International Business Strategy - Protectionism Essay

International Business Strategy - Protectionism - Essay Example Economic integration leads to openness and openness triggers volatility leading to insecurity. To alleviate the fears, to provide security to the local firms, the governments need to have a protectionist attitude (Fitoussi, 2007). Protectionism interferes in the process of globalization as it puts strict limits on the interplay of free markets. In fact, the rise of protectionism led to the end of the first phase of globalization. The MNEs, however, attempt to overcome the host country protectionism through different ways. Protectionism implies that the government in the emerging economies will not let growth slow down. It will use the instruments of economic policy which assures to reduce the uncertainty linked with investment (Fitoussi, 2007). It also helps to increase the dynamism in the labor market. Protectionism definitely helps the â€Å"infant† industries in emerging markets. It fosters the long-term rate of growth of developing countries. Nevertheless, if these economies have to be integrated into the world economy, it requires a richer industrial structure. The fiscal and social receipts are too low and the welfare state is embryonic. Protectionism would allow it to develop a richer industrial structure and to provide through tariffs the necessary public funds to build a social system. Trade protection has to be there for the developing nations to eventually integrate into the world economy. Shiva (2005) is of the firm conviction that trade liberalization does not lead to development. â€Å"Aid for Trade† is merely a coercive imposition of trade liberalization by WTO, the World Bank, and IMF. These tactics enable the MNC’s to expand and enlarge in every sector - agriculture, services, manufacturing. Protectionism is justified because development should be endogenous and not imposed with conditions.

The two stories Essay Example for Free

The two stories Essay In Of Mice and Men lennie is a fully developed character compared to Isaac, this is why you dont really know Isaac as well but with lennie you can relate to lennie and what he goes through. The ostler is a short story so Isaacss character isnt well developed. Lennie and Isaac are both treated like outsiders by various people, I think that lennie is more accepted in society than Isaac due to people feeling sorry for lennie, they dont believe he could cause any trouble and they believe he is just like a child. Lennie relies on people to tell him whats wrong and whats right. Leninie is just a child in a grown- ups body. Isaac I think is seen more as an outsider he doesnt go out, he spends most of the time with his mother so he doesnt really have time to go out and make friends. The only real friend he has got is his mother Mrs scratchard. Rebecca is just false and wants to kill Isaac just like in his dream. In mice of men, towards the end of the story, lennies s little puppy dies because lennie was playing to rough with it why did you have to go and get killed, you aint so small as mice, I didnt bounce you hard Lennie doesnt realise what hes done he only thinks that now hes done something bad George wont let him tend the rabbits. While lennie is sitting there crying, Curleys wife comes in she said, What you got their sunny boy lennie denies he has got anything, but Curleys wife discovers the puppy. Lennie wont talk to Curleys wife, George has told him to keep away because all she will cause is trouble and shes dangerous. In the end lennie ends up talking to curleys wife and lennie starts saying that he likes stroking soft things and curleys wife lets him stroke her hair, but lennie starts to get rougher and wont stop and curleys wife starts to panic, Let Go. You let go But when lennie ignores he curleys wife begins to scream and as she does this lennie gets angry so he started shaking her and then Her body flopped like a fish lennie runs away and tries to find the place where George told him to hide if he was ever to get into trouble again. Curley and everyone find Curleys wife and go after lennie to kill him. George goes after him as well. George finds lennie first, lennie wants to hear about the rabbits, so George tells lennie to turn around and look at the fields and image what it would be like, as George tells the story lennie brings out a gun and shoots lennie in the head. George does this himself because he doesnt want anyone else killing lennie, he would rather kill him himself, and also after someone else shooting candys dog, candy wishes he shoot him himself. In the ostler Isaac doesnt believe his mum, Mrs scratchard, about the dream. But after she died she warned Isaac not to go back. Isaac does go back through and after arguing with Rebecca he hits her Rebecca replies No man has ever struck me twice and then she left saying they will see each other no more. But on the seventh night before his birthday she come back, to rein act the dream, but as Isaac new what would happen he knew where she hide the knife, he took the knife and left her there and went away. Now Isaac lives in fear of Rebecca, he sleeps most nights well, through the year, but every time around his birthday he is worried in case she comes back and tries to rein act the dream again. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE John Steinbeck section.

