Hardware and Software Requirements For an IT system Essay

For this assignment we have to produce a report on the types of hardware and software requirements, and their purposes, for an IT system. In the context of this essay I have decided that bullet point form along with brief descriptions and graphics is the best way to present this assignment. 6 STAGE MODEL Shown above is the six-stage model, showing the processes undertaken by a computer system. Below is what each of my pictures represents: * Mouse: Input Device * The Tower: Central Processing Unit * Monitor: Output Device * Floppy Disk: Backing Store * Head: Main Memory * Telephone: Communications Devices e.g. Internet Input Devices and Techniques ‘Input devices are the means whereby computers can accept data or instructions’ (Heathcott P M, 2000, p 159) * Keyboard: The keyboard is the most commonly used of all input devices. It can be used for a various number of tasks, form entering programs, to typing documents using a word processor, or entering a persons personal details etc. * Mouse: The mouse and its variants such as the trackball is well known with all PC users. * Scanner: A scanner can be used to scan graphical images and photographs, and software can then be used to edit or touch up the images. Scanners can also be used to read typed or hand-writtten documents and this can then be interpreted by using OCR software, which can then export it to a word processor or data file. Scanners can also be used to input large volumes of data on pre-printed forms such as credit card payments, where the customers account number and amount paid are printed at the bottom of the payment slip. * Web Cam: This transfers images onto the screen. In can be used via the internet for video conferencing or you can even pre-record messages and send them via E-mail. * Bar Code Reader: Bar codes appear on almost everything we buy, whether it is a new CD or a tin of bins. The pattern of thick thin lines represents the 13 – digit number underneath the bar code. There are four main pieces of information on a bar code. The first few two or three digits represent in which country the product was registered. The next five digits represent the manufacturer’s code. The second group of five numbers represents the product and package size. The last digit is a check digit, which is calculated from the other digits in the code and ensures that the barcode is keyed in or read correctly. A very similar process to that used in the ASCII code where the spare digit is used as the parity. A Product Bar Code * Light Pen: A light pen is a device which incorporates a light sensor so that when it is held close to a screen over a character or part of a graphic, the object is detected and can be moved to create or modify graphics. * Microphone: An input devise for sound recording. * OMR (Optical Mark Recognition): An Optical Mark Reader can detect marks made in present positions on a form. The most common example of this is the lottery. It is also widely used for marking, multiple choice exams and market research questionnaires. * OCR (Optical Character Recognition): Light is emitted, bounced back and then received. This is how the OCR reads its characters. The light emitted is in different resolutions depending on the character. OCR is used widely in services such as gas and electricity etc. * MICR (Magnetic Ink Character Recognition): All banks use MICR for processing cheques. Along the bottom of a cheque the banks sort code, customer account number and cheque number are encoded in special characters in magnetic ink. The amount of the cheque is encoded in magnetic ink when it is handed in at the bank. The cheques can then be processed by MICR devices that read, sort and store the data on disk. MICR has several advantages for processing cheques: 1. It is hard to forge the characters 2. The characters can be read even if the cheque is crumpled, dirty or smudged 3. The characters are readable by humans, unlike bar codes The disadvantage of MICR though is the expense. This is why you don’t find many other examples of it being used. * Swipe Cards: Swipe cards are operated by using a magnetic strip. They are used in credit cards, debit cards, railway tickets, phone cards and many others. The magnetic strip can be encoded with upto 220 characters of data and other 83% of adults in Britain own at least one card. Unfortunately because there are only 220 characters of data this makes the cards very easy to copy, which is why the strips will eventually, disappear and be replaced by a chip, which is almost impossible to fake. Something slightly similar to the smart card. * Smart Cards: Smart cards are of a similar appearance to that of the swipe cards, but instead of using the magnetic strip they contain a small 1-millimeter square microprocessor which is stored in the centre of the card. This is then protected by a small gold electrical contact the card can still read information through this. Unlike the swipe card the smart cards can hold millions of characters of data. In the future banks hope to replace all the swipe cards with a ‘Super card’ which will also be able to be used to pay for smaller goods such as milk and newspapers without the need to carry cash. This card will almost be unbreakable. In Belgium they already have a similar system working to this it is called the ‘Proton Card’, which incorporates the use of both magnetic strip and a microprocessor chip for bank withdrawals and payments of small goods. The Smart Card * Touch Sensitive Screens: A touch sensitive screen allows the user to touch an area of the screen rather than having to type the data on a keyboard. They are widely used in tourist centres, where tourists can look up various local facilities and entertainment’s, in fast food stores such as McDonald’s for entering customer orders, in manufacturing, and also bars. * Digitisers: A digitiser can draw quality illustrations. It has a flat rectangular slab onto which a stylus (anything that terminates in a point) is placed. Output Devices and Techniques ‘The ultimate aim of the computer is to produce useful information, the information that is produced by the computer is in binary digits, we therefore need devices to translate these into a form we can use’ (Corbitt T, 1990, p 11) * VDU: (Visual Display Unit) The VDU is similar in appearance to the television receiver, an alternative name is the monitor. VDUs have better resolution than TVs and therefore are better for graphical work. It has its own fixed amount of RAM (Random Access Memory) associated with it to store the image being displayed on the screen. So the more RAM it has the better the resolution displayed on the screen. The number of pixels used to represent a full-screen image determines the resolution. Example: If 1 bit represents each pixel then two colours can be displayed, so to display 256 colours you would need 8 bits (1byte) It is usually possible to adjust both the resolution and the number colours – if you select a high resolution you won’t be able to have as many colours because of the memory available on the VDU Printers The results of processing are usually required in printed form. Printers come in all shapes and sizes, there are two main categories of printers: * Impact Printers which transfer the image on to the paper by applying pressure against a ribbon onto the paper, this transfers ink form the ribbon to the paper forming the image * Non-impact Printers which produce the image on the paper without any contact. Impact Printers * Dot-matrix: The characters on this are formed by dots. The print head contains a number of needles, the more there are of these the better the quality of print. A head with nine needles would take seven horizontal movements to print a character, this printer would be said to have a seven-by-nine-character matrix. In the latest type near letter quality is produced by double printing. The line of type is printed, the head moves back to the beginning of the line, moves down fractionally and then prints the line a second time. This doubles the time taken to print a document. To overcome this more expensive models use twice the number of needles and near letter quality can be achieved with one pass of the head. The dot-matrix can also print out graphics and pictures of a basic quality. Dot-matrix printers, which can print in colour, are available, these use a ribbon which contains red, green and blue. Coloured output is obtained by repeated printing, repositioning of the paper, print head and ribbon. The dot-matrix can print between 30 and 200 characters per second (cps). * Daisy-wheel printers: The print head consists of flexible arms extending from a centre hub, the characters are at the tips of the arms. When printing the hub revolves bringing the required character next to the ribbon. Some daisy-wheel printers are bi-directional and the print head can turn in either direction so that quickest possible print time is achieved. The print can be changed so that different font styles can be used. Daisy wheel printers are unable to print graphics unlike the dot-matrix. It is capable of speed ranges 12 to 55 cps. Non-impact printers * Thermal printers: These use specially treated paper, which is affected by heat generated by the print head as it passes across the paper. The main advantages are that they are silent and fast, printing 30-120 cps. Disadvantages are that the paper is expensive and that the printed image degrades in time. * Ink-jet printer: With this type of printer the characters are formed on the paper by spraying it with a stream of ink dots. They are fast, printing 150-270 cps and almost soundless, the quality of print is very good. A Canon Bubble Jet Printer BJC7000 * Plotters: Plotters are used to produce drawings, diagrams and other types of graphical output. There are two varieties in use, the flatbed plotter which is used where accuracy is important and the drum plotter which is used for business applications. The flatbed type is fixed while the pen moves over the top of the device while the axis moves up and down, whilst the drum variety uses continuous stationery. In both types the pens, under the program control, are moved to the down position, the movement of the pens is then controlled to draw the image. There are from one to six pens, which can be used to output different colours. There is also the less commonly known graph plotter. This is most commonly seen in use for lie detector tests. * COM: (Computer Output on Microfilm) The problem of storing information on paper can be considerable in a large business. One way to solve this is to have output from the computer photographed as microscopic images directly onto microfilm. Two methods of storage are used, one put the information onto a roll of 16mm film while the other uses microfiche. Microfiche can store upto 100 pages of A4 on a single piece, to see it you must have a microfiche reader. The most recent examples of this being used is in libraries and in garages for checking car parts. Data can be stored onto microfilm directly from the computer or off line using magnetic tape as an intermediary store. * Voice output: The output of the computer can be given in spoken form by using voice synthesisers to transform words stored in the computer into human speech, this is great for disabled people who cannot speak as it allows them to communicate. The user can hear through a loudspeaker. Secondary device techniques A permanent, non-volatile form of storage is required by all computer systems to save software and data files. Magnetic tape, magnetic disks, CD-ROM (Compact Disk Read Only Memory), and microfilm are all examples of what is known as secondary storage. * Floppy disk: The standard 3 1/2†³ floppy disk is a thin, flexible plastic disk coated in metal oxide, enclosed in a rigid plastic casing for protection. A standard high density disk has a storage space of 1.44 Megabytes. * Hard Disks: The hard disk used with conventional PCs consists of one or more disk platters, which are permanently sealed inside a casing. Hard disks have a capacity of between 2Gb and 10Gb, though external hard drives can be plugged into the computer to provide extra storage space. For large-scale applications storing huge amounts of data, more hard disks would be used. The disks can be fixed or removable, although the fixed disks are more reliable and have more storage capacity. Data is stored on the concentric tracks, which are divided into sectors. Data is then stored in one of the sectors so that it minimises the movement of the read-write heads, thereby minimising access time. * CD-ROM: CD-ROMs can store around 680Mb of data, which is the equivalent of hundreds of floppy disks. CD-ROMs do not transfer data as quickly as the hard disk drive. As the name suggests the disks are read-only memory. Unlike a magnetic disk they are created by burning tiny holes into the surface of the disk, a laser beam is then reflected off the surface of the disk, detecting the presence or absence of pits, which represent the binary digits. * Worm disks (Write Once, Read Many): These look very similar to the CD-ROM in appearance but are gold rather than silver in colour. These disks can be used to write your own material and are ideal for archiving or storing images or data, which will not be changed. They are popular in the pirate industry because a à ¯Ã‚ ¿Ã‚ ½5 blank disk can store upto à ¯Ã‚ ¿Ã‚ ½20 000 worth of software and sell for à ¯Ã‚ ¿Ã‚ ½50 – à ¯Ã‚ ¿Ã‚ ½80. They are used by less reputable PC company’s which install the software onto the PC so they can charge the consumer more for the package. However because of the competition in the pirate industry at present many of these carry viruses which can cause chaos on the hard drive. * Magneto-optical disks: Magneto-optical disks integrate optical and laser technology to enable read and write storage. A 5 1/2†³ disk can store up to 1 Gb. These disks may in future replace current magnetic disks, but at present the technology is still developing and the disks are too expensive, slow and unreliable to be in widespread use. * Magnetic tape: Magnetic tape was developed in the 1950s and very quickly became the primary means of storing data. The data is stored on magnetic tape in the form of dots of magnetism. It is used widely for archiving past transactions or other data that may be needed again, for example, old news readings that have been collected over a number of years. * Jaz Drive: Two Gigabytes is a tape drive and a mass storage device mainly used for backing up large files or batches of files i.e. end of day transaction backup for banks or businesses Software requirements and techniques Software is the name given to the programs that direct the operation of the computer. It can be divided into two main groups, system software and applications software. System software is the programs required to run the computer system and applications software is the programs required to carry out a particular application such as stock control Systems software This is the software that the microcomputer system needs to run. In this group there are three divisions: operating systems, utilities and compilers/interpreters/assemblers. Operating systems: An operating system is a set of programs that allows the user to perform tasks without having to know how they are done. For example, a user can give a command to save a file on disk without having to know where the file will be stored or how it will be retrieved again. Applications programs are usually written to work with a particular operating system e.g. Excel will only work with Windows and not with Apple Mac, which has a different operating system. Utility programs: Utility programs perform common tasks that every computer user will need at one stage or another. They carry out such jobs as formatting and copying disks, deleting files from disks, sorting information into a required order, and to help with the testing of programs that have been written. Compilers, interpreters and assemblers: These are programs that translate the programming language that is used into a form that the computer can understand. Compilers work by translating the whole of the program from what is known as the source program into the object program which will be in a form that the computer can understand. Interpreters are programs that translate and execute source programs one statement at a time. An assembler is a program supplied by the computer manufacturer that will translate a program that was written in assembly language (low-level programming language) into machine code. Applications software: In large organisations that have a mainframe or minicomputer we would find that programmers were employed whose job it would be to write the programs for the applications that the organisation wished to have run on the computer, such as payroll, stock control or hospital appointments. The software may be designed specifically for one particular company and written especially for them using a programming language or software such as database management system. Alternatively, the software may be purchased ‘off the shelf’. General purpose software: Most general purpose software is sold as a package, including a CD containing the software. Below is the most common packages that you would find on the market to date: 1. Applications: spreadsheets, database, word processing, Desk Top Publishing 2. Presentation: CD based presentations (Power Point, Director) 3. Internet Publishing: web page development software (Front Page, Dreamweaver, Flash) 4. Programming Software: BASIC, Visual Basic, C++, Java, Pascal, HTML 5. Creation and Editing: Photo Shop, Paint Shop Pro, Premier, Coral Draw 6. Utility: Anti-virus, tidy and compression, Doctors. The newer computer systems will have these utilities on them already. Software such as word processing, spreadsheet and databases is sometimes refereed to as generic software. This means that many of the packages can be made to do many different tasks, and is not specifically for one type of application. The other types of application software such as stock control and payroll as mentioned before are special purpose because they have been designed to complete one particular task. Conclusion: I found this assignment very interesting and now feel I have a much sounder understanding off computer hardware and software. I would have liked to incorporate more images into the assignment as reference to each of the products described, but was unable to find all of the images that I required, and also had problems trying to transfer them from the internet. Apart from this I feel quite satisfied with the overall assignment and hope that I have entered all the data needed and presented it in a clear fashion. Bibliography Corbitt T, (1990), Information Technology And Its Applications. Avon, United Kingdom: Bath Press Heathcott P M, (2000), ‘A’ Level Computing. Ipswich, United Kingdom: Payne-Gallway Publishers Ltd References Corbitt T, (1990), Information Technology And Its Applications. Avon, United Kingdom: Bath Press Heathcott P M, (2000), ‘A’ Level Computing. Ipswich, United Kingdom: Payne-Gallway Publishers Ltd Michael Firmstone Tutor: Del Turney 14/11/01

