innovative and cost cutting practices. It can also be argued that some of his new strategic objectives are more prudent instead of being fully aggressive. For example, while Schultz still believed that the company should continue to pursue international expansion, he makes it evident that this should be pursued at a slower, more methodical pace.In addition, with regards to the volume of stores in the US, he acknowledges the fact that expansion efforts were not properly coordinated with regards to the close proximities of many Starbucks shops. Therefore he closed 900 underperforming shops, three quarters of which were located three miles away from a nearby shop. The 2010 strategic vision also continued to emphasize the customer experience. He believed that employees have lost their â€Å"soul of the past† in their passion to educate customers about their products and provide customers with a quality experience .As a result in 2008, Schultz ordered 7,100 US stores to be temporarily shut down for three business hours to provide special training for store employees. The purpose of this was to give their baristas hands-on training to aid in improving the quality of the beverages they served. It was also an effort to renew and reignite Starbucks’ culture of a customer-centric focus to help employees understand the importance of a satisfying customer experience. Lastly, much innovation and cost-cutting practices were incorporated into the 2010 strategic vision.For example as part of a seri ous cost-cutting strategy, the company undertook a 1000-person cut in staffing to cut down on administrative costs from the company’s organizational support infrastructure. With regards to innovation, the company also implemented ideas such as internet-based software for scheduling work hours for store employees and new resources such as laptops for store employees. Innovation was also implemented in the products the company offers.An example of this is the launch of VIA instant coffees and menu items designed to offer healthy breakfast choices for people with busy lifestyles such as fruit cups and healthier bakery selections. 2. Has Starbuck’s strategy evolved as the strategic vision has evolved? 3 . The Broad Differentiation strategy most closely approximates the competitive approach used by Starbucks. This is supported by the fact that the company’s target segment is not limited to a specific niche market.As reinforced by the company’s resurging commit ment to expand to global markets, it is committed to serving the needs of a broad market with widely diverse preferences. Supporting Starbuck’s use of a Broad Differentiation strategy is the fact that Starbucks tries to distinguish itself from competitors by offering a service devoted to going the extra mile to deliver a satisfying customer experience. This is congruent with the company’s theme of â€Å"just say yes† to customer requests.Another key aspect of the Broad Differentiation strategy that Starbucks practices is the offer of a wide selection of products which emphasize differentiating attributes. An example of this would be Starbuck’s introduction of VIA Ready Brew Coffee. These were packets of coffee that could be prepared instantly by simply adding them to a cup of water. VIA coffee had the superior attribute of easy preparation while replicating the same rich full-bodied taste of fresh-brewed coffee delivered by Starbucks from its coffeehouses .Another unique product introduced by Starbucks with a differentiating feature is the introduction of Vivanno â€Å"better-for-you† smoothies. These smoothies offered those health-conscious customers with little to think about with only 250 calories, one serving of fruit, 16 grams of proten and 5 grams of fiber. 4 The key policies, practices, principles and procedures that underlie how Howard Schultz and Starbucks management have implemented and executed the company’s strategy are as follows: Emphasis on providing employees with a caring, desirable work environment in which they can contribute to the success and development of the company.It is clear that Shultz believes in taking care of his employees to win their commitment to enhancing the well-being of the company. As evidence, Schultz instilled a comprehensive benefits package which unlike the norm for other businesses, were offered not only to full-time employees but part-time employees as well. In order to empha size the connection between employee contributions and the company’s market value, Schultz also implemented Bean Stock- Starbuck’s stock option plan.The purpose of this was to allow each employee to become a partner and share in the success of the company to promote a positive long-term effect on the company’s operations. Applying ethical and high standards of excellence to the purchasing, roasting and fresh delivery of coffee. Evidence for Starbuck’s commitment to ethical sourcing of its coffee can be supported by its partnership with Conservation International Center to develop Coffee and Farmer Equity (C. A. F. E. ) Practices. Such practices were designed to help farmers grow coffee in ways that prevented harm to the planet.These practices were designed to cover safe and humane working conditions (ensuring congruence with minimum wage requirements as well as child labor provisions), and making sure that the prices Starbucks paid were sufficient to allo w farmers to cover their production costs and provide for their families. In addition, the company’s resoluteness to provide excellent standards in the roasting and serving of coffee is supported by Starbuck’s rigorous training program for all its partners/baristas.The program includes a minimum of 24 hours of training in the first two to four weeks of training and involves classes in coffee history, drink preparation, coffee knowledge and customer service. The enthusiastic development of satisfied customers all of the time. It is clear that Schultz is adamant about ensuring that customers are provided with the best experience every time they visit a Starbucks coffee shop. This meant paying careful attention to what pleases their customers.The company employs a customer-centric culture where they are trained to take extra measures to ensure that the customer was fully satisfied, and to employ a â€Å"just say yes† theme to customer requests. Make a positive cont ribution to the communities in which we operate our business. In order to give back to the communities in which their numerous shops reside, the company participates in many philanthropic events which are coordinated by the Starbucks Foundation. Some of their activities include participation in local charitable projects as well as community development activities.Recognition of profitability as essential to our success. Starbucks is aware that in being able to deliver in all of the aforementioned areas, that it will be able to enjoy the success that its shareholders desire. As a result, the company believes that it is fully accountable to performing well in each of these areas so that Starbucks and its various stakeholders can continue to â€Å"endure and thrive. † 5. What values does Starbucks have? How well do they connect to the strategy and the way the company conducts its business? 