Organisational Change Management Effects On Employees Management Essay

Organisational Change Management Effects On Employees Management Essay This research is on the study of the effects of organisational change management on its employees. The importance of this research is to help management in different organisations to see the effect of organisational change management on their employees, how employees view management in handling organisational change and how management can be more effective in achieving their goals and objectives. The methodology applied in this research is carrying out a survey on employees views on organisational change management with the use of questionnaires. At the end of this research, I have been able to make management to see the effects of organisational change management on its employees and how to manage it effectively. Also employees have the opportunity to change some of their set minds about management for organisational goals and objectives to be achieved irrespective of the rapid organisational change in todays business environment. CHAPTER 1 INTRODUCTION In todays dynamic business world, change remains a constant factor in every organisation irrespective of their sizes or years of existence. Change means the alteration of status quo or making things different. The constant pace of change in the 21st century business environment is accelerating extremely very fast. It is easier for machines to easily adapt to change in command but human composition does not find the adjustment such easy that is why it becomes a very sensitive issue in the organization. Change can then be said to be a single important factor in the organization. Since change is a constant and sensitive factor in every organisation therefore it becomes imperative to understand what an organisational change is, what provokes an organisational change, reaction to organisational changes and how best it can be managed to achieve organisational goals and objectives efficiently. ORGANISATIONAL CHANGE Organisational change was referred to by Van de Ven Poole, 1995, as an empirical observation of difference in form, quality of state over time in an organizational entity, (Van de Ven Poole, 1995, p. 512). An organizational entity can be an individuals job, a work group, a strategy for the organization, a product or service, or the overall organization. The Organisational entity goes through different processes in response to a strategic reorientation, restructure, change in management, merger or acquisition or the development of new goals and objectives of the organisation. Organisational change can also be referred to as the modification of the structure or process of a system within an organisation. Organisational change comes in place when aligning resources and employees to an organizational goals and objectives. These employees are human and they have their needs in hierarchy as described by Abraham Maslow. In satisfying their needs employees tends to influence organisational change. Organisational change influence by the employees is relative to the structure of the organisation. An organisational structure that is informal in nature will be more affected by employees influence than the organisation that has a strong formal structure. Abraham Maslows hierarchy of needs showed in figure 1.1 shows that people needs differ. Irrespective of their of the organization goals and objectives employees like every other man in the society has hierarchal needs. They want their needs to be met by the organisation so they tend to influence change that will favour the satisfaction of their needs. Sometimes employees influence this change not considering the organisation limited resources and this lead to a reaction from the organisation either positively or negatively depending on the management view of the influence. This reaction by the organisation in response to the employee actions is also an organisational change. MORALITY, CREATIVITY, SPONTANEITY PROBLEM SOLVING LACK OF PREJUDICE SELF-ACTUALISATION ACCEPTANCE OF FACTS SELF-ESTEEM, CONFIDENCE, ACHIEVEMENT, ESTEEM RESPECT FOR OTHERS, RESPECT BY OTHERS LOVE/ BELONGING FRIENDSHIP, FAMILY, SEXUAL INTIMACY SECURITY OF BODY, OF EMPLOYMENT, OF RESOURCES SAFETY OF MORALITY, OF THE FAMILY, OF HEALTH, OF PROPERTY PHYSIOLOGY BREATHING, FOOD, WATER, SEX, SLEEP,. FIG1.1 Organisational change tends to occur when an organizational system is disturbed by some internal or external force. The result of this disturbance may be good or bad, which may affect the organization as a whole, or in parts. The degree or rate of disturbance varies based on the organisational structure of the organisation, which may affect people, structure, technology, and other elements of an organization. The changes caused by external forces on the organisation are known as reactive changes, these changes may take place in order to respond to new opportunities or to avoid threats to the organisation while those changes initiated by the management of an organisation in order to achieve the goals and objectives of the organisation are known as proactive change. Every business organisation has three major stages of development which are survival, profitability and lastly growth and expansion. In each of this stages organisation tends to manage their available resources in such a way that it can survive each stage and move to the next stage. Every organisation desires to move from their present state to a desired state and this desired state is continual. The desired state becomes continual because every organisation needs to respond to the changing customer preferences and technologies. These factors make change to be a critical aspect of effective management. 1.2 ORGANISATIONAL CHANGE MANAGEMENT Organisational change is a constant critical factor in business environment. Both the employees and the employers in organisations go through this phase of change at one time or the other. Since organisational change is inevitable, then management in organisations need to constantly monitor and respond effectively to both the internal (owner, management and employees) and external( Investors, supplier, customers, pressure groups, government, media and the general public etc.) environments of their organisations in relation to their goals and objectives. This process is described as organisational change management. Five major factors should be understood by management in monitoring and responding to organisational change. People react to change differently based their fundamental needs People resist change based on uncertainty of results People will embrace change when proposed outcomes are favourable Proposed outcome should be well defined objectively Change may need to be enforced The more management can anticipate change and either control or manage it the better for the organisation in achieving their goals and objectives. Organisational change can influence the rate of performance of organisation; this makes it important for management to have effective knowledge about it. It is found out that in todays competitive business environment, some organisations have experienced fast development while other have experience downsizing or total collapse. These results are products of organisation change management. Organisations Change agents which are the factors that influence change should not be out of management control at every instance despite the competitive pressure on management. Since organisational change is constant and dynamic, then management needs to be proactive on change management for effective development of the organisation. Although every stakeholder within and outside the organisation feels the effect of organisational change management in different degrees, this study is concentrating on organisational change management and its effects employees. The effects of organisational change management on employees are considered very important in this research because it will show the reaction of employees to management during organisational change. Employees reaction to organisational change management either consciously or unconsciously influences their rate of performance in their jobs. Their level of confidence in management handling organisational change becomes a notable factor in their rate of performance. Management needs to know how to strike the balance between employees views and achieving their organisational goals and objective during on-going organisational change. Management cannot always attend to employees need but they should provide strategic means in reacting to their needs and not necessa rily manipulating them. Management should not only see employees just as their working tools in achieving their goals and objectives but they should see them as the most vital and delicate resources of their organisation. Definitely employees rate of performance have greater influence on the rate at which organisations achieve their goals and objectives. Improving their performance level during organisational change becomes a test of effective management. CHAPTER 2 LITERATURE REVIEW Coetsee (1999) states managements ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behaviour and encourages acceptance and support (p. 205). In todays dynamic and competitive business environment, organisations are required to respond effectively to continuous change or collapse if not careful. That was why Coetsee 1999 was interested in describing management ability in achieving maximum benefit from change. Inability for management to effectively maximise benefits from changing market place as led many organisations that were listed among the fortune 500 in the 1980s and 1990s no longer in business (Beer Nohria, 2000). There are different reasons that generate organisational change; examples are government policy, technology, merger and acquisition, strategic refocusing and market volatility etc. Employees are aware that they mostly recipient of the effect of change when it goes wrong. This wrong feeling initiates fear, frustration, lack of concentration and resistance to any form of change. Therefore the effects of organisational change on employees need to be assessed objectively before initiating it. Literature reveals that, change is a source of feeling of threats, uncertainty, frustration, alienation and anxiety (Ashford 1998).Based on this, it is clearly seen that an organisation will be underperforming with such feelings from their employees. Employees best can never be achieved, they will be underproductive and it will negatively affect the organisation overall performance. How long will employees continue to work in this feeling of insecurity due to organisational change becomes a major question in this fast dynamic business environment we live in? They concentrate more on their own job security rather than the organisation goals and objectives. Meeting self needs becomes employees higher priority rather than organisational needs because they cannot be guaranteed by the organisation how long their individual needs can be met. Job security becomes a threat to them. In todays business environment, more organisations are involved in mergers while some go through the acquisition process. Greater numbers of employees become more insecure and uncertain about their jobs. This poses a serious threat to employees reliability to the organisation in achieving their goals and objectives. It is a natural response from the employee as defined by Abraham Maslow on mans hierarchy of needs. Security is a mans need not just a want, so employees job security is a vital need to them. That is the reason why permanent staffs are far more likely to be dedicated to their job than temporary staffs who feel their contribution to the organisation may be stopped at any time and with little or no pay off by the organisation. Effectiveness and efficiency of employees, becomes a challenge to the management in order to achieve their goals and objectives. Although job performance is not strongly linked with job satisfaction but there could be resistance and unwillingness from the employees when their working condition are poor and unattended to by the management of the organisation they work for. According to Gateway Information Services, a New York consulting firm, 70% of all change programs fail due to employee resistance. Employees seem to form an organisational culture that creates a serious resistance to change because of high level of uncertainty in their job. Zaltman and Duncan, 1974 define resistance to change as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo. The act of resistance to change described by Zaltman and Duncan, 1974 now becomes vivid the more, as long as level of uncertainties increases for the employee before and during organisational change. (Dent Goldberg, 1999) also define resistance to change as employees are not wholeheartedly embracing a change that management wants to implement. The effect and counter effect of organisational change management on employees can be a test of effectiveness and efficiency of management. Management needs to effectively manage organisational change. CHAPTER 3 METHODOLOGY AND ANALYSIS 3.1 INTRODUCTION In previous chapters, it is described that organisational change remains constant in every organisation and the rate of this change in todays business environment is very rapid. Many factors have been attached to the rapid occurrence of organisational change ranging from customers needs, technology, government policy, market flexibility, acquisition and mergers etc. Every stake holder in the organisation is affected one way or the other by the effect of this change. This prompts for an effective organisational change management. Effective organisational change management can then be assessed by degree at which management maximise the benefits and minimise the demerits of organisational change in achieving the goals and objectives of the organisation. Understanding that employees are active part of any organisation stakeholders, this research in this chapter takes a critical analysis on the effect of organisational change management on its employees. 