How Can Government Support Business Growth in the Uk

How Can Government Support Business Growth in the UK? Judging from major shopping centres and high streets, it is easy to conclude that the UK is dominated by large successful businesses. â€Å"However, Office for National Statistics figures (2008) show that 89% of all UK enterprises have less than 10 employees and 98. 1% have less than 50 employees; the very largest companies account for just 0. 4% of all UK business enterprises† (Birchall, 2009). Although there are several advantages of being a small firm, most businesses want to grow and this inspires the question: â€Å"What is business growth? LinkedIn (2012) defines business growth as â€Å"an innovation that delivers solutions to customers while adding value both internally and externally to our processes as well as increasing customer value while increasing profits†. In less complex terms, a business is said to be growing when it gets a better return on its investment. In this essay, I will be discussing the wa ys the government can support business growth. In doing this research, a question popped in my head, â€Å"Why should the government support business growth? † One of the major problems facing the UK currently is unemployment.Once a business starts growing, it is essential to hire more people to help power the development and ensure stability. As such, the problem of unemployment will be considerably reduced. Secondly, Stokes and Wilson (2006) have argued that â€Å"in recent times, small firms have proved to be an abundant source of very inventive ideas however, they lack resources to put them into practice without external assistance†. They also highlighted the fact that small firms are essential to compete with larger companies by providing alternating sources of supply thereby playing an immeasurable role in the anti-monopoly policy.Insufficient finance is a major cause of business failure and this is one of the major hindrances encountered by businesses in their p ursuit of growth. â€Å"Finance is critical for starting, maintaining and growing small and medium businesses therefore, it is vital that both start-ups and existing businesses have access to the full range of debt and equity financing options† (Department for Business Innovation and Skills, 2010). Cameron (2011) in his speech about the role of small businesses expressed his shock at the way small and medium enterprises are blocked out of procurement and acquisition opportunities.In applying for bank loans, a business is required to possess a form of collateral or guarantee to support the application. Unfortunately for most businesses, they do not have sufficient collateral to back the application. The government can therefore set up schemes to help entrepreneurs obtain finance from financial institutions by agreeing to guarantee loans. For example, in 2011, Hong Kong launched the SME Loan Guarantee Scheme which was aimed at helping small and medium enterprises (SMEs) obtain loans from financial institutions and in one year, there has been tremendous growth in several industries (SME Fund, 2012).In addition to guaranteeing loans, the UK government can also help firms or industries attract external investors or experts in specific fields – private individuals and companies. This can be achieved by either providing certain incentives to the investors and experts who will not only provide the funds needed to run the business but possess the knowledge and expertise required to grow the business; or creating a platform for entrepreneurs to present their ideas to these investors. In 2005, the British Broadcasting Corporation, backed by the UK government launched a show, Dragon’s Den (BBC, 2012).This was aimed at giving entrepreneurs the opportunity to pitch their businesses to five of the most wealthy business moguls in the UK. Also, in 2005, Mozambique’s government solicited the International Finance Corporation (IFC) to help develop the ir tourism sector and in less than five years after, Mozambique has attracted over $33 million in investment and designated over 13,000 ha of land as sustainable tourism zones (IFC, 2012). The government can help the unemployed and disadvantaged start-up businesses of their own through special schemes.In 1999, the government recognised the need to encourage start-ups in disadvantaged companies so the Phoenix Fund was set up (Open Forum, 2012). The major objective of this scheme was to encourage investment in new and growing businesses. However, the unemployed population are still being ignored and some of them genuinely want to work but have met with one difficulty or another (Open Forum, 2012). The government can help by creating enabling opportunities for people to set up their own businesses at home. They can also set up Enterprise Allowance Schemes which will serve as incentives to these entrepreneurs.Furthermore, the government can interfere with the free market and save failin g businesses. However, there are two sides to this coin. On one hand, government’s intervention through policies would result in a better controlled trading environment and can stabilise faltering economies. An example of this is the 2008 financial crises when the UK government stepped in to help the large banks and struggling automakers. On the other hand, government’s interventions may result in inefficiency such as price floors e. g. EU's Common Agriculture Policy which created huge surpluses (excess butter to make a cube of butter with 125m sides) (Debate Org. 2012) Another way the UK government can support business growth is to lighten the burden of taxation and administrative processes required to start up and run a business. The Bolton Committee suggested that taxation policies should reflect the government’s encouragement of entrepreneurial activity and improve the marketability of small businesses i. e. improving the degree to which an asset can be trad ed in the market without affecting its price (Stokes and Wilson, 2006). The government responded to this suggestion by giving small firms the advantage of benefitting from lower corporation tax rates.For example, a company with profits from ? 50,000 to ? 300,000 has a tax rate of 19%. However, once profits increase above this range, they are liable to the full 30% tax rate (UK Legislation, 2012). Similar to all other businesses, even the very small firms are responsible for health and safety on their premises for all workers and customers. For example, The Safety at Work Act (1974) and the Offices, Shops and Railway Premises Act (1963) give employers thorough responsibilities ranging from machinery safety to even the temperature of the working environment.Another example is the Disability Discrimination Act (1995) which requires employers to take steps to ensure disabled employees are not discriminated against. Small firms have experienced major difficulties in following these regul ations to the letter. The government can help here by reducing its requirements regarding very small firms and by encouraging their inspectors to increase their awareness of smaller firms’ interests (UK Legislation, 2012). The third way in which the government can support business growth is in the provision of information and advice.Of all the factors initiating growth, the most important is luck and the ability to be aware of chance opportunities (Gill, 1985). In 1993, the UK government launched what Stokes and Wilson (2006) refer to as â€Å"a network of independent local business information and advice centres offering a range of services to the business community, designed to enhance the competitiveness of local companies†. This network is known as Business Links. The government can develop this initiative by providing online information and services thereby, reaching a larger range of businesses.However, Office for National Statistics (2008) show that 24% of SMEs lack online presence. Therefore, in addition to providing online information, the government has to encourage these companies to log on to the internet. Business owners and entrepreneurs tend to value advice from experienced business moguls. Therefore, the government can set up â€Å"business mentoring organisations that will provide practical advice and contacts for other businesses, based on hands-on experience† (Department for Business Innovation and Skills, 2010).In 1972, on the recommendation of the Bolton Committee, the Small Firms Service (SFS) was set up to provide information through a network of 13 Small Firms Centres (SFCs); however, this service packed up in 1990 due to the irresponsibility and negligence of the management. In spite of the failure of the service in the UK, other governments recognised that if these organisations were successful, the benefits cannot be over-emphasized (Open Forum, 2012). They therefore set up similar schemes e. g. he United States Small Business Administration, the Australian business services portal of the Department of Industry, Tourism and Resources and the Small Business Directorate in the Ministry of Economic Development in New Zealand (LinkedIn, 2012). Business growth brings improved survival prospects through larger market shares, diversification into different markets and greater finance. It also brings an increased feeling of status and power. Most importantly, it enables a firm enjoy economies of scale. Wikipedia (2012) defines economies of scale as â€Å"the cost advantages that an enterprise obtains due to expansion†.The common sources of economies of scale are purchasing – bulk buying of materials through long-term contracts, managerial – increasing the specialization of managers, financial – obtaining lower-interest charges when borrowing from banks and having access to a greater range of financial instruments, marketing – spreading the cost of advertising over a greater range of output in media market and technological – taking advantage of returns to scale in the production function. In the 1990s during the Asian economic crises, Tesco saw this as an opportunity to enter the market and once the economies started to recover, they emerged stronger.Today, they are the market leader in Thailand (Floyd, 2011). Whereas growth is encouraged, there are a number of possible problems arising from growth. Firstly, expansion brings pressure on a firms’ liquidity e. g. as a result of offering additional credit to encourage sales, and on its level of gearing. Also, although growth may have been planned efficiently by managers, they may find that this growth makes the firm’s various functions or projects more difficult to co-ordinate and to control, and its communication procedures slower.In addition, there is no guarantee that what is popular in the UK market will become equally popular overseas, because of local and national dif ferences (e. g. due to culture). Control and co-ordination also become more difficult as a result of international expansion. A good example of when business growth has been a huge disadvantage to a company is General Motors Limited in the USA (Open Forum, 2012). In conclusion, the three ways in which the UK government can support business growth are by improving access to finance, making information and advice available to people and by lightening tax and administrative load.However, even though supporting business growth is essential, it is important that this growth be controlled because even though small firms make less profit than the larger ones and have low chances of surviving in the dynamic world of business, they offer a better and more flexible service to customers and their staff often benefit from high levels of motivation. They are also able to exploit their size and take advantage of the opportunities presented by diseconomies of scale suffered by large firms.Most imp ortantly, they play an important role in ensuring the economy remains balanced. Reference List * Birchall, N. (2009) ‘Survival of the smallest’, Business Review Journal, (Sept 2009), pp. 5-7 * British Broadcasting Corporation (BBC) (2012) Dragon’s Den [Online]. Available at: http://www. bbc. co. uk/programmes/p01009mj (Accessed on 13th October 2012) * Cameron, D. (2011) Is the Government serious about supporting small business? [Online]. Available at: http://goo. gl/l2rBl (Accessed on 13th October 2012) * Debate org. 2012) Should the government intervene with the free market and save failing businesses? [Online]. Available at: http://www. debate. org/opinions (Accessed on 1st November 2012) * Department for Business Innovation and Skills (2010) Backing small business [Online]. Available at: http://goo. gl/9gGe9 (Accessed on 13th October 2012) * Drucker, P. (1985) Innovation and Entrepreneurship. London: Heinemann * Floyd, D. (2011) Revise AS ; A2: Business Studie s. London: Letts Educational Ltd. * Gill, J. (1985) Factors affecting the survival and growth of the smaller company.Hants: Gower Publishing Company Limited * IFC (2012) Helping Attract Investment in Mozambique’s Tourism Sector [Online]. Available at: http://goo. gl/wkZqZ (Accessed on 30th October 2012) * LinkedIn (2012) Business Growth [Online]. Available at: http://www. linkedin. com (Accessed on 1st November 2012) * Office for National Statistics (2008) UK Business Statistics [Online]. Available at: http://nationalstatistics. gov. uk (Accessed on 12th October 2012) * Open Forum (2011) Why the Government should help Young Entrepreneurs start business [Online]. Available at: http://goo. l/uYwiZ (Accessed on 13th October 2012) * SME Fund (2012) SME Loan Guarantee Scheme [Online]. Available at: http://www. smefund. tid. gov. hk/english/sgs/sgs_objective. html (Accessed on 30th October 2012) * Stokes, D. and Wilson, N. (2006) Small Business Management ; Entrepreneurship. London : Thomson Learning * UK Legislation (2012) Employment and Tax-related Laws [Online]. Available at: http://www. legislation. gov. uk (Accessed on 2nd November 2012) * Wikipedia (2012) Economies of scale [Online]. Available at: http://www. wikipedia. com (Accessed on 4th November 2012)