6. Social Responsibility: * C. A. F.E : Coffee and Farmer Equity- Partnership in which Sta rbucks sought to develop practices to help farmers grow high-quality coffees in ways that were good for the planet. This covered practices such as safe and humane working conditions including compliance with minimum wage requirements and child labor provisions) and environmental responsibility P359 * Definition for social responsibility- Wikipedia: Starbucks’ corporate culture involves the moral binding of partners to run the company’s operations with consideration of the well-being of others around them.Ie: the company purchases a growing percentage of coffees that Starbucks purchases are grown organically without the use of chemical fertiliziers, pesticides and herbicides. This supports the company’s devotion to socially responsible practices. Such efforts helps in maintaining the cleanliness of groundwater and prevents degradation of environmental ecosystems nearby. embrace As indicated by its countless efforts to manage business in a way that promotes social and environmental concern, Starbucks has very strong dedication to its corporate social responsibility.Not only has this effort to â€Å"build a company with soul† has also been ingrained in the company’s mission statement, Starbuck’s has also received wide recognition for its efforts in this area. In fact in 2010, the company was named to Corporate Responsibility’s list of â€Å"The 100 Best Corporate Citizens† for the 10th time. In addition the company has received over 25 awards for its efforts in the areas of philanthropic, community service and environmental activities.As one of its most noteworthy efforts, in 1997 the company established The Starbucks Foundation to organize the company’s philanthropic undertakings. Under the Foundation, many of its coffee shops participated in regular charity events and community improvement initiatives. Starbuck’s social responsibility is also reflected in its generosity towards worthy causes. For example, in 2005 the company made a $5 million, five year commitment to aid in the relief and recovery of victims of Hurricanes Katrina and Rita.More recently in 2010, the company also donated funding worth $1 million to support the American Red Cross’ efforts to provide relief for those who survived the earthquake in Haiti. In view of such devout efforts to these environment and humanitarian concerns, it can definitely be argued that Starbuck’s social responsibility strategy is genuine. The company’s past and continued devotion to such undertakings support this conjecture, making it evident that Starbucks is true to its cause and is not only publicizing its social responsibility strategy to instil a positive image in its takeholders. 7. Assessment of Starbuck’s financial performance during 2005-2009? 8. Assessment of Schultz’s Transformation Agenda for Starbucks during 2008-2010? (C-363-C-363) Has he done a good job since his return as Starbu cks’ CEO? Why or why not? While Howard Schultz has managed to instil a very strong corporate culture based on delivering the best customer experience possible during his tenure at Starbucks, it seems that the guidance of the company under Jim Donald as CEO starting in 2006 has brought on cultural change.The introduction of Donald as the new CEO has brought on two factors of cultural change as indicated in Figure 1 below: shifting internal conditions (brought on by Donald’s assumption of role as Starbucks CEO) and rapid growth of the firm through his introduction of an aggressive corporate culture that pursued rapid store expansion at the expense of the long-established commitment to customer service.This new focus on aggressive growth with less emphasis on maintaining customer relationships spurred uneasiness amongst member of Starbuck’s board and eroded customer traffic in US stores starting in 2007. Investors became distressed about the company’s steadi ly declining stock price. As a result, in January of 2008, Starbucks asked Howard Schultz to overtake his original position as CEO. Thus he proposed to fix the inefficiencies that impaired Starbuck’s original customer-centric culture.This initiative was set out in a very well-developed set of directives which came to be known as Schultz’s 2008-2010 transformation agenda. By analyzing the various steps necessary in trying to implement change in a problem culture (shown in Figure 2 below), one can see that Schultz’s actions and numerous objectives as set out in his agenda are congruent with those outlined in these steps.Step1: Identify facets of the present culture that are conducive to good strategy execution and those that are not In his letter to All Starbucks Partners written in February 2008, Schultz makes it clear what he believes is necessary to return Starbuck’s at its original competitive position. Of the utmost importance is Howard Schultz’ s address of the waning of Starbuck’s emphasis on providing a distinct quality customer experience. He indicates has concern by saying â€Å"We are in the people business and always have been†¦It means you make the difference.We succeed in the marketplace†¦[by] embracing the values, guiding principles and culture of our company and bringing it to life one customer at a time. † As a result, in his letter Schultz affirms his goal to reintroduce a renewed clarity of purpose devoted to a â€Å"laser-focused† customer experience. Another of these beliefs is his continued persistence to include all employees as partners in the effort to move the company to success. Schultz continues to encourage employees to voice their opinions on how to improve the company’s operations.This makes evident Schultz ‘s belief in holding serious esteem of the opinions of employees. Such a practice is conductive to good strategy execution as he states: â€Å"thank you for your ideas and suggestions†¦keep them coming. No one knows our business and our customers better than you. † Step 2: Specify what new actions, behaviors and work practices should be prominent in the â€Å"new† culture With regards to revitalizing the company’s original customer-centric focus, Schultz clearly states â€Å"we are not going to embrace the status quo.Instead we will be curious, bold and innovative in our actions and, in doing so, we will exceed the expectation of our customers. † In addition Schultz outlines several new objectives in his transformation agenda which establishes the new culture. By analyzing some of these, it becomes evident that much prudence was taken in developing these objectives to correct some of Schultz’s own past inefficiencies.For example, instead of continuing an aggressive expansion policy, the agenda sets out to â€Å"slow the pace of new store openings in the US,† as well as â€Å"closing 900 underperforming company-operated stores in the US,† which were in close proximity of an existing Starbucks store and cannibalizing on its customer base. Step 3: Talk openly about the problems of the present culture and how new behaviors will improve company performance 9. Issues that confront the company as of mid 2010? What should management be worried about? 10. Recommendations to Schultz to sustain the company’s growth and support continued strong financial performance?