3.2 RESEARCH METHOD In carrying out this project on the effect of organisational change management on its employees, the descriptive research method is used. This method is used because descriptive method collates, test and validate data. Description emerges following creative exploration, and serves to organize the findings in order to fit them with explanations, and then test or validate those explanations (Krathwohl, 1993). Types of research that can be categorized as descriptive are Surveys (questionnaires, Delphi method, interviews, normative), case studies, job analyses, documentary analysis and developmental studies. The questionnaire was the type of descriptive method use in this project. It is used because of its response objectivity which base on the order of the systematised format of the questionnaire. It is also use because it gives opportunity to access information from people, who are free to express themselves and not time bound like interview or experiment. In guarding against sources error the four major potential errors were considered. These are sampling error, non-coverage error, non-response error, and measurement error Any one of these sources of error may make the survey results unacceptable (Groves, 1989; Salant and Dillman, 1994; Dillman, 1991, 1999).   Sampling error was defined as the degree to which the results from the sample deviate from those that would be obtained from the entire population, because of random error in the selection of respondent and the corresponding reduction in reliability (Alreck, 454). This was guarded against by making sure that the respondents are carefully chosen base on location which is their offices and dealing with the human resources department foe support. Respondents were given a good time before collection to guard against bias. Non-response error occurs when the survey fails to get a response to one, or possibly all, of the questions, (http://stats.oecd.org/glossary/detail.asp?ID=1835).  This error was prevented by making the survey questions short and non confrontational. Respondents privacy was also assured to allow their views to be expressed freely without any restrictions or fear of personal details. Non coverage error which occurs from exclusion of some units or entire section from the survey was prevented by giving equal chance to both new and old employees, although employees years of experience were considered in the survey in range forms. Measurement error is the real variation from the true score, and includes both random error and systematic error, (http://changingminds.org/explanations/research/measurement/measurement_error.htm). This was prevented by proper collection and collation process to eliminate data loss. Computations of response were repeated at different times to reduce any error in the measurement process. For easy calibration likert scale was introduced with numerical value. 3.2.1 QUESTIONNAIRE DESIGN The questionnaire is designed to meet the aim of this research. Different standardised questionnaire in relation to employees view to organisational change and employee satisfaction were used. The questionnaire was also designed considering factors that influence the acceptance or resistance of organisational change by employees discussed in earlier chapters. The questionnaire is designed not concentrating on the sex of employees, either female or male, since the objective of the research was not concentrating on the effects of organisational change management on a particular gender. This was also done in the design to eliminate every form of bias perception from the respondents. The questionnaire is designed with equal representation for employees irrespective of their years of employment. The questionnaire consists of questions that directly address the aim of the research. That makes it short and prà ©cised in designed. It is designed in order to increase the response rate. The questions in the questionnaire are closed ended questions in likert scale Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree, and Strongly Agree. The proposed answers were also graded with Strongly Disagree 5, Disagree 4, Neither Agree nor Disagree 3, Agree 2, and Strongly Agree 1. This was done for easy computation of data results from respondents. The closed ended questionnaire was used because it is easy to answer, easy to decode and timely. The questions began with comfortable non-threatening questions in order to make them welcoming for the respondents. It is designed to be interesting to the respondents and still goal oriented. The printouts are clear enough for easy reading and questions were written in lower case and instructions in upper case. The questionnaires were pilot with colleagues at work, and project coordinator to assess its effectiveness in checking how long it takes to complete the questions, clarity of instructions, elimination of excessive vocabulary for easy understanding and elimination of non goal oriented questions. The average time to complete the questionnaire was five minutes. It specifically designed with such a little time frame because the respondents are suppose busy people and the value of their time if high importance to them and their employers. The questionnaire was divided into three parts, though not specified on it. The three parts are employees view about change, employees readiness towards change and lastly employees view about management effectiveness on organisational change management. The purpose of the first part is to understand better in employees accept not necessarily welcome change. The purpose of the second part is to have understanding about the extent employees may react to change and their readiness towards it. The purpose of the third part is to see if employees have confidence in the management of their organisations in making effective decision in respect to their welfare and organisational change management. The design of the questionnaire includes cover letters which gives concise details about the dissertation, its importance and effective guide in filling the questionnaire. The cover letter was written in simple vocabulary for easy reading purpose. On the cover letter, privacy of respondent was guaranteed and my contact address was also inclusive in case of any further question. Respondents were also informed that filling the questionnaire was optional and I would still be glad to share the result with them either they respond to the questionnaire or not if they are interested. 3.2.2 QUESTIONNAIRE DISTRIBUTION The distribution of the questionnaire was done systematically to achieve a good timely result. The distribution process was divided into two parts, individual contacts and cooperate contact. The distribution process considered employees busy hours so as not to disturb them at work therefore lunch hour was considered as a more convenient period for the distribution. Some were considered on individual bases at locations like train stations while waiting for their train, though the major distribution was during the lunch hour. The distribution to offices was done with the support of their human resources department. The employees were assured of their privacy despite the permission from their human resources department. All distribution was carried out with date of collection to facilitate the analysis of the questionnaire. Considering that response rates may be much lower than expected, follow up on the respondents was done through their contact or the human resources management department. The follow up were done by telephone calls and sending e-mails for reminder on the collection date of the distributed questionnaires. 3.2.3 QUESTIONNAIRE COLLECTION Collection of the questionnaire is an important process in this research in order to have a good result. Questionnaires were collected at specified collection date as it was noted on the covering letter from the day of distribution. The answered survey by the respondents was arranged for data input into the computer. Microsoft excel application worksheet was use for the computation of the result. QUESTIONNAIRE Strongly Agree Agree Neither Agree nor Disagree, Disagree Strongly Disgree. Change is constant in every environment Rate of change is faster in todays business environment organisation adapts to changes quickly Employees are always comfortable for retraining Employees welcome organisational change Employees are victims of organisational change Employees concentrates more on their job than the security of their job Employees understand the organisational goals and objectives Management decisions on organisational change are effective Management respects employee view in making decision Management consider employees as co-partner in achieving organisational goals and objectives. Management communicate effectively with staff Management gives necessary training and support to enable staff to do their job more effectively Management consider employees welfare during organisational change TABLE 1.0 3.3 ANALYSIS After a successful collection of the survey from the respondents, examination of the survey was then carried out to check if the questions were answered as requested on the covering letter of the questionnaire. Two thousand five hundred and seventy five questionnaires were answered as requested out of three thousand copies that were distributed. Twenty five were answered partly so they were not considered for the analysis, they were discarded. At the end of data input, the result is shown in the table below Strongly Disagree Disagree Neither Agree nor Disagree, Agree Strongly Agree. TOTAL Change is constant in every environment 0 0 40 80 2455 2575 Rate of change is faster in todays business environment 0 6 12 32 2525 2575 Organisation adapts to changes quickly 100 132 792 700 851 2575 Employees do welcome organisational change 632 1000 300 248 395 2575 Employees are always comfortable for retraining 233 355 638 549 800 2575 Employees are victims of organisational change 25 50 100 525 1875 2575 Employees concentrates more on their job than the security of their job 1235 800 320 200 20 2575 Employees understand the organisational goals and objectives 541 177 1000 325 532 2575 Management decisions on organisational change are effective 1239 800 500 30 6 2575 Management respects employee view in making decision 1555 600 325 50 45 2575 Management consider employees as co-partner in achieving organisational goals and objectives. 1234 800 400 100 41 2575 Management communicate effectively with staff 700 1235 200 600 340 2575 Management gives necessary training and support to enable staff to do their job more Effectively 532 600 500 600 343 2575 Management consider employees welfare during organisational change 1320 800 300 153 4 2575 TABLE 2.0 The analysis was divided into three parts based on the design of the questionnaire which are employees view about change, employees readiness to change and thirdly, employees view about management effectiveness on organisational change management. Percentages of response by respondents are shown below. 3.3.1 EMPLOYEES VIEW ABOUT CHANGE In the table 2.0 above, employees view on change were asked in different ways. The result collated in percentage are shown below QUESTION 1: CHANGE IS CONSTANT IN EVERY ENVIRONMENT Strongly agree = 2455/2575 *100 = 95.34% Agree = 80/2575*100 =3.11% Neither Agree nor Disagree = 40/2575 *100 = 1.55% Disagree = 0 = 0% Strongly Disagree = 0 % QUESTION 2: RATE OF CHANGE IS FASTER IN TODAYS BUSINESS ENVIRONMENT Strongly agree = 2525/2575 *100 = 98.06% Agree =32/2575*100 =1.24% Neither Agree nor Disagree = 12/2575 *100 = 0.47% Disagree = 6 = 6/2575 * 100 = 0.23% Strongly Disagree = 0 % QUESTION 3: ORGANISATIONS ADAPTS TO CHANGES QUICKLY Strongly agree = 851/2575 *100 = 33.05% Agree =792/2575*100 =30.76% Neither Agree nor Disagree = 700/2575 *100 = 27.18% Disagree = 132/2575 * 100 = 5.13% Strongly Disagree = 100 /2575*100 = 3.88% 3.3.2 EMPLOYEES READINESS TOWARDS CHANGE Analysis of employees readiness to change was accessed based on their response to the survey question that dealt with it. Their result is displayed in percentages below QUESTION 1: EMPLOYEES DO WELCOME ORGANISATIONAL CHANGE Strongly agree = 395/2575 *100 = 15.34% Agree =248/2575*100 =9.63% Neither Agree nor Disagree = 300/2575 *100 = 11.65% Disagree = 1000/2575 * 100 = 38.83% Strongly Disagree = 632/2575*100 = 24.54% QUESTION 2: EMPLOYEES ARE ALWAYS COMFORTABLE FOR RETRAINING Strongly agree = 800/2575 *100 = 31.07% Agree =549/2575*100 =21.32% Neither Agree nor Disagree = 638/2575 *100 = 24.78% Disagree = 355/2575 * 100 = 13.79% Strongly Disagree = 233/2575*100 = 9.05 QUESTION 3 EMPLOYEES ARE VICTIMS OF ORGANISATIONAL CHANGE Strongly agree = 1875/2575 *100 = 72.82% Agree =525/2575*100 =20.39% Neither Agree nor Disagree = 100/2575 *100 = 3.83% Disagree = 50/2575 * 100 = 1.94% Strongly Disagree = 25/2575*100 = 0.97 QUESTION 4: EMPLOYEES CONCENTRATES MORE ON THEIR JOB THAN THE SECURITY OF THEIR JOB Strongly agree = 20/2575 *100 = 0.78% Agree =200/2575*100 =7.77% Neither Agree nor Disagree = 320/2575 *100 = 12.43% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1235/2575*100 = 47.96% QUESTION 5: EMPLOYEES UNDERSTAND THE ORGANISATIONAL GOALS AND OBJECTIVES Strongly agree = 532/2575 *100 = 20.66% Agree =325/2575*100 =12.62% Neither Agree nor Disagree = 1000/2575 *100 = 38.83% Disagree = 177/2575 * 100 = 6.87% Strongly Disagree = 541/2575*100 = 21.01% 3.3.3 EMPLOYEES VIEW ABOUT MANAGEMENT EFFECTIVENESS ON ORGANISATIONAL CHANGE QUESTION 1: MANAGEMENT DECISIONS ON ORGANISATIONAL CHANGE ARE EFFECTIVE Strongly agree = 6/2575 *100 = 0.23% Agree =30/2575*100 =1.17% Neither Agree nor Disagree = 500/2575 *100 = 19.42% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1239/2575*100 = 48.12% QUESTION 2: MANAGEMENT RESPECTS EMPLOYEE VIEW IN MAKING DECISION Strongly agree = 45/2575 *100 = 1.75% Agree =50/2575*100 =1.94% Neither Agree nor Disagree = 325/2575 *100 = 12.62% Disagree = 600/2575 * 100 = 23.30% Strongly Disagree = 1555/2575*100 = 48.12% QUESTION 3: MANAGEMENT CONSIDER EMPLOYEES AS CO-PARTNER IN ACHIEVING ORGANISATIONAL GOALS AND OBJECTIVES. Strongly agree = 41/2575 *100 = 1.59% Agree =100/2575*100 =3.88% Neither Agree nor Disagree = 400/2575 *100 = 15.53% Disagree = 800/2575 * 100 = 31.07% Strongly Disagree = 1234/2575*100 = 47.92% QUESTION 4: MANAGEMENT COMMUNICATE EFFECTIVELY WITH STAFF Strongly agree = 340/2575 *100 = 13.20% Agree =600/2575*100 =23.30% Neither Agree nor Disagree = 200/2575 *100 = 7.77% Disagree = 1235/2575 * 100 = 47.96% Strongly Disagree = 700/2575*100 = 27.18% QUESTION 5: MANAGEMENT GIVES NECESSARY TRAINING AND SUPPORT TO ENABLE STAFF TO DO THEIR JOB MORE EFFECTIVELY Strongly agree = 343/2575 *100 = 13.32%