Human Rights in North Korea

DIRECTORATE-GENERAL FOR EXTERNAL POLICIES POLICY DEPARTMENT POLICY BRIEFING Human rights in North Korea Abstract The human rights record in the Democratic People's Republic of Korea (DPRK, or North Korea) has been widely condemned by the international community, including by the EU and the European Parliament. The ascension of the latest ruler of the Kim dynasty, Kim Jong-un, in December 2011 has not brought tangible change. Since the country is practically closed to foreigners, the human rights situation can only be evaluated based on the testimonies of refugees and defectors.Their reports consistently reveal blatant and unrepentant violations of human rights, which aim to elicit the total submission of the country's citizens to the regime and its ideology. While the majority of North Koreans suffer from permanent hunger, those who try to leave the country face harsh punishment upon repatriation. Citizens suspected of being disloyal to the regime and their families are placed, witho ut trial, in prison camps with abhorrent conditions. North Korea is among the countries carrying out the highest numbers of executions in the world.FOR EUROPEAN PARLIAMENT INTERNAL USE ONLY DG EXPO/B/PolDep/Note/2012_265 PE 491. 441 September 2012 EN Policy Department, Directorate-General for External Policies This Policy Briefing was requested by the European Parliament's delegation for relations with Australia and New Zealand. AUTHOR: Anete BANDONE Directorate-General for External Policies of the Union Policy Department WIB 06 M 85 rue Wiertz 60 B-1047 Brussels Feedback to anete. [email  protected] europa. eu is welcome. Editorial Assistant: Pia VANNESTE LINGUISTIC VERSION: Original: ENABOUT THE PUBLISHER: Manuscript completed on 17 September 2012.  © European Union, 2012 Printed inBelgium This Policy Briefing is available on the intranet site of the Directorate-General for External Policies, in the Regions and countries or Policy Areas section. To obtain paper copies, please send a request by e-mail to: [email  protected] europa. eu. DISCLAIMER: Any opinions expressed in this document are the sole responsibility of the authors and do not necessarily represent the official position of the European Parliament.Reproduction and translation, except for commercial purposes, are authorised, provided the source is acknowledged and provided the publisher is given prior notice and supplied with a copy of the publication. 2 Human rights in North Korea TABLE OF CONTENTS 1. 2. 3. 4. 5. Overview Human rights violations International treaties Reactions of the international community Annexes 4 5 10 10 14 3 Policy Department, Directorate-General for External Policies 1. Overview The Democratic People's Republic of Korea is an authoritarian state that emerged after the Second World War and has been ruled by the Kim dynasty ever since.The latest national elections, held in March 2009, were neither free nor fair. North Korea's human rights record is based principally on the testimonies of refugees and defectors. North Korea’s human rights situation is difficult to assess: the access of foreigners to the country is restricted and those who do enter are under close surveillance. North Koreans are not allowed to leave the country, which means that reports are mainly based on the contributions of refugees and defectors.Non-governmental organisations (NGOs) report that North Korea commits blatant human rights violations: arbitrary and indefinite imprisonment, political prison camps, torture, public executions, suppression of workers’ rights, and prohibitions on freedoms of expression, media, movement, association and religion 1 . North Korea's human rights violations have been widely condemned, including by the United Nations General Assembly and Human Rights Council, which have adopted several resolutions.Nevertheless, the North Korean government insists that there are no human rights issues in the country, arguing that its system has bee n chosen by the people: ‘The words â€Å"human rights† sound absolutely nonsensical in the DPRK where the dignity and independent rights of the working masses are fully guaranteed legally and institutionally. ‘ 2 No tangible changes have been seen since Kim Jongun assumed power in December 2011. The ascension of Kim Jong-un after the death of his father Kim Jong-il in December 2012 has hardly changed the grim situation, although Kim Jong-un has spoken about improving people's lives.As recently as December 2011 DPRK authorities issued a statement indicating they would ‘annihilate' up to three generations of a family if a family member fled the country during the 100-day period of mourning following the death of Kim Jong-il Border controls were also intensified 3 . 1 2 US State Department Korean Central News Agency 2012 3 ICNK, Kim Jong Un Tightens Grip along Border , 16 January 2012 4 Human rights in North Korea 2. Human rights violations 2. 1. ExecutionsNort h Korea's criminal code foresees the death penalty for more than 20 crimes, including smuggling and dealing narcotics, stealing state property and counterfeiting currency. The code also allows for arbitrary decisions by the authorities, who can determine ‘the gravest cases' or ‘extremely serious cases' 4 . In 2011 North Korea executed 30 or more people, placing the country among the ranks of those carrying out the greatest number of executions in the world, according to Amnesty International 5 . 2. 2. Torture and ill-treatmentPersons who are accused and arrested are often subjected to torture to enforce obedience and obtain bribes or information, despite the fact that North Korea's criminal code prohibits torture or inhuman treatment. According to Human Rights Watch, common forms of torture include sleep deprivation, beatings with iron rods or sticks, kicking and slapping, and enforced sitting or standing for hours. A study conducted in 2010 found that 60 % of previously imprisoned refugee respondents had witnessed a death due to beating or torture 6 . . 3. Some 200 000 people live in prison camps; incarcerated with their families and without trial. Prison camps According to Amnesty International, around 200 000 prisoners (about 0. 85 % of the population) are held in six large political prison camps (gwalliso). People who are suspected of not being loyal to the regime are sent to these camps without a trial, often with three generations of their family — spouses, children and parents — and mostly without any hope of release.The prisoners may have committed ‘crimes' such as not dusting a portrait of the leader or being Christian 7 . North Korea has never recognised 4 Report of the Special Rapporteur on the situation of human rights in The Democratic People's Republic of Korea 5 Amnesty International, Death Sentences and Executions 2011 6 Human Rights Watch (HRW) World Report 2012 7 The Economist, The gulag behind the goose-steps, 21 April 2012 8 The Situation of Detainees in Gulag System 5 Policy Department, Directorate-General for External Policies that these camps exist.Conditions in the camps approach those of slavery, with starvation and no medical treatment. Prisoners, including children, are forced to work in conditions approaching slavery, e. g. , mining, logging and farming, seven days a week for twelve hours or more per day. They are frequently subjected to torture and kept on the verge of starvation. A defector has described the daily ration as approximately twenty grains of corn per prisoner. Convicts search through cow dung for undigested grain. No medical treatment is provided in the camp.Pregnant women are subjected to forced abortions or forced to give up their babies upon delivery to be murdered or abandoned. 8 . In 2011, Amnesty International said it believed North Korea's prison camps were expanding. The organisation based its findings on satellite pictures 9 ; prison camps can be seen on Google Earth. 2. 4. Food shortages North Korea has been dependent on food aid since famine in the mid1990s. In March 2011, the UN estimated that more than six million vulnerable persons in North Korea needed immediate international food aid 10 .With food shortages reaching more than one million tonnes, the World Food Programme called it the worst famine in a decade. Among the causes are floods, an extremely harsh winter; discriminatory food policies that favour the elite, and the economic mismanagement of a monetary devaluation scheme in November 2009 that wiped out many peoples’ savings. In his February 2012 report, United Nations (UN) Special Rapporteur Marzuki Darusman called on the DPRK government to allocate more resources to agriculture than to its military sector 11 .At the same time, he emphasised that food ‘should never ne used as an instrument of political and economic pressure' (referring to a 1999 General Comment on the right to food by the UN Committee on E conomic, Social and Cultural Rights) 12 . Nevertheless, the U. S. suspended its plans for food aid to North Korea after the announcement of a new rocket launch in March. In June 2012, the United Nations Development Programme (UNDP) Resident Coordinator in Pyongyang, Jerome Sauvage, reported that one in two children in North Korea is stunted due to malnourishment 13 .The year 2013 could be particularly difficult for North Koreans as the 9 Amnesty International, Amnesty International Report Exposes North Korean Gulags, June 2011 10 HRW World Report 2012 11 Report of the Special Rapporteur 2012 12 Report of the Special Rapporteur 2012 13 Reuters, U. N. optimistic on U. S. aid for North Korea, food still a problem, June 2012 6 Human rights in North Korea country may face a new famine due to losses of up to 13 % of its grain harvest this year, according to a recent report by a South Korean official 14 .Losses result from a drought that followed widespread flooding this summer and that ob liged the country to request immediate food assistance. The regime has announced that it has set a goal for 2012 — the centenary of the birth of Kim Il Sung, the first leader of the DPRK — to develop its economy, improve its people's lives and attract foreign investment 15 . In August 2012, the uncle of North Korea's leader Kim Jong-un, Jang songthaek, met China's President Hu Jintao to explore ways to revive North Korea's decimated economy and advance beyond the Marxist economic model 16 .There are also reports of plans for financial reform 17 . 2. 5. Media and internet Kim Jong-II’s death clearly demonstrated how tight the government's grip remains on the media and information: the news was broadcast on North Korean state television only two days later 18 . All sources of media, such as radio and television, are strictly controlled by the government and heavily censored. The contents of national media almost entirely consist of political propaganda and the pro motion of the leaders' personality cults. Internet use is limited to the political elite.Mobile phone access is limited to an internal network (one million users or 4 % of the inhabitants), and international calls can only be made by foreigners and the political elite 19 . Fines for making an international call can be as high as KPW 1 million (about USD 1 100), coupled with one week of detention 20 . North Korea is ranked second-to-last out of 179 countries in the World Press Freedom Index, before Eritrea 21 . 2. 6. Freedom of expression The government regularly evaluates its citizens' loyalty to the regime with the help of a large network of informants.Persons considered subversive are punished; disloyal inhabitants of Pyongyang are expulsed from the capital 22 . 14 15 Reuters, Destitute North Korea's grain harvest seen falling sharply, 4 September 2012 CIA World Fact Book 16 Reuters, China's Hu gives show of support for North Korea, 17 August 2012 17 ICNK, The Signs of Financial R eform in North Korea, 28 August 2012 18 Reporters Without Borders: North Korea 19 US State Department 20 Reporters Without Borders: North Korea 21 Reporters Without Borders: World Press Freedom Index 22 HRW World Report 2012 Policy Department, Directorate-General for External Policies 2. 7. Freedom of assembly and association The country's 1992 constitution includes provisions for freedom of assembly and association, although this is not respected in practice. All organisations are created by the government 23 . 2. 