The Executive Summary of the Business Plan :: Business Plans Financial Statements Essays

The Executive Summary of the Business Plan The executive summary is the most important part of the business plan. Many people will only read this. The summary in itself will not secure an investor, however, it can loose them. Quality - the quality of the summary must therefore be outstanding and you should pay particular attention to it. Obtain critical feedback from others on your drafts. Stand-alone - it is also used as a stand-alone document when introducing the project to others so it must be able to capture interest and entice the reader to take the next step and request more information - and secure a meeting. Style – cogent and terse. It should be direct and organized as a series of bulleted paragraphs, each deals with one key area. No waffle. Length - ideally one page, and certainly not more than two pages. Content - it needs to:  Introduce the project in terms of what area it is concerned with, what it is trying to do, and list the key individuals and advisors involved  Describe the stage the project reached particularly in terms of the "readiness for market" of its products, or product concepts, and outline any intellectual property, such as patents, that may support the products  Highlight the main market characteristics, including size and growth, and specify the market opportunity that you are addressing  State the central competitive advantages of your products and/or processes, how distinct they are from the competition and in what way, and how these are important to customers  Summarize the objectives of the company in the short and long term, and quantify these with specific numbers. Outline the key strategies you will use to achieve them  Include any "evidence of success" - this may be trade reviews, analyst comments, sales or partnership agreements, working prototypes, market testing, etc. which help to make the project more tangible to the reader and raises confidence in the project  Highlight any other key issues that should be noted  State your finance requirements and what stake in the company is available for this (see Financial Structure), and the planned exit strategy for the investor - i.e. how the investor will realize their return from the project. For more on this click Financing Structure. Example Text:  XYZ Company Limited is an Expert Design Consultancy focusing on Packaging Design Solutions for â€Å"Fast Moving Consumer Goods† (FMCG) in the Personal Care industry.