8. Freedom of religion The DPRK is officially an atheist state. Autonomous religious activities are almost non existent, although the government sponsors some religious groups to create the illusion of religious freedom 24 .The constitution foresees freedom of religion, while specifying that ‘no one may use religion as a means by which to drag in foreign powers or to destroy the state or social order† 25 . In 2009, the South Korean Investigative Commission on Crime Against Humanity reported on the public execution of a Christian woman accused of distributing the Bible. The Bible is banned in the North 26 . 2. 9. Freedom of movement: refugees Leaving the country without state permission is a crime in North Korea.Those who leave — most often to go to China — face harsh punishment if repatriated. Moreover, as mentioned above, DPRK authorities issued a statement in December 2011 indicating that they would ‘annihilate' up to three generations of a family if a family member fled the country during the 100-day period of mourning for the death of Kim Jong-il 27 . Border controls were also intensified last year 28 . Over the years, up to 400 000 North Koreans have fled the country, and many are living in neighbouring China as illegal immigrants.They are routinely repatriated, despite China's obligation to offer protection to refugees under international law, the Refugee Convention of 1951 and the Convention's 1967 Protocol, to which China is a state party 29 . In March 2012, at least 41 North Korean refugees were forcibly repatriated by the People’s Republic of China (PRC) to the DPRK 30 . In June four of them were executed 31 . Up to 400 000 North Koreans have escaped. Those who are repatriated face harsh punishment. 23 US State Department 2011 Human Rights Reports: Democratic People's Republic of Korea 24 25 CIA World Fact BookMinority Rights Group International: North Korea Overview 26 BBC, North Korea ‘executes Christians' , July 2009 27 European Parliament Resolution, 25 May 2012 28 Report of the Special Rapporteur 2012 29 HRW World Report 2012 30 UN Human Rights Council 31 ICNK, North Korea executes 4 defectors sent back from China 8 Human rights in North Korea 2. 10. Labour rights North Korea is one of the few countries that have not joined the International Labour Organisation (ILO). The ruling Korean Workers’ Party controls the only authorised trade union organisation, the Ge neral Federation of Trade Unions of Korea 32 . 2. 11. Minority rightsThere is no specific provision regarding the protection of minorities in North Korean legislation. North Korea is one of the world's most homogeneous countries in linguistic and ethnic terms: almost all 23 million inhabitants are ethnic Koreans whose ancestors have been living there for thousands of years. There is only one, very small Chinese minority of around 50 000. 33 2. 12. Rights of disabled people Although North Korea participated in the 2012 Paralympics in London, there have been reports in the past of disabled newborns being killed and of disabled people being sent to special camps and banned from the capital 34 .A 2003 law stipulates equal access for disabled persons to public services but has not been implemented. 35 2. 13. Abductions In the past, the DPRK has been involved in the abduction of foreign citizens, mainly South Korean and Japanese individuals. More than 500 persons have reportedly been kidn apped. However, no progress has been made with investigations into such abductions or the release of abductees since 2002, when two Japanese nationals were returned to Japan 36 . The DPRK had promised to reopen the investigation into the cases of suspected abductions of Japanese nationals in 2008 37 . . 14. Rule of law And independent judiciary and individual rights do not exist in North Korea, although, according to the country's constitution, courts are independent 32 33 HRW Report 2012 Minority Rights Group International: North Korea Overview 34 ICNK, Disability, the Paralympics, and Ji Seong Ho, 30 August 2012 35 US State Department 2011 Human Rights Reports: Democratic People's Republic of Korea 36 Report of the Special Rapporteur 2012 37 US State Department 2011 Human Rights Reports: Democratic People's Republic of Korea 9Policy Department, Directorate-General for External Policies and judicial proceedings must strictly follow the law. 3. International treaties North Korea is party to four international human rights treaties: ? ? ? ? the International Covenant on Civil and Political Rights (ICCPR), the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW), the Convention on the Rights of the Child (CRC), the International Covenant on Economic, Social, and Cultural Rights (ICESCR). 4. Reactions of the international community 4. 1. UNIn March 2012 a UN Human Rights Council adopted a resolution expressing concerns about the ‘ grave, widespread and systematic human rights abuses human rights violations' in North Korea. The resolution deplored the refusal of the government to ‘allow [the Special Rapporteur on human rights] access to the country† 38 . For the first time, North Korea’s allies in the Council (including China and Russia) did not call for a vote, but instead allowed the resolution to pass by consensus 39 . This sort of resolution has, in the past, had little impact on North Korea.When a previou s resolution on human rights condemned the situation in the North, the country's state news agency, the Korean Central News Agency, ran the following response: As already reported, the ‘resolution on human rights' against the DPRK was railroaded through the 60th UN General Assembly due to the pressure and the lobbying operation of the U. S. , Britain, Japan and other hostile forces. The â€Å"resolution† is peppered with lies and fabrications defaming the advantageous Korean-style socialist system centred on the popular masses.That was why it failed to get the approval of many member nations at the general assembly as it was a controversial one which clearly indicated the politicization of the human rights issue, selectivity and double standards 40 . In March 2012, a UN resolution about human rights in North Korea was passed by consensus. 38 39 Report of the Human Rights Council on its nineteenth session, unedited version HRW, UN Human Rights Council: North Korea Condem nation Goes Unopposed , 23 March 2012 40 Korean Central News Agency 2005 10 Human rights in North KoreaDespite the efforts of the UN the Secretary-General and the Special Rapporteur, the DPRK ‘continues to be late in reporting to the treaty bodies or uncooperative with the special procedures' 41 . There have, however, been some signs of cooperation with other UN bodies, including the World Food Programme (WFP), the United Nations Children's Fund, the World Health Organisation and the Office for the Coordination of Humanitarian Affairs. In October 2011, the UN's Emergency Relief Coordinator visited the DPRK to assess the humanitarian situation 42 .In July 2012, a UN mission was granted access to the country to evaluate the damage caused by the floods. 43 In 2013, Special Rapporteur Darusman, is due to report to the Human Rights Council. North Korea will prepare its next periodic review for the same time 44 . There are small signs that the country is beginning to cooperate with some UN bodies. 4. 2. ICNK The International Coalition to Stop Crimes against Humanity in North Korea (ICNK), established in September 2011, is the first international coalition that brings together human rights organisations from around the world 45 .Some 40 organisations have joined the coalition. On April 2012 the ICNK submitted a petition to the special procedures of the United Nation Human Rights Council calling for the UN to help shut down North Korea’s vast gulag system. 46 Delegates of the ICNK met Members of the European Parliament and EU officials in Brussels on 7 June 2012 to persuade them to support the establishment of a UN commission of inquiry into human rights abuses in North Korea. 4. 3. Six-party talksThe ‘six-party talks', which include China, the United States, North and South Korea, Japan and Russia, are aimed at ending North Korea's nuclear program through a negotiating process. Although human rights are not one of the topics of discussion for the talks, the Special Rapporteur believes that progress in these negotiations will assist discussions on other issues, such as the human rights situation 47 . Six-party negotiations have not taken place since December 2008. 41 42Report of the Special Rapporteur 2012 Report of the Special Rapporteur 2012 43 UN to assess North Korea floods as more rain falls 44 Report of the Special Rapporteur 2012 45 The International Coalition to Stop Crimes against Humanity in North Korea (ICNK) 46 ICNK press relase, 3 April 2012 47 Report of the Special Rapporteur 2012 11 Policy Department, Directorate-General for External Policies 4. 4. The EU and its Member States engage in regular political dialogue with North Korea, including through the UN. European Union The EU conducts regular political dialogues with the DPRK.The European Union established diplomatic relations with the DPRK in May 2001, and the majority of EU Member States have diplomatic relations with the DPRK. These contacts provide an opp ortunity to discuss human rights. The EU has also regularly raised the issue of the North Korean human rights situation in discussions at UN bodies. Since 1995, the EU has been involved in various assistance programmes and cooperation activities with the DPRK. Since then, over EUR 366 million in aid has been provided in the form of food aid, medical, water and sanitation assistance and agricultural support 48 .The EU supports, however, the Special Rapporteur's ‘call to rectify flaws in production, distribution and trading systems and to stop the misallocation of resources for military purposes' 49 . A Country Strategy Paper was adopted in March 2002, but its implementation has been suspended. There are currently no plans for a new Country Strategy Paper or for development cooperation, although this remains open for the future 50 . As part of the interactive dialogue with the Special Rapporteur, the EU has encouraged ‘the DPRK’s new eadership to use its next univer sal periodic review in 2014 as an opportunity to enhance its dialogue with the international community and to provide undisclosed information of its criminal code', including subsequent revisions and addendums 51 . The EU is also involved in a number of assistance programmes. EEAS: North Korea EEAS, HRC19 – Interactive dialogues on Syria, Iran, Burma/Myanmar, North Korea , 12 March 2012 50 EEAS: North Korea 51 EEAS, HRC19 – Interactive dialogues on Syria, Iran, Burma/Myanmar, North Korea 49 48 12 Human rights in North Korea 4. . 1 European Parliament The European Parliament has adopted several resolutions on North Korea, the latest in May 2012 concerning the forced repatriation of North Korean refugees in China 52 . In July 2010, the Parliament called on the EU ‘to appoint an EU special representative on the DPRK to ensure persistent attention and coordination' 53 . Following the death of Kim Jong-il, Parliament's former President Jerzy Buzek issued a statement c alling on the North Korean authorities ‘to make concrete and tangible steps towards improving human rights conditions'.He called ‘on the authorities to allow inspection of all types of detention facilities by independent international experts and to allow UN Special Rapporteurs to visit the country'. He also urged the country ‘to engage constructively in human rights dialogues with the EU' 54 . A public hearing organised by the Parliament's Subcommittee on Human Rights took place in May 2012 with the participation of a former prisoner, the brother of a Japanese abductee and the US Special Envoy Robert King. 52European Parliament resolution of 24 May 2012 on the situation of North Korean refugees 53 European Parliament resolution of 8 July 2010 on North Korea 54 Buzek on the death of Kim Jong-il, 19 December 2011 13 Policy Department, Directorate-General for External Policies 5. Annexes Figure 1: Map of North Korea Source: United Nations Table 1: Data Basic informat ion on North Korea Population Capital Life expectancy 24 589 122 (July 2012 est. ) Pyongyang 66 years for men, 72 years for women (UN) 14

Business law report kamaran Essay Example | Topics and Well Written Essays - 1000 words

Business law report kamaran - Essay Example Rarely do individuals have sufficient bargaining power of their own. Once the terms of employment start rolling, the contractual obligations of the employee are widened by standard terms assumed by courts and employment tribunals to be implied in all employment contracts. By definition, employment contract is the accord between an employer and employee which helps to facilitate smooth relations between the two parties. The contract of employment ought to have specific contents failure to which it might be declared null and void. More often than not, an employment contract must contain: the names of employer and employee; the date when employment began; the scale, rate, and method of calculating remuneration; the pay intervals; pensions scheme details; terms and conditions of hours of work; sickness and incapacity details and entitlements; holiday entitlements; notice entitlement; the expected place of work and address of the employers; job title or brief description of the work; any collective agreements affecting the employment; any grievance and disciplinary rules applicable to the employee; and details of any work abroad lasting more than one month. The employee must be notified of there are changes on the provisions mentioned as soon as they are enacted (Vettori 2007). Companies ought to afford a legal environment that provides managers and directors with maximum protection. Today’s managers and directors are exposed to greater liabilities than insurance coverage alone can address. A manager or director ought to ensure that an organization, which is the, employer, complies with various legal tasks to its employees. These responsibilities include: paying wages; deducting wages on behalf of the government; providing paid time off for holidays; creating a conducive working environment that is devoid of discrimination and harassment; and providing a safe workplace. Managers or directors who do not carry out the duties as expected by law may be held accou ntable. In the corporate world, everything that managers and directors do is open to criticism mainly by those people their actions and decisions as being negative. Corporate governance often requires managers and directors to balance the competing interests of various company constituents. Therefore, managers and directors are required to conform to the duty of obedience; whereby, their own conduct and the corporation’s activities are applicable to specific statutes and the corporate charter. As a result, managers and directors are liable if they cause a corporate decision that is considered to be illegal. Nevertheless, the business judgment rule protects managers and directors who make knowledgeable and unbiased business decisions without any form of ill will. However, this rule does not apply at all a judgment has yet to be issued. This is often the case when the manager or director fails to act (Holland 2013). In the United Kingdom, the exchange of goods and services is g overned by contract law. Therefore, problems that are related to interpreting, assenting, and use of contracts in international transactions may be harmful to the proper running of the internal market. The conduct of business in the United Kingdom is governed by the European law which deals with the conduct and relations between nation-states and international organizations, as well as some of their relations with persons (Pace 2011). Unlike domestic law, European law generally cannot be enforced. Consequently, European courts do not have

Determining Causes and Effects Essay Example | Topics and Well Written Essays - 1250 words

Determining Causes and Effects - Essay Example Every since 2000, incidentally when China joined the WTO, the U.S. has been hit by manipulative Chinese policies which means that Chinese exports of auto parts have increased 900 percent and the U.S. is a major importer of these parts (See figure 1). The reason American automobile industries rely so heavily on the Chinese auto parts market is because the Chinese ones are much cheaper, plain and simple, a feat achieved by the Chinese central and local governments heavily subsidizing its industries for the past decade. These subsidies are direct and indirect such as low-cost or free land and infrastructure, below-cost industrial inputs such as steel and glass, and electricity provided at less than the cost of generation. Despite the fact that these subsidies have been declared illegal by the WTO (Anderson, 2012), China’s auto parts industry and consequently its balance of payments continue to thrive at the expense of the honest practice of their American counterparts. Another im portant factor in Chinese products appearing cheaper than American ones is that China is notorious for employing the most staunch currency manipulation policies so that its exports remain competitively prices as compared to American and European counterparts. This means that China artificially gives its currency a lower face value so that when converted they appear to be lower in terms of American dollars (or any other currency for that matter) and so their goods seem more appealing to the public. In fact, the disparity achieved by the artificially valued Renminbi is believed to be as much as 25 – 30%. That means Chinese exports appear 25 - 30% cheaper than they would have been otherwise in the global markets if these currency manipulations were not in place. Thus, many American businesses and industries rely on China (instead of their own local) auto parts industries. Figure 1 One other aspect involved in this tilting of the balance towards China is the fact that in China th e industries receive great support from many estates of the country. That is to say, in the auto industry, rare earth elements and provided to Chinese exporters and low cost and also, capital cost is also kept artificially low as investors and exporters are allowed to borrow from government-owned banks on sub-market rates, sometimes even given a waiver on their loans. Thus, their production cost is greatly reduced making them competitive in the foreign market. But China is not the only party to blame in this auto parts fiasco, a great part of the burden also goes on the American industries that instead of condemning, actively encourage and endorse the Chinese’ disregard of fair trade practices by purchasing Chinese imports. America and China are not the only countries with giant automobile industries; Germany, Japan, and South Korea also operate in this manufacturing niche. Seeing as Chinese manipulation and policies affect America so, it can be assumed that the other three c ountries and their balance of payments should be affected similarly, but that is not the case. In fact, Germany, Japan, and South Korea have trade surpluses with China as opposed to the heavy deficit that America has. This is because their governments have imposed laws and not operated on a completely blind free-trade practice with China, something America can take

Rawls A theory of Justice Essay Example | Topics and Well Written Essays - 1250 words

Rawls A theory of Justice - Essay Example He questions, is there any system to arrange society, which can keep these issues within tolerable limits And can a social system be organized on just and fair standard that it becomes acceptable to the bulk of population. According to Rawls, we all agree to have a just social contract with our free will without knowing (ignorance) the ultimate consequences of our decision, which he names as "original position". According to the original position, "no-one knows his place in society, his class position or social status, nor does anyone know his fortune in the distribution of natural assets and abilities, his intelligence, strength and the like" (Rawls, p 12). Thus behind this "veil of ignorance" different groups will hound their own benefits. Rawl's explains that all the factions in this hypothetical society will adopt two basic principals: the principal of rights and duties, and the fair distribution of social and economic compensation in a society. The first principal is absolute "each person is to have an equal right to the most extensive basic liberty compatible with a similar liberty for others (Rawls, p 60), which provides basic rights, such as freedom of speech and expression, and the right to owe property. The first principle is more or less absolute, and may not be violated, however it can be traded for obtaining other rights. Accord According to the second principal "social and economic inequalities are to be arranged so that they are both: a) to the greatest benefit of the least advantaged, and (b) attached to offices and positions open to all under conditions of fair equality of opportunity (Rawls, 1971, pg. 303). Rawls' principal 2(a) is different from the normal form of justice, however he substantiates on the ground of improving the fate of dis-advantaged people. As he explains that equality should not be enacted to deteriorate the condition of a person already in a worse situation. The 2(b) confers the distribution of offices and positions on merit basis, but all aspiring candidates should have the skills on which they will be assessed. Critics have come up with several arguments against Theory of Justice, such as Rawl's idealism is meant to fulfill ethical ideals rather than real social dilemmas. Rawl mentioned that individuals cannot give up their basic liberties for economic or social benefit, however the ordering of the principles can still create greater inequalities, challenging the basic principals of justice and liberty. Many question the belief on equal opportunity, if those who have the required IQ and skills grab prized positions, the Individuals with severe mental or physical disabilities will eternally lag behind and will have no place in the such society. These individual with lower skills cannot compete with these intelligent individuals, applying the concept of equal opportunity on such individuals who do not meet the requirements of a competitive society is again a discrimination against the people with lower abilities. Liberalism has appeared countless times in history. According to the liberalism theory, state should not interfere in individual's life and a person is free to choose the final good for his/her life as long as these aspirations do not conflict with state law. In plain words, the liberalism theory asks state to remain neutral in the citizen's way of life and should treat citizens equal regardless

Rewards Managemnet of Apple Inc Essay Example | Topics and Well Written Essays - 2000 words

Rewards Managemnet of Apple Inc - Essay Example It shows the different kinds of rewards structures and the way each of them contributes towards enhancing employee motivation and performance and in what ways too. The various arguments presented by the researchers on the subject are presented in the critical analysis of the literature review. The rewards and compensation structure of Apple Inc has been provided in the light of the literature review and comparisons are provided against the same. Finally recommendations are provided as to the changes or modifications can be brought about in the reward structure in Apple based on the drawbacks of loopholes which follows from the analysis Introduction- Company background The successful corporate leaders have increasingly recognized the fact that their basis of competitive advantage in the market is their human resource or their people. They have also acknowledged the fact that organizations must emphasize on managing their human resource with greater importance as work environments rema in extremely dynamic and keeps changing with great pace. In this context the role of reward management for motivating and inspiring employees to deliver their best contributions in the organization cannot be ignored. The case of Apple Inc is discussed in length in this project. Apple Inc is a multinational corporation based in the United States that producing and marketing consumer electronic goods, computer softwares as well as personal products. The company is well known for producing iPods, iPhones and iPads. The company operates through 357 different retail stores across 10 different locations and is rated as one of the largest global publicly traded organizations. It also accounts for the largest technology company in the world market in terms of profits and revenues. The basis on which the company’s human resource management strategies are built is its recognition of the crucial importance of organizational structures and the people or the human resource which comprises this structure. The strategy demonstrates a complete response to competence, creativity, competencies and constraints which individuals carry with them or create at the workplace. In all its human resource strategies the company seeks to assure superior performance of employees and this is achieved through high end compensation and rewards management system. The idea is to create a workforce which is highly motivated to perform to the best of their abilities in the organization consequently providing a competitive edge for the organization in the market. Literature review on rewards management theory The theories on motivation and rewards management primarily distinguish between the two main kinds of rewards, which are categorized as being extrinsic or intrinsic. Extrinsic rewards are in the form of money or other verbal reinforcements which are mediated from outside the individuals while intrinsic rewards are those which are mediated within the individuals or persons. Researchers consider a person to be intrinsically motivated to conduct an activity if there are apparently no rewards associated apart from the work activity itself. In fact all the theories of motivation considering the two kinds of rewards as developed by researchers and practitioners consider or assume the fact that the resulting effects on

Quality Function Deployment of Dell Company Coursework

Quality Function Deployment of Dell Company - Coursework Example The E-Business unit is in charge of running the company’s website, which is the primary source of order information. The Manufacturing department is also integrated into the production system and takes orders from clients through the primary website. Also, Suppliers have a strong partnership with Dell and this enables them to keep various stock levels of Dell products at different time intervals. There is the Customer Service unit that is outsourced and tries to ensure that customer satisfaction is at its maximum(Spulber, 2007). In the UK, like other parts of the world, Dell operates through online sales. Normally, Dell takes orders from its websites. Through these sites, Dell customers give them specifications of what kind of computer they actually want. For orders that are already in stock, the nearest available supplier ships it to the customer and it should arrive in less than 2 weeks. For customized orders that are not already in stock, the details are sent to the nearest manufacturing department, which assembles it and ships it directly to the client in about two weeks. When the customer receives an order, and s/he has some issues with it, the next point of call is to get in touch with the customer care department and present a complaint. This complaint is transferred to the technical and after-sales unit which gets in touch with the customer either directly or through the customer care and makes the necessary move to rectify the problem(Khosrow-Pour, 2004). This process is illustrated in the diagram below: The main competitors of Dell UK are HP and Acer. These two companies also provide similar products and specialize in the same activities that Dell handles. Although this is done with some differences, they are neck-to-neck with Dell in terms of market share and service delivery.  