Food Web

ecosystem. In a forest, if deer become rare or get wiped out by a disease of any natural calamity, the predator. such as lion. can feed on other animals such as fox, *olf, crane etc. till the usual prey animals are available again (see Fig. 14. 3). In brief, we can say that many interlocking food chains make it possible for the living beings to survive minor or major ‘setbacks and changes in their surroundings. Thus, inteiloctiig food chains provide st;bility td the ecosystem.Fig' 14'3: A food web showing the main food links. Note that the starting point for each chain is a plant, and several food chains are interconnected to form a food web. 14. 3. 4 Energy Flow in the Ecosystem The principal source ofenergy for any ecosystem is sunlight. In the earlier sub-section (14. 3. 1) you have studied that solar energy is converted by plants into food materials, and is stored within the body of the plant. All food materials that we or other animals consume are anufactured directly or i ndirectly by plants. Think of your breakfast, bread is made of a cereal that is produced from plant material. egg from hen which has fed on plant products; and milk from cow which has consumed grass or fodder derived from ptants. In a nutsheli, the energy that we obtain from plants either by burning wood or by eating them, represents the solar energy trapped by the plants. We are dependent on the stored resources of solar energy.When we eat meat, we obtain energy that had been stored by plants several years before and then taken up by an animal like a goat through grazing. ffi†n *† cut firewood for fuel, we obtain energy accurnulated and stored by trees for perhaps a century or more. when we burn coal or petroleum, we obtain solar energy rto. â€Å"d by piant life, millions of years ago. Now let us trace the energy flow through an ecosystem. This is represented diagramatically inFig. l4. 4. Fig. 14. 4: Energy flow in an ecosystem.

Meridian

To be independent is to be without limitation and free of civilization, all the while, the thought of being free of civilization, without limitation is overwhelmingly wild. In the novel Meridian, by Alice Walker, the short presence of a character addressed as The Wild Child symbolizes the theme of self awareness and pursuing one’s life independently. Alice walker uses the short presence of The Wild Child as an influential factor when developing her main character Meridian. The use of characters from Meridian’s ancestry, such as Feather Mae (Meridian’s great grandmother) and inanimate objects, such as The Sojourner (tree), further support the theme that The Wild Child represents. Notably, Alice Walker writes her Meridian through a series of flashbacks through third person omnicient narration. The novel opens with Truman Held arriving in Chicokema, Georgia, to meet up with Meridian, his former lover. Meridian is seen escorting a group of children, who were mostly black and impoverished, to an attraction displaying a mummified woman in which they were not permitted to attend. A shift then occurs to a flashback in New York City where Meridian, ten years prior, had not been willing to proclaim that she would kill on behalf of an African American revolutionary organization. Another flashback then occurs to when Meridian had been a child who chose not to accept Jesus into her life despite her mother’s religious devotion, this urges Meridian’s mother to withdraw her love towards her daughter. The novel continues to shift unravelling a countless number of memories that contributed to the reasoning behind why Meridian resulted to her introverted ways. Meridian seeks guidance and a sense of belonging that she never received from her mother, but finds that traditional paths in life do not provide her any comfort. Instead she cultivates a keen sense of dedication towards the civil rights movement, which gives her drive throughout her young adult years. Meridian endures sexual misfortunes throughout life first as a child, when she becomes pregnant and marries due to her lack of knowledge about sex, and later with older men who take advantage of her low self esteem. Giving up her son, Eddie Jr. , Meridian seeks happiness within the campus of Saxon College where she intially struggles and finds refuge under The Sojourner, a rarely large magnolia tree. This is where she later encounters The Wild Child. The novel concludes with Truman asking Meridian to love him as she once did before he had married Lynn, a white activist for civil rights. Meridian admits her love for Truman has changed and prepares to pick back up her life elsewhere; Truman realizes that he must now take up the internal struggle in which Meridian has finally escaped. Although Meridian began as a shattered individual who struggled throughout much of her life, this is what helps to mold and define the calm, determined person that she ultimately becomes; through the representation and comparison of The Wild Child to Meridian, Meridian’s growth is all the more apparent. Alice Walker creates The Wild Child as almost an eidolon figure, for she is not even given a name. Occupants within the impoverished areas surrounding Saxon College, the school in which Meridian attends, know hardly anything of the mysterious young girl who searches for food in garbage cans and can barely speak any language besides the few swear words she has aquired over the years. Meridian attempts to help the poor child but fails to tame her, which in return plays a large role in The Wild Child’s death. Meridian is much like The Wild Child in regards that she has always stripped her life of outside guidance, close relationships, and comforts (material, mental and physical comforts) as she moves from place to place. As an activist against racism and a person of whom secludes herself from others, Meridian lives as an outcast within society trying to avoid the judgement passed by people, just as The Wild Child does. This shows both Meridian and The Wild Child’s sense of self identity and independence in the way that they realize that they would rather be separated from society and go about things in their own way, the only way that they know. Although The Wild Child makes only a brief appearance within the novel, Alice Walker makes her intentions of this character evident by supporting the theme of self awareness and independence that The Wild Child represents with other characters and objects. Feather Mae, Meridian’s great- grandmother is made out to also be a person of free will, who is far reachinging and of an eccentric nature. Feather Mae is a woman whoabandons all religion not founded on physical ecstasy and later results to worshiping the sun while walking around naked. This is just as Meridian renounced religion at an early age in her life because she had not experienced any type of â€Å"ecstasy† in trying to become devoted to Jesus. Just as The Wild Child lived content in her own ways of surviving, both of these exceptional women, Meridian and Feather Mae, endure life in their own idealistic way. Walker also emphasises the importance of the rather large mangolia tree, The Sojourner, in which Meridian takes refuge through hard times when she intially began college. The tree was rare in itself, being the largest in the country. The Sojourner not only signified the growth of African American people through times of oppression, but it also stood as a souvenir of the past. Like the tree, Meridian is a character who has been around through difficult times and still continues to grow, but Meridian also carries with her guilt and saddness from her past. Although the destruction of The Sojourner later in the novel Walker symbolized the abrupt destruction of ties to racism and ways of the past, it also represented the destruction of Meridian, leaving room for a new part of her to grow and develop more as an individual who can be contempt with who she is in the present, rather that sulk in who she was in the past. As has been noted, Meridian being a novel made up of flashbacks and recollections of the past allowed for Alice Walker to create a character that develops through the influences of her surroundings and other characters. Although The Wild Child plays only a small role in the writing of the novel, her presence is significant, for it shapes the entire meaning of who the main character, Meridian, becomes. The Wild Child also serves to enhance the sense of independence and self awareness that the author tries so strongly to get across. Meridian To be independent is to be without limitation and free of civilization, all the while, the thought of being free of civilization, without limitation is overwhelmingly wild. In the novel Meridian, by Alice Walker, the short presence of a character addressed as The Wild Child symbolizes the theme of self awareness and pursuing one’s life independently. Alice walker uses the short presence of The Wild Child as an influential factor when developing her main character Meridian. The use of characters from Meridian’s ancestry, such as Feather Mae (Meridian’s great grandmother) and inanimate objects, such as The Sojourner (tree), further support the theme that The Wild Child represents. Notably, Alice Walker writes her Meridian through a series of flashbacks through third person omnicient narration. The novel opens with Truman Held arriving in Chicokema, Georgia, to meet up with Meridian, his former lover. Meridian is seen escorting a group of children, who were mostly black and impoverished, to an attraction displaying a mummified woman in which they were not permitted to attend. A shift then occurs to a flashback in New York City where Meridian, ten years prior, had not been willing to proclaim that she would kill on behalf of an African American revolutionary organization. Another flashback then occurs to when Meridian had been a child who chose not to accept Jesus into her life despite her mother’s religious devotion, this urges Meridian’s mother to withdraw her love towards her daughter. The novel continues to shift unravelling a countless number of memories that contributed to the reasoning behind why Meridian resulted to her introverted ways. Meridian seeks guidance and a sense of belonging that she never received from her mother, but finds that traditional paths in life do not provide her any comfort. Instead she cultivates a keen sense of dedication towards the civil rights movement, which gives her drive throughout her young adult years. Meridian endures sexual misfortunes throughout life first as a child, when she becomes pregnant and marries due to her lack of knowledge about sex, and later with older men who take advantage of her low self esteem. Giving up her son, Eddie Jr. , Meridian seeks happiness within the campus of Saxon College where she intially struggles and finds refuge under The Sojourner, a rarely large magnolia tree. This is where she later encounters The Wild Child. The novel concludes with Truman asking Meridian to love him as she once did before he had married Lynn, a white activist for civil rights. Meridian admits her love for Truman has changed and prepares to pick back up her life elsewhere; Truman realizes that he must now take up the internal struggle in which Meridian has finally escaped. Although Meridian began as a shattered individual who struggled throughout much of her life, this is what helps to mold and define the calm, determined person that she ultimately becomes; through the representation and comparison of The Wild Child to Meridian, Meridian’s growth is all the more apparent. Alice Walker creates The Wild Child as almost an eidolon figure, for she is not even given a name. Occupants within the impoverished areas surrounding Saxon College, the school in which Meridian attends, know hardly anything of the mysterious young girl who searches for food in garbage cans and can barely speak any language besides the few swear words she has aquired over the years. Meridian attempts to help the poor child but fails to tame her, which in return plays a large role in The Wild Child’s death. Meridian is much like The Wild Child in regards that she has always stripped her life of outside guidance, close relationships, and comforts (material, mental and physical comforts) as she moves from place to place. As an activist against racism and a person of whom secludes herself from others, Meridian lives as an outcast within society trying to avoid the judgement passed by people, just as The Wild Child does. This shows both Meridian and The Wild Child’s sense of self identity and independence in the way that they realize that they would rather be separated from society and go about things in their own way, the only way that they know. Although The Wild Child makes only a brief appearance within the novel, Alice Walker makes her intentions of this character evident by supporting the theme of self awareness and independence that The Wild Child represents with other characters and objects. Feather Mae, Meridian’s great- grandmother is made out to also be a person of free will, who is far reachinging and of an eccentric nature. Feather Mae is a woman whoabandons all religion not founded on physical ecstasy and later results to worshiping the sun while walking around naked. This is just as Meridian renounced religion at an early age in her life because she had not experienced any type of â€Å"ecstasy† in trying to become devoted to Jesus. Just as The Wild Child lived content in her own ways of surviving, both of these exceptional women, Meridian and Feather Mae, endure life in their own idealistic way. Walker also emphasises the importance of the rather large mangolia tree, The Sojourner, in which Meridian takes refuge through hard times when she intially began college. The tree was rare in itself, being the largest in the country. The Sojourner not only signified the growth of African American people through times of oppression, but it also stood as a souvenir of the past. Like the tree, Meridian is a character who has been around through difficult times and still continues to grow, but Meridian also carries with her guilt and saddness from her past. Although the destruction of The Sojourner later in the novel Walker symbolized the abrupt destruction of ties to racism and ways of the past, it also represented the destruction of Meridian, leaving room for a new part of her to grow and develop more as an individual who can be contempt with who she is in the present, rather that sulk in who she was in the past. As has been noted, Meridian being a novel made up of flashbacks and recollections of the past allowed for Alice Walker to create a character that develops through the influences of her surroundings and other characters. Although The Wild Child plays only a small role in the writing of the novel, her presence is significant, for it shapes the entire meaning of who the main character, Meridian, becomes. The Wild Child also serves to enhance the sense of independence and self awareness that the author tries so strongly to get across.