Writing for life Essay Example | Topics and Well Written Essays - 500 words

Writing for life - Essay Example It turns out that I am the kind of person who is able to make something bad. And the fact that I have this potential makes me feel uncomfortable. So I decided to work with myself to make sure that if one day I find myself in situation of a harsh choice, I will not make a wrong decision. The point is that we always judge others. We believe that we know what is good and bad and we give ourselves this right to judge others. But in fact, considering every single situation deeply and putting ourselves in somebody’s place we may find that we would act the same way. And still we keep judging. But if we know how to act properly to be good, why often we don’t do it? I want to believe that people can be changed; moreover, I think people can change themselves. Because frequently it happens that something really bad changes person’s way of thinking, and she or he decides to make some personal changes. Does it mean that some sad event is the only way to start your personal changes? I think it’s not. Noticing some bad part in my personality makes me think of changing it into a good one, so I make decision to work on my personal qualities. Obviously working on my personality is hard for me, because I almost struggle with myself. This struggle is the mo st difficult thing in the world, because your personality is the only thing you can’t hide from. But when I think of results I’ll receive lately I feel that these difficult attempts of mine on the way to my virtue are worth being made. I hope sooner or later more and more people will come to the same conclusions as I have. This understanding of the truth that everything in my will and I’m responsible for my personality and only I can change it – it is definitely something inspiring. I wish you to experience the same, my dear

HEARTS AND MINDS (1974) Essay Example | Topics and Well Written Essays - 500 words

HEARTS AND MINDS (1974) - Essay Example Besides, he also shot much new material and footage. This documentary relies on interviews of many common and important people related to the Vietnam War, interviews of a number of soldiers and policy makers, and many important civil and military leaders directly linked to the Vietnam War. Right from the start the movie tries to analyze and showcase the rise of the US as a superpower after the World War I and the American insistence on exercising dominance over nations and political groups unacceptable to it. The movie unravels the utter militarization of the American political thought and culture which made the nation arrogant enough to engage in senseless military adventurism as the Vietnam War. The essential thing about the movie Hearts and Minds is that it tries to extend to people an insight into the mindset, beliefs, goals and ideology of a generation of political leaders, military policy makers and soldiers who envisaged, carried out and justified the Vietnam War. It exposes the prejudices and biases of the American civil and military leadership that managed and conducted the Vietnam War. For instance, one finds it really shocking to hear American general William Westmoreland saying that â€Å"The Oriental doesn’t put the same high price on life as a Westerners†, in the back ground of clips showing Vietnamese fathers, children, mothers and wives weeping and wailing by the graves of their loved one’s lost to war. In one other footage the movie shows US Lieutenant Coker, a prisoner of war, expressing his views about Vietnam as â€Å"If it wasn’t for the people, it was very pretty. They just make a mess of everything.† The movie shows as to how many of the American military generals, officers, pilots and soldiers harbored a highly dehumanized view of the Vietnamese military opposition and common people. One is surprised to find the pilots and technicians who

Corporate Social Responsibility Report Essay Example | Topics and Well Written Essays - 1750 words

Corporate Social Responsibility Report - Essay Example The effectiveness of the classical model of self-regulation is of particular concern in this paper. The Classical Model of corporate responsibility argues that general interests of society can be met by different organizations, each of which plays a distinct role in the system (Okpara, & Idowu, 2013). The basic role of corporate bodies should, therefore, revolve around economic issues rather than social development. Rahim and Alam (2014) noted that the primary objective of the business entity should be to make the highest amount of profit, which practically propels executives to act in the best interest of their company shareholders, provided their actions are within the law. The basis of this concept is methodological individualism (Crane, & Matten, 2010). The belief implies that the entity is the most important asset in the system. Habisch (2005) noted that such parties pursue ways in which they can best meet their own interests and act logically to increase self-satisfaction. The classical theory requires that if a corporate body â€Å"X† has $10, 000 and it is badly in need of raw materials that would cost half the money to make a product for a period of one month, it would exchange $5,000 for the material. This implies that there are no grounds for the company to spend the entire money on the raw materials when half of the amount would meet the current demand. Such strategy makes the company and its shareholders happy, considering that they would easily access the remainder of the money and benefit from the profits made through the reasoned expenditure. According to Blowfield and Murray (2014), the invisible hand of parties working together in an environment where each party stands to gain mutually satisfying exchanges creates the platform for the most sustainable economic system. As such, the classical theory requires that a corporate body that is keen on fulfilling its utilitarian institutional obligations to society

Carr and the Thesis Essay Example for Free

Carr and the Thesis Essay Edward Carr begins What is History? By saying what he thinks history is not†¦by being negative. In Carr’s words, what history is not, or should not be, is a way of constructing historical accounts that are obsessed with both the facts and the documents which are said to contain them. Carr believes that by doing this the profoundly important shaping power of the historian will surely be downplayed. Carr goes on to argue – in his first chapter- that this downgrading of historiography arose because mainstream historians combined three things: first, a simple but very strong assertion that the proper function of the historian was to show the past as ‘it really was’; second, a positivist stress on inductive method, where you first get the facts and then draw conclusions from them; and third – and this especially in Great Britain – a dominant empiricist rationale. Together, these constituted for Carr what still stood for the ‘commonsense’ view of history: The empirical theory of knowledge presupposes a complete separation between subject and object. Facts, like sense-impressions, impinge on the observer from outside and are independent of his consciousness. The process of reception is passive: having received the data, he then acts on them†¦This consists of a corpus of ascertained facts†¦First get your facts straight, then plunge at your peril into the shifting sands of interpretation – that is the ultimate wisdom of the empirical, commonsense school of history. 2 Clearly, however, commonsense doesn’t work for Mr.Carr. For he sees this as precisely the view one has to reject. Unfortunately things begin to get a little complicated when Carr tries to show the light, since while it seems he has three philosophical ways of going about his studies one being epistemological and two ideological his prioritizing of the epistemological over the ideological makes history a science too complex for comprehension to anyone other than himself. Carr’s epistemological argument states that not all the ‘facts of the past’ are actually ‘historical facts. Furthermore, there are vital distinctions to be drawn between the ‘events’ of the past, the ‘facts’ of the past and the ‘historical’ facts. That ‘historical facts’ only become this way is by being branded so by recognized historians. Carr develops this argument as follows: What is a historical fact? †¦According to the commonsense view, there are certain basic facts which are the same for all historians and which form, so to speak, the backbone of history the fact, for example, that the battle of Hastings was fought in 1066. But this view calls for two observations. In the first place, it is not with facts like these that the historian is primarily concerned. It is no doubt important to know that the great battle was fought in 1066 and not 1065 or 1067†¦The historian must not get these things wrong. But when points of this kind are raised, I am reminded of Housman’s remark that ‘accuracy is a duty, not a virtue’. To praise a historian for his accuracy is like praising an architect for using well-seasoned timber. It is a necessary condition of his work, but not his essential function. It is precisely for matters of this kind that the historian is entitled to rely on what have been called the ‘auxiliary sciences’ of history archaeology, epigraphy, numismatics, chronology, and so-forth. 3 Carr thinks that the insertion of such facts into a historical account, and the significance which they will have relative to other selected facts, depends not on any quality intrinsic to the facts ‘in and for themselves,’ but on the reading of events the historian chooses to give: It used to be said that facts speak for themselves. This is, of course, untrue. The facts speak only when the historian calls on them: it is he who decides to which facts to give the floor, and in what order or context†¦The only reason why we are interested to know that the battle was fought at Hastings in 1066 is that historians regard it as a major historical event. It is the historian who has decided for his own reasons that Caesar’s crossing of that petty stream, the Rubicon, is a fact of history, whereas the crossings of the Rubicon by millions of other people†¦interests nobody at all†¦The historian is [therefore] necessarily selective. The belief in a hard core of historical facts existing objectively and independently of the historian is a preposterous fallacy, but one which it is very hard to eradicate. 4 Following on from this, Carr ends his argument with an illustration of the process by which a slight event from the past is transformed into a ‘historical fact’. At Stalybridge Wakes, in 1850, Carr tells us about a gingerbread seller being beaten to death by an angry mob; this is a well documented and authentic ‘fact from the past. But for it to become a ‘historical fact,’ Carr argues that it needed to be taken up by historians and inserted by them into their interpretations, thence becoming part of our historical memory. In other words concludes Carr: Its status as a historical fact will turn on a question of interpretation. This element of interpretation enters into every fact of history. 5 This is the substance of Carr’s first argument and the first ‘positionâ€⠄¢ that is easily taken away after a quick read his work. Thereby initially surmising that Carr thinks that all history is just interpretation and there are really no such things as facts. This could be an easily mislead conclusion if one ceases to read any further. If the interpretation of Carr stops at this point, then not only are we left with a strong impression that his whole argument about the nature of history, and the status of historical knowledge, is effectively epistemological and skeptical, but we are also not in a good position to see why. It’s not until a few pages past the Stalybridge example that Carr rejects that there was too skeptical a relativism of Collingwood, and begins a few pages after that to reinstate ‘the facts’ in a rather unproblematical way, which eventually leads him towards his own version of objectivity. Carr’s other two arguments are therefore crucial to follow, and not because they are explicitly ideological. The first of the two arguments is a perfectly reasonable one, in which Carr is opposed to the obsession of facts, because of the resulting common sense view of history that turns into an ideological expression of liberalism. Carr’s argument runs as follows. The classical, liberal idea of progress was that individuals would, in exercising their freedom in ways which took ‘account’ of the competing claims of others somehow and without too much intervention, move towards a harmony of interests resulting in a greater, freer harmony for all. Carr thinks that this idea was then extended into the argument for a sort of general intellectual laissez-faire, and then more particularly into history. For Carr, the fundamental idea supporting liberal historiography was that historians, all going about their work in different ways but mindful of the ways of others, would be able to collect the facts and allow the ‘free-play’ of such facts, thereby securing that they were in harmony with the events of the past which were now truthfully represented. As Carr puts this: The nineteenth century was, for the intellectuals of Western Europe, a comfortable period exuding confidence and optimism. The facts were on the whole satisfactory; and the inclination to ask and answer awkward questions about them correspondingly weak†¦The liberal†¦view of history had a close affinity with the economic doctrine of laissez-faire – also the product of a serene and self-confident outlook on the world. Let everyone get on with his particular job, and the hidden hand would take care of the universal harmony. The facts of history were themselves a demonstration of the supreme fact of a beneficent and apparently infinite progress towards higher things. 6 Carr’s second argument is therefore both straightforward and ideological. His point is that the idea of the freedom of the facts to speak for themselves arose from the happy coincidence that they just happened to speak liberal. But of course Carr did not. Thereby knowing that in the history he wrote the facts had to be made to speak in a way other than liberal (i. e. in a Marxist type of way) then his own experience of making ‘the facts’, his facts, is universalized to become everyone’s experience. Historians, including liberals, have to transform the ‘facts of the past’ into ‘historical facts’ by their positioned intervention. And so, Carr’s second argument against ‘commonsense’ history is ideological. For that matter, so is the third. But if the second of Carr’s arguments is easy to see, his third and final one is not. This argument needs a little ironing out. In the first two critiques of ‘commonsense’ history, Carr has effectively argued that the facts have no ‘intrinsic’ value, but that they’ve only gained their ‘relative’ value when historians put them into their accounts after all the other facts were under consideration. The conclusion Carr drew is that the facts only speak when the historian calls upon them to do so. However, it was part of Carr’s position that liberals had not recognized the shaping power of the historian because of the ‘cult of the fact’ and that, because of the dominance of liberal ideology, their view had become commonsense, not only for themselves, but for practically all historiography. It appeared to Carr that historians seemed to subscribe to the position that they ought to act as the channel through which ‘the facts of the past for their own sake’ were allowed self-expression. But Carr, not wanting to go the route of his fellow historians, nor wanting to succumb to the intellectual complaints about the demise of the experience of originality, says: In the following pages I shall try to distance myself from prevailing trends among Western intellectuals†¦to show how and why I think they have gone astray and to stake out a claim, if not for an optimistic, at any rate for a saner and more balanced outlook on the future. 7 It is therefore this very pointed position which stands behind and gives most, if not all, of the reason for Carr’s writing What is History? Carr himself seems to be quite clear that the real motive behind his text was the ideological necessity to re-think and re-articulate the idea of continued historical progress among the ‘conditions’ and the doubters of his own ‘skeptical days’. Carr’s ‘real’ concern was ‘the fact’ that he thought the future of the whole modern world was at stake. Carr’s own optimism cannot be supported by ‘the facts’, so that his own position is just his opinion, as equally without foundation as those held by optimistic liberals. Consequently, the only conclusion that can arguably be drawn is that ‘the past’ doesn’t actually enter into historiography, except rhetorically. In actuality there should be no nostalgia for the loss of a ‘real’ past, no sentimental memory of a more certain time, nor a panic that there are no foundations for knowledge other than rhetorical conversation.

Critical Analysis of Organisational Change Development and Management

Critical Analysis of Organisational Change Development and Management INTRODUCTION Sometime in the 5th century BC, Heraclitus of Ephesus philosophised the only constant is change. (http://en.wikiquote.org/wiki/Heraclitus). All organisations go through change as they develop and evolve, whether to success or to failure. This essay will look at two companies as they go they go through change, planned and unplanned, their approach and the extent to which they succeeded and applying organisation development and change theory to these two case studies. Organisational change is a recurring theme in the study of organisational development there are several factors, internally and externally, that will influence the development of the organisation, initiating a change which may, or may not, lead to success and sustainability. How the change is implemented is essential to its success as it often impacts one, if not all, areas of the organisation. Early change management theorists include: Kurt Lewin (1951). Doug Stace and Dexter Dunphy (2001) identify organisations which they describe as prudent mechanistics, which retain traditional structures, avoid the organisational fashion show, and perform well. (Buchanen, p566). Harold Leavitt (2003) argues that, while rigid beaurocratic structures encourage authoritarianism, distrust, dishonest, territoriality, toadying, and fear, they also provide ways of handling complexity, give us structure and predictability, and offer psychological rewards by fulfilling needs for order and security. It is argued that the study of change is paradoxical (Buchanan, 565) as the reasons for organisational change are many and complex and because change is a process not a static moment in time, hence can be only understood in relation to continuity. Not all change needs to be deep change it can be a fine tuning to an appropriate response. Transformational change of the Australian Defence Force. The companies were chosen because other their organisational similarities. Company A Company B Similarities Large > 20,000 Reactive International Public Sector Strong corporate culture Founded 1921 Large >20,000 Reactive International Public Sector Strong corporate culture Founded 1922 Differences Australia 90s Organisational structure Approach to change England 00s Organisational structure Approach to change Scope: PESTEL Organisational behaviour terrain. Study this at the organisational level. This essay is not going to examine the group or individual level. Australia has maintained military forces since federation as a nation in January 1901. Upon Federation, the Australian Government established the  Australian Army  and Commonwealth Naval Force. In 1909, the Government established the  Royal Australian Navy, which absorbed the Commonwealth Naval Force. The Army established the Australian Flying Corps in 1912 although this separated to form the  Royal Australian Air Force  in 1921. The services were not linked by a single chain of command, as they each reported to their own separate Minister and had separate administrative arrangements. The three services saw action around the world during  World War I  and  World War II. The importance of  joint warfare  was made clear to the Australian Military during World War II when Australian naval, ground and air units frequently served as part of single commands. Following the war, several senior officers lobbied for the appointment of a  commander in chief  of the three services. The government rejected this proposal and the three services remained fully independent.[13]  The absence of a central authority resulted in poor coordination between the services with each service organising and operating on the basis of a different  military doctrine.[14] The need for an integrated command structured received more emphasis during  the Australian militarys experiences in the Vietnam War.[14]  In 1973, the Secretary of the  Department of Defence,  Arthur Tange, submitted a report to the  Government  that recommended the unification of the separate departments supporting each service into a single Department of Defence and the creation of the post of Chief of the Defence Force Staff. The government accepted these recommendations and the Australian Defence Force was established on 9 February 1976.[15] The  British Broadcasting Corporation  (BBC) is the principal  public service broadcaster  in the United Kingdom. It is the largest broadcaster in the world with about 23,000 staff.[1][2][3]  Its global headquarters are located in London, and its main responsibility is to provide  public service broadcasting in the United Kingdom,  Channel Islands  and  Isle of Man. The BBC is an autonomous public service broadcaster[3]  that operates under a  Royal Charter.[4]  Within the United Kingdom its work is funded principally by an annual  television licence fee,[5]  which is charged to all United Kingdom households, companies and organisations using any type of equipment to record and/or receive live television broadcasts;[6]  the level of the fee is set annually by the  British Government  and agreed by  Parliament.[7] he BBC was the worlds first national broadcasting organisation[8]  and was founded on 18 October 1922 as the  British Broadcasting Co mpany Ltd. The original company was founded in 1922[9]  by a group of six telecommunications companies-Marconi, Radio Communication Company,  Metropolitan-Vickers,  General Electric,  Western Electric, and  British Thomson-Houston[10]-to broadcast experimental radio services. The first transmission was on 14 November of that year, from station  2LO, located at Marconi House, London.[11] Outside the UK, the  BBC World Service  has provided services by direct broadcasting and re-transmission contracts by sound radio since the inauguration of the BBC Empire Service in December 1932, and more recently by television and online. Though sharing some of the facilities of the domestic services, particularly for news and current affairs output, the World Service has a separate Managing Director, and its operating costs are funded mainly by direct grants from the UK government. These grants are determined independently of the domestic licence fee. How do organisations change why do they change. How change is implemented, their impact and their success factors? Two organisations will be compared and contrasted against the various theories, their similarities being that they are both large and complex organisations whose purpose is to serve the public. Initition What are the triggers for change? Why did the organisation have to change. Organisational life cycle (Greiner L) Mintzberg types of change possible step change (company 1) Elements of change : Whipp, Rosenfeld and Pellige The Change Kaleidescope Bolgrum, Barly Whitepaper 1986 Organisational behaviour terrain. Types of change planned and unplanned Strategy Safari Punctuated equilibrium Organisational structure Cultural Era Implementation Strategic Elements of change (Whipp) Levels of change Change Kaleidescope Factors faciliting change Levels of change Wilson, D Forces for change, Lewin K (disagree in co1 cas but potentially for co 2) Total quality management nstep process : c1 y c2 elements of Resistance to change bellelan co1 n long terms, c2 yes short-term bursts Managing resistance : Kotter Co1 yes, co2 no The coping cycle Kublar-Rosser co2 yes ; n/a to company 1 Factors facilitating change Yes co1 2 but co2 fainlied in mid-implementation Unless structure follows strategy, inefficiency results. (Chandler 1962: 314) Impact Contingency approaches Dunphy and Stacy : Yes can be applied to both Effectiveness of change strategy The change kaleidoscope (culture leadership) Time Preservation Capability Scope diversity Organisational structure- tie into first part (initiation) Organisational culture- tie into first part (initiation) Efficiency Resistance 5 types of organisational structure : Mintzberg Divisional Form, mechanistic 1982 : Peters and Waterman in search of excellence Mckinney 7 steps Elements of change context : Economic Political ? Organisational effiveness/ development maturity? Transformational Political and economic forces Restructure of organisation Culture Organisational design IT communciation Conclusion: Bluprint for change One must consider the culture re: effectiveness and how deep it is to go Contigiency Approach Lawrence and lorsh structure depends on factors from the environment. Contingencey Theories : imprecise specification of factors such as environment Ashridge leadership and management BPR radical decentralisation BBC petal. The management of innovation burns stalk mechanistic Æ’Â   organic The Australian Defence Organisation (ADO) has an enduring strategic priority is to keep Australia and the Australian people safe from attack or the threat of attack, and from economic or political coercion. To meet this requirement, the Defence Department employs a full time workforce of over 92,000 personnel consisting of both uniformed Australian Defence Force (ADF) members and civilian Australian Public Service (APS) personnel. The Defence Environmental Scan 2025, identified that the Defence Organisations workforce consists of an ADF with 50,600 full time members and 20,600 Defence Public Servants. In addition, the ADF has 21,000 Active Reserve members.2 2. As a whole, the Defence workforce is responsible for delivering the range of defence outcomes required by Government. While the military and civilian components of the Defence Organisation are required to contribute collectively to the achievement of these Government objectives, the management of the Defence workforce is currently stovepiped along ADF and APS lines, with limited consideration of the workforce as a total resource. Scope. This essay will examine the theories current Defence workforce structure across the ADF and APS. It will consider the potential disadvantages of the current stovepiped separation of ADF and APS personnel management, and examine the merits of moving towards an integrated and total Defence workforce. It will explore the potential benefits of increasing the number of contested positions available to ADF and APS members, particularly in middle and senior management. ONE DEPARTMENT TWO WORKFORCE COMPONENTS Experience and Opportunity 7. The Department of Defence is consistently praised for its success in the planning and conduct of military operations, while also being criticised for failings in its corporate and strategic management. This somewhat paradoxical situation is in part a result of the Defence Departments personnel management processes, where on one hand significant effort and resources are applied to ensure that ADF personnel are adequately educated, trained and prepared for roles they are likely to undertake within the Defence Organisation, while within the APS, individuals are expected to undertake any task without subject matter expertise or professional qualification.6 8. The structured and formalised ADF approach underpins a culture where the importance of experience and professional development are valued and built into career pathways. The APS personnel management approach is not supported by the appropriate personnel structures or management mechanisms required to enable this development. While ADF senior commanders understand and expect ADF personnel to be released from mainstream responsibilities at certain times during their career to meet professional development milestones, the APS management framework does not offer senior managers this flexibility. The APS workforce structure provides limited ability to backfill APS staff undertaking formalised professional development and as such, it is very difficult for senior APS managers to release personnel for extended periods professional development and education. 9. The lack of opportunities for professional development in the APS is compounded by the relative inexperience of the APS workforce when compared to their ADF counterparts. This inexperience has been exacerbated by the accelerated promotion of individuals in recent years as a byà ¢Ã¢â€š ¬Ã‚ product of the rapid growth in civilian numbers.7 A comparison of the relative experience levels of senior and middle management in the Defence Organisation shows that 27 %of all APS Senior Executive Service (SES) staff are under the age of 45 and 26 %of Executive Level 2 (EL 2) staff are below the age of 40.8 For ADF members, the minimum period of commissioned service for promotion to one star rank is approximately 23 years, with a minimum of 20 years service required before being eligible for promotion to colonel equivalent rank. The accelerated progression to middle and senior management in the APS limits the time and opportunity for staff to pursue professional development and education for civilian personnel is very much an exception rather than a rule. A TOTAL AND INTEGRATED WORKFORCE Workforce Integration 11. The Chief of the Defence Force and Secretary are currently focussed on moving the Defence Departments people management in a more strategic direction so we [Defence] can better recruit and retain the talent we need to meet the security challenges of the future.11 To meet these challenges, the Defence Department will require a people management framework that draws together the capabilities of the current personnel resources available to the Department more effectively. Key to this approach is breaking down the culture of stovepiped management of ADF and APS personnel. A move to a more integrated workforce management framework, that selects the most experienced and qualified candidate from across the Defence Organisation for particular appointments, would provide significant benefits to the Department. 12. While acknowledging that certain areas of the Defence business requires a degree of specialisation, particularly in the ADF for the planning and conduct of operations and the APS in the delivery of specialist services, there is a great deal of scope for a more integrated approach to personnel management across large sectors of the Department. This is particularly the case across middle and senior management within the Department at the EL 1à ¢Ã¢â€š ¬Ã‚ lieutenant colonel (05) equivalent level and above, where the requirement for specialisation is often not as important as a sound knowledge of the broader functioning of Defence. 