Arnold Schwarzenegger essays

Arnold Schwarzenegger essays ARNOLD SCHWARZENEGGER Arnold Schwarzenegger was born on July 30,1947, in Thal, Austria. His parents were Aurelia and Gustav Schwarzenegger, and his older brother was Meinhard, who was liked better than Arnold by his father. Arnold's family believes he inherited his physique from Karl Schwarzenegger, Arnold's grandfather. Arnold's father was the head of the German military police during the war years in Belgium. Gustav was legendary for his strict discipline toward Arnold and Meinhard. For example, he would make Arnold eat every meal with books pressed tightly under his arms to teach him to keep his elbows to his side while he ate. His father would make Arnold and Meinhard compete to see who the best was in boxing matches, races, and studying. His father humiliated the loser with scornful remarks. Each Sunday Arnold and Meinhard were permitted to choose among hiking, visiting a farm, seeing a play, museum, or art show. After their Sunday excursion, their father required them to write a ten page essay describing their day, which he graded Monday morning, and mistakes were not tolerated. Arnold could never win his father's praise, and at the age of thirteen he began dreaming of becoming bigger and stronger than his father. Arnold would sneak into movie theaters to watch Hercules with Steve Reeves and Reg Park, who were bodybuilders. He would judge, and admire Reg Park, promising himself that one day he would surpass him. Arnold was determined that he wouldn't be like other people, he wanted to Arnold was Invited by Kurt Marnul, who was Mr. Austria, to receive training at the Athletic Union Graz. Both of his parents disapproved of Arnold, especially then because over a couple of years Arnold grew larger and also created a life for himself. Gustav was trying to diminish Arnold because he was surpassing him. In 1966, Arnold won three German...

MDR or Manifestation Determination Review

MDR or Manifestation Determination Review The MDR or Manifestation Determination Review is a meeting which must take place within ten days of a behavior infraction that would cause a student to be removed from their current placement in a public school for more than 10 days. This is a cumulative number: in other words, during a single school year when a child is suspended or removed from school, before an eleventh (11th) day, the school district is required to notify the parents. That includes a suspension of more than 10 days. After a student with disabilities approaches 7 or 8 days of suspension, it is common for schools to attempt to aggressively address the problem to avoid the Manifestation Determination. If a parent disagrees with the result of that meeting, they are well within their rights to take the school district to due process. If the hearing officer agrees with the parents, the district may be required to provide compensatory education. What Will Happen After an MDR Takes Place? An MDR is held to determine if the behavior is a manifestation of the students disability. If it is determined that it is,  in fact, part of his/her disability, then the IEP team must determine if appropriate interventions have been in place. That should include having an FBA (Functional Behavioral Analysis) and a BIP (Behavior Intervention or Improvement Plan) are in place and followed as written. If the behavior relating to the students disability has been addressed appropriately with an FBA and BIP, and the program has been followed with fidelity, the students placement may be changed (with the approval of parents.) Students diagnosed with autism, emotional disturbances, or oppositional  defiant disorder may exhibit behaviors that are related to their diagnosis. The school would need to provide evidence that the school has addressed his/her aggressive, inappropriate or offensive behavior, that from a general education student would earn a suspension or even expulsion. Once again, if there is strong evidence that the behavior has been addressed, then a change of placement to a more restrictive placement might be appropriate. Students with other disabilities may also exhibit aggression, offensive or inappropriate behavior. If the behavior is related to their disability (perhaps a cognitive inability to understand their behavior) they may also qualify for an FBA and BIP.   If it is unrelated to their diagnosis, the district (also known as the Local Education Authority or LEA can exercise the regular disciplinary procedure. Then other legal contingencies apply, such as whether there is a progressive discipline policy in place, whether the school has followed the policy and whether the discipline is reasonably appropriate for the infraction.   Also Known As Manifestation Determination Meeting Example When Jonathon was suspended for stabbing another student with scissors, an MDR or Manifestation Determination Review was scheduled within the ten days to determine whether Jonathon should stay a Pine Middle School or placed in the districts special school for behavior.

The Arab charter Essay Example | Topics and Well Written Essays - 2250 words

The Arab charter - Essay Example The first Arab Charter was adopted in 1994, but none of the states ratified the charter thus leading to amendments that created the Arab Charter of 2004 in Arab summit in Tunis in 2004. The substantial amendments were done to confirm with the international human rights law on issues such as death penalty, rights of non-citizens and freedoms of expression (Weissbrodt and Vega, 2007). The Arab Charter 2004 came in to force on 16th March 2008 after the ratification of the seventh member state of the Arab league. Article 45 of the Arab Charter establishes the Arab Human rights committee that consists of seven independent member state nationals who are tasked with the supervision of the implementation of the charter and reporting on the progress that each member state has undertaken in giving effect to the rights and freedoms safeguarded by the Arab Charter (Shelton & Wright-Carozza, 2013). The final Arab charter is consistent with European Human rights as reflected in the treaties and op inions of UN experts on human rights (Weissbrodt and Vega, 2007). ... Accordingly, the charter reaffirms the principles of United Nations Universal Declaration of Human Rights, the United Nations International covenants on political, social and cultural rights and Cairo Declaration on Human Rights in Islam (Shelton & Wright-Carozza, 2013). The joint states in Arab charter include the 22 Arab countries, but only 11 have ratified to safeguard the human rights and freedoms guaranteed by the charter. The states that have ratified the charter include Jordan, Algeria, Syria, Palestine, United Arab Emirates, Bahrain, and Libya (Shelton & Wright-Carozza, 2013). Other member states of the League of Arab nations include Kingdom of Saudi Arabia, Tunisia, Djibouti, Algeria, Republic of Sudan, Kingdom of Morocco, Egypt, Iraq, the Sultanate of Oman , Libya, Mauritania and Republic of Yemen (Weissbrodt and Vega, 2007). Article 1 of the Arab Charter recognises human rights as a national concern for Arab states and aims at improving human lives in accordance with human values. The Article seeks to ensure citizens have a sense of the national identity, and share common interests with the spirit of brotherhood, tolerance and universal principles of human rights. Article 1 (d) recognises that human rights are indivisible, interrelated and interdependent as outlined by the United Nations Declaration of universal international human rights charter. Article 2 grants the citizens the right to self-determination, right to sovereignty and right to be free from all forms of racism or Zionism, which constitutes impediment to enjoyment of the fundamental human dignity (Shelton & Wright-Carozza, 2013). The Charter is

Islam vs Christiainity Essay Example | Topics and Well Written Essays - 750 words

Islam vs Christiainity - Essay Example John the Baptist was beheaded by local authorities causing many of his followers to look to Jesus for leadership. Initially, Jesus’ message was fundamentalist Judaism. He promoted basic ethics such as loving one’s neighbor and returning hatred with kindness. He had an apparent ability to heal the sick. Many of Jesus’ followers believed that he was a messiah, sent by their God, to drive out the Romans and establish a new Jewish state. At some point, Jesus too believed he was the messiah. The authorities, concerned with his popularity, had him arrested, condemned to death and crucified. After Jesus’ death, the less messianic, more religious aspects of his teachings were emphasized, primarily through the gospels of four of his disciples, Matthew, Mark, Luke and John. The disciple Paul was responsible for separating Christianity from its Jewish roots. He introduced the idea that Jesus was the son of God and that faith in God was the only way to be saved from sin. The early Christians were split into two hostile groups for nearly a century. One group followed Peter and the other group followed Paul. Peter’s followers were predominantly Jewish, following many Jewish traditions, as Jesus had done. Paul’s followers were more accepting of non-Jewish converts and waived Jewish law for those not born into the religion. Both Peter and Paul were executed in Rome in approximately 64 AD. Christianity had certain strengths and strong psychological, as opposed to philosophical, messages of protection hope and forgiveness. Christianity’s greatest strength was its egalitarianism – it was first and foremost a religion of the poor. By the third century the Roman Empire was being attacked from every direction. In 395 it officially split into two halves, the Western Roman Empire and the Eastern Roman Empire. In 410 the Visigoths destroyed Rome and the Western Roman Empire. In the late 600’s Arabs conquered Egypt and Syria which were

Contract Creation and Management Essay Example | Topics and Well Written Essays - 1250 words

Contract Creation and Management - Essay Example It also shows how serious the leasing contract is being broken. The executives of Quick Takes video are extremely much surprised on learning of the news of the lawsuit. They argue that the contract was not viable since they did not sign it as they are the owners of the company and that they had not authorized Janet, the secretary to sign any contract that was binding them with Non-Linear Pro in the leasing of the equipment. The Quick Takes Videos’ attorney argues that Janet was acting as an agent to the company, and thus the argument cannot work since an agent is permitted to conduct business on behalf of the principal who was away during that time. The executives also try to argue that Non-Linear Pro brought faulty junk equipment and hurriedly gave the secretary the contract to sign. Janet said that she signed the contract because she taught it was a delivery. The equipment that was brought was to be on a trial basis for a month, and then they would sign the lease. That was s upposed to be the agreement that was made by the Quick Takes Video executives and Non-Linear Pro. ... This shows how the Non linear Pro is misrepresenting its equipment and its product in general. The other issue is that the secretary of Quick Takes Video, Janet acted on behalf of the company’s executives in the level of an agent and signed the lease by mistake thinking it was a delivery paper that she signs all the time. She did not take her time to read what was in the paper before signing it. This in turn, is souring up the two company’s relationship and it is making it worse. One of Quick Takes Video executive Hal says that piece of equipment that was supplied by Non Linear was a piece of junk and that the equipment that was brought was supposed to be one month trial equipment and not the real lease. Administering of Contracts In this case, the executives of the Quick Takes Video did not define to Janet on who was responsible to signing off some specific contracts in the company. During creation of contracts and managing them, business owners are supposed to define to their employees on who is responsible for signing contracts that bind the company to legal terms. Quick Take Video should define to Janet on what her authority in the company actually is. She should be told on what contracts she is responsible for signing and which contracts are her natures of signing. In the video, the executive of Quick Takes is to blame since they directed the Non Linear Pro to finish all the arrangements with Janet. They did not however, limit the sales person that specific contractual signing was to be made by the executives alone. This is where the problem arose from. The Non Linear Pro sales person might have thought that Janet had the authority to sign off these contracts. On looking at both companies allegations against each other, they both have strong cases against