14. In relation to the ADF, an integrated workforce would significantly improve the capacity of the Defence Organisation to better leverage the experience and skills of ADF members. ADF members detailed knowledge and skills gained through experience in a variety of operational and nonà ¢Ã¢â€š ¬Ã‚ operational appointments, and structured professional development, can be applied in a range of areas within Defence. For ADF members, an integrated approach would provide increased career opportunities for the large majority of ADF officers who currently find themselves with limited options midà ¢Ã¢â€š ¬Ã‚ career. Achieving Improved Effectiveness and Efficiency 15. An integrated personnel management framework and the corresponding improvement in experience and professional development across middle management within the Department would provide considerable scope and opportunity for senior management to consider delegating additional responsibility to a more capable middle management group. This would assist in focussing the decision space of senior management on the strategic direction of the Defence Organisation as opposed to the more routine issues currently consuming their limited time. The empowerment of middle management would also provide increased job satisfaction, leading to improved productivity and retention. This is a significant benefit in an environment where the Defence Organisation is aggressively competing to recruit and retain the best. 16. The introduction of an integrated workforce will require cultural change within both the ADF and APS. There will need to be an acceptance that the lines of accountability for personnel issues to the Secretary for APS members and CDF for ADF personnel will become less clear. The personnel management framework will need to move away from a differing model for the APS and ADF to a more integrated management system, particularly in the area of middle and senior management. The recent appointment of a human resource management professional into the role of Deputy Secretary People Strategies and Policy, provides a real opportunity to realign personnel management across Defence. 17. To assist in this process, a review of all middle and senior management positions from EL 1à ¢Ã¢â€š ¬Ã‚ 05 equivalent and above is required. The review should focus on identifying which positions are suitable to be classified as contestable between APS and ADF members. With an understanding of the nature and scale of these contestable positions, an overarching management structure that incorporates both APS and ADF senior and middle managers can be developed. This overarching approach requires Defence senior and middle management personnel to be centrally managed to best meet Defenceà ¢Ã¢â€š ¬Ã‚ wide requirements. For this approach to be successful, the Departments personnel numbers would need to be managed in a more flexible manner, with a move away from separate ADF and APS caps, towards an overarching cap on total Defence employees. 18. There are many examples within industry and other Government agencies where personnel with diverse skills and backgrounds are managed as a total resource. Studies of these approaches would be of benefit when developing a revised framework for the Defence Organisation. The Australian Federal Police (AFP) has addressed these issues very effectively and achieved a wellà ¢Ã¢â€š ¬Ã‚ integrated workforce incorporating both sworn and unsworn officers. Defence should consider using the AFP experience as a case study on how to integrate differing elements into a total workforce. CONCLUSION (Substantial conclusions are drawn about the implications of the analysis for theory and practice) 19. The Defence Department can no longer afford a stovepiped approach to workforce management and must move towards greater integration between the ADF and APS components where the total personnel resources of the Department can be applied to achieve best affect. A move to a more integrated workforce, particularly in the areas of middle and senior management would have significant benefits for the individual APS and ADF members and the Department as a whole. It would provide opportunities to build mechanisms and flexibility into APS personnel management to enable increased professional development and enhanced experience levels. This will improve the job satisfaction and overall employability of APS members both within the Defence Department and the wider APS. For ADF members, greater workforce integration will provide improved career opportunities for the majority of experienced and qualified personnel who, under the current construct have limited career options once they reach the mid career point. This will have significant benefit for ADF retention. 20. A more integrated workforce would provide a framework that ensures the most qualified and experienced personnel from across the entire Department are identified for appointments at the middle and senior management level. Increased integrated can only improve overall workforce effectiveness and efficiency as the Defence Organisation confronts the complex security challenges of the future. RECOMMENDATIONS (Detailed, relevant and considered recommendations for practice are offered).In developing a total and integrated Defence workforce the following is recommended: TQM-What Is It?   If you are reading this book, it is likely that you already know what we mean when we use the term Total Quality Management. Still, its a good idea to define the term, and provide a brief overview.   Certainly TQM can be defined in a number of ways, and the details of different approaches can vary somewhat. However, a good starting definition, drawn from Capezio Morehouse is:   Total Quality management refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements. TQM engages all divisions, departments and levels of the organization. Top management organizes all of its strategy and operations around customer needs and develops a culture with high employee participation. TQM companies are focused on the systematic management of data of all processes and practices to eliminate waste and pursue continuous improvement.    Perhaps a better way of understanding TQM is to compare a TQM organization with what we might call a traditional organizations. tets look at a number of differences.   1. Customer-Driven vs. Company-Driven   Traditional organizations tend to make their decisions based on what is most convenient for them, rather than what is wanted and expected by their customers. Being customer-based means gatf7ering information from customers/clients and modifying services and processes to meet those needs as well as possible. In government, this is not always easy, due to the conflicting responsibilities of a department, and the multiple customers/stakeholders involved in government situations. However, in many cases moving to a customer-driven organization can yield many positive results for government departments.   2. Long-Term vs. Short-Term Orientation   Traditional organizations tend to think and plan with respect to short term outcomes, white TQM organizations tend to think in much larger time spans. A typical example might be that a TQM organization would look at downsizing as having effects over a decade or two, while a traditional organization would look only at the immediate budgetary issues, letting future chips fall where they may.   Also, successful TQM organizations make a long term commitment to the principles of TQM, rather than looking at TQM as a program; something with a beginning and end. This means patience.     3. Data-Driven vs. Opinion-Driven   Traditional organizations tend to be managed by gut feel, or by opinion. They guess at what their customers want, and guess at the costs of waste, etc. TQM organizations base their decisions on data they collect; on customer needs, on waste, on costs, and on the sources of problems. While judgment is always involved in any decision, TQM organizations begin with the data, not with the solution.   4. Elimination of Waste vs. Tolerance of Waste   Most organizations operate with a high degree of waste and inefficiency. Traditional organizations consider waste, whether it be in time, materials, etc, as a normal part of their operation. TQM organizations are very active in identifying wasteful activities, and eliminating them.   5. Continuous Improvement vs, Fire Fighting   Traditional organizations tend to address problems with the way they do things only when there is a major problem or crisis. The watchword in traditional organizations is: if it aint broke, dont fix it, except that often it IS broke, but nobody is paying any attention .   TQM organizations are always looking for improvement, and are constantly engaged in problem-solving to make things better.   6. Prevention vs, Inspection   Traditional organizations tend to fix problems after the fact. Rather than trying to prevent problems, they catch them after the fact, which is very costly. TQM organizations work to prevent problems and errors, rather than simply fixing them.   7. Cross-Function Teams vs. Fortressed Departments   Traditional organizations tend to have sub-units that work autonomously and with little communication or involvement with other units. For example, personnel may have only limited interaction with other departments. Or, on a local level, administrative staff may have little communication with other staff in a government branch, and have a different reporting structure.   In TQM organizations, there is more use of cross-functional teams; teams convened for a particular purpose or purposes, with representation from a number of units or levels in the organization. The use of cross-functional teams means that input is gained from parts of the organization that need to be involved.   8. High Employee Participation vs. Top-Down Hierarchy   Traditional organizations tend to have very restricted communication and decision- making patterns. Employees are told what to do, rather than being inctuded in figuring out what to do. Information tends to flow from top to bottom.   In TQM organizations, employees are much more actively involved in both the decision-making and communication processes. Information flows both top to bottom and bottom to top. For that matter, information also flows sideways.   9. Problem-Solving vs, Blame   Traditional organizations tend to look to affix blame for things that go wrong. TQM organizations attack the problems in their organizations rather than the people. They fix things.   10. Systems Thinking Vs. Isolation   Traditiona~ organizations tend to see the parts and processes of their organization as single things, unretated to other part of the organization. TQM organizations tend to recognize that most often, probtems arise as a result of multiple causes, and that sub- units are interdependent. TQM organizations tend to see problems as a result of the entire system.   11. Leadership vs. Management   Traditional organizations tend to see people as objects to be managed; told what to do, disciplined, tracked, etc. TQM organizations exhibit more confidence in staff and more trust, and expect MORE from them, not less.   Thats a good starting point. There are probably a number of other comparisons to be made, but that gives us some common ground for discussion.   The Three Quality Gurus   While TQM may seem to be a new development to many, it has been around since the 1940s. One of the reasons why TQM seems to be the newest fad was that it was not embraced by North Americans, but it did find a home in post-WWII Japan.   The most well-known advocate of TQM was W. Edwards Deming, a statistician who, while largely ignored in North America, was actively involved in the 40 in the rebuilding of Japan. Deming passed away recently, and was in his 90s.   Two other gurus are Philip Crosby and Joseph Juran. Both are a bit younger than Deming, but have been influential in the field. It is worthy of note that the three gurus do not always agree, probably due to differences in terms of what each thinks is important, rather than in basic principles.   For those interested in learning more about TQM, it might be a good idea to read material from each of these experts.   TQM As Organizational Change Overview Moving to TQM is like any other organizational change. It must be managed effectively, and leaders of the change must take into account aspects of the organizations current culture. In fact, although TQM brings a number of benefits to those in the organization, you can expect some people to be cynical and resistant to change. Lets face it. Everyone in government has seen management fads come and go. Thankfully, a well managed TQM organizational change is likely to bring most if not all people on side over time. Organizational Change Principles 1) Time Any change (and its attached benefits) will take longer to realize than you expect. Typically, it may take as long as two or three years to have TQM working at its peak. 2 Resistance Regardless of the objective nature of the change, some (even many) people will resist it because it is unfamiliar. TQM must be introduced so that it maximizes peoples enthusiasm and minimizes resistance. 3. Leadership Any change will succeed or fail based on the ability of the change leaders to lead. People will take their cues about TQM from the management. If management show that they are committed, employees will become so. If management waffles, hedges, and backs off, then employees will see this as just more rhetoric of little importance. 4. Persistence Nobody is telling you that this process is easy. The worst thing a manager can do is start the process, and when it gets difficult, stop it. That breeds contempt for both the process and the manager. Managers need to commit over the long haul and realize they must be persistent while the rest of the organizations works at getting it. 5. Consistency The primary mistake managers make is that they become inconsistent. Perhaps most of the time, their thinking and actions reflect the principles of TQM. However, not all the time. This tells employees that the manager is not serious. As soon as a manager suggests that a poor product or service be delivered, the game is up. Instant lack of credibility. Consistency also means including employees in the planning of TQM activities, treating employees as the managers customers, and a number of other things. 6.Incentive People will embrace changes that they see are in their own self-interest. When presenting or deal ing with TQM changes it is important that managers highlight and focus on the benefits to the other people in tt7e organization. 7. Communication Change will be accepted or rejected based on the effectiveness of the communication about it. Communication must be frequent, of a two-way nature, and balanced (both positives and negatives). It must begin as early as possible in the process. http://work911.com/articles/tqm2.htm accessed 23102010 Impact Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day. Frances Hesselbein The Key to Cultural Transformation, Leader to Leader (Spring 1999) Implementation Ten years ago, Peter Senge introduced the idea of the learning organization Now he says that for big companies to change, we need to stop thinking like mechanics and to start acting like gardeners. Alan M. Webber, Learning for a Change Vision without action is merely a dream Action without vision just passes the time Vision with action can change the world Joel A. Barker The Power of Vision In times of rapid change, experience could be your worst enemy. J. Paul Getty Only the wisest and stupidest of men never change. Confucius