How does Robert Grave's The naked and the nude (1957) use concrete Essay

How does Robert Grave's The naked and the nude (1957) use concrete diction in order to draw a distinction between the naked and the nude - Essay Example Nevertheless, the heart of the poem is the controversy between the naked and the nude. The first and probably initial meaning of nakedness is anatomical, as in the following synecdoche: "The Hippocratic eye will see In nakedness, anatomy" (ls. 3-4), but the secret meaning of the term is freedom, absence of shame and ignorance of scorn. Nudity, thus, points to the 'social' meaning of nakedness: "deficiency of dress" (4), prohibited and scorned by most people. The nude should be understood as those blaming and judging the naked with religious or moral values: "They grin a mock-religious grin Of scorn at those of naked skin" (17-18). Another meaning of nakedness is therefore the reception of scorn and hatred, addressed to both nudity and nakedness as indecent. When the person is nude, they feel themselves an anatomical pattern, a body, similar to other human bodies of the same gender, whereas nakedness indicates that each body is a unique and exceptional piece of art, as in the followin g metaphor : "And naked shines the Goddess when She mounts her lion among men" (11-12).

Regional policing Essay Example | Topics and Well Written Essays - 500 words

Regional policing - Essay Example A recent manual promoting regional policing cites seven advantages of regional policing as compared to the previous system of devolved units: i) Improvement in the Uniformity and Consistency of Police Enforcement, ii) Improvements in the Coordination of Law Enforcement Services, iii) Improvement in the Distribution and Deployment of Police Personnel, iv) Improvement in Training and Personnel Efficiency, v) Improved Police Management and Supervision, vi) Reduced Costs and vii) Improved Career Enhancement Opportunities for Police Officers. (Regional Police Services, 2011, pp. 3-4). There are also some accepted disadvantages and these are a) Loss of Local Non-enforcement Services, b) Loss of Local Control and c) Loss of Citizen Contact. A close analysis of the advantages reveals that the main beneficiaries of regional policing are the government departments, and of course the taxpayers who fund them, because regional policing reduces costs and makes efficiency gains. It could also be argued that more uniformity and consistency, along with better management and supervision of personnel results in a fairer and more effective police force, which again benefits the taxpayer. The creation of bigger units of service delivery also benefits police personnel, because there is a greater potential to move sideways to try different roles and gain more experience, and to apply for promotion. The downside of emphasizing regional policing over local or community policing, is that some traditional practices, such as the use of police for particular local non-law enforcement functions, such as those related to parking and permits, may no longer involve police. This removes the reassurance of police presence from the public space, and results in lower visibility and perhaps also a reduced linkage between the local people and their police force. In a way regional policing

Thurgood Marshall Research Paper Example | Topics and Well Written Essays - 1250 words

Thurgood Marshall - Research Paper Example Indeed, his interests in law forever changed the American history. Mershall is among the leading black figures in the 21st century. It was through Marshall that the American courts eradicated slavery and destroyed racist segregation systems. He promoted affirmative actions for people to live in harmony and equality. Indeed, Thurgood Mershall was an influential figure who laid a strong foundation in changing the American society. Thurgood Mershall was born in middle class family. In his childhood, Mershall’s parents enacted a strong emphasis on their son’s education. His interests in law started when he attended at Howard University to pursue law in 1933. For the first time, Mershall addressed discrimination and segregation in the Maryland University of Law. This was the place that Mershall experienced discrimination as an African-American student and lacked admission to the school. Later in his life, President Johnson Lyndon recognized Marshall Position to defend equali ty and thus, gave him the position to defend the civil right of all Americans. In 1967, the President nominated Marshall to be the associate judge in the Supreme Court. In this era, Marshall became the first African American to join the Supreme Court. ... His actions and decisions helped to fight racial segregation and discrimination against all blacks and African Americans. Most importantly, he did not only fight for equality and justice for his fellow Africans, but ensured that all people including the white received equal treatment. As a judge, he enacted important decisions regarding victims convicted of drug charges and the rights for the Native Americans (Glenn 10). Thurgood Mershall was an influential figure in the American history. He recognized the segregation in the public schools and worked hard to ensure that all children received equal rights and opportunities to pursue their education. In one of his speech in the Supreme Court, Mershall affirmed that the American government should fight for all children’s rights, regardless of their race. He believed that all children should obtain equal opportunities to attain their full potential and abilities as citizens. Mershall insisted that those children who never received their rights in the past deserved better treatment to achieve their dreams and visions in the future. He fought for a nation that would refuse to separate and promote unequal education. He emphasized that a nation could be better if the government could promote the education system for children to learn and live together. He argued that, the notion of children learning together would encourage children to live in harmony with another and understand people from different cultures. However, when children lack the opportunities to interact with people from diverse backgrounds, then they would grow up with the aspect that some races are more powerful than others. Mershall interests in ending discrimination and racism traced back in his childhood. As

How does Robert Grave's The naked and the nude (1957) use concrete Essay

How does Robert Grave's The naked and the nude (1957) use concrete diction in order to draw a distinction between the naked and the nude - Essay Example Nevertheless, the heart of the poem is the controversy between the naked and the nude. The first and probably initial meaning of nakedness is anatomical, as in the following synecdoche: "The Hippocratic eye will see In nakedness, anatomy" (ls. 3-4), but the secret meaning of the term is freedom, absence of shame and ignorance of scorn. Nudity, thus, points to the 'social' meaning of nakedness: "deficiency of dress" (4), prohibited and scorned by most people. The nude should be understood as those blaming and judging the naked with religious or moral values: "They grin a mock-religious grin Of scorn at those of naked skin" (17-18). Another meaning of nakedness is therefore the reception of scorn and hatred, addressed to both nudity and nakedness as indecent. When the person is nude, they feel themselves an anatomical pattern, a body, similar to other human bodies of the same gender, whereas nakedness indicates that each body is a unique and exceptional piece of art, as in the followin g metaphor : "And naked shines the Goddess when She mounts her lion among men" (11-12).

Thurgood Marshall Research Paper Example | Topics and Well Written Essays - 1250 words

Thurgood Marshall - Research Paper Example Indeed, his interests in law forever changed the American history. Mershall is among the leading black figures in the 21st century. It was through Marshall that the American courts eradicated slavery and destroyed racist segregation systems. He promoted affirmative actions for people to live in harmony and equality. Indeed, Thurgood Mershall was an influential figure who laid a strong foundation in changing the American society. Thurgood Mershall was born in middle class family. In his childhood, Mershall’s parents enacted a strong emphasis on their son’s education. His interests in law started when he attended at Howard University to pursue law in 1933. For the first time, Mershall addressed discrimination and segregation in the Maryland University of Law. This was the place that Mershall experienced discrimination as an African-American student and lacked admission to the school. Later in his life, President Johnson Lyndon recognized Marshall Position to defend equali ty and thus, gave him the position to defend the civil right of all Americans. In 1967, the President nominated Marshall to be the associate judge in the Supreme Court. In this era, Marshall became the first African American to join the Supreme Court. ... His actions and decisions helped to fight racial segregation and discrimination against all blacks and African Americans. Most importantly, he did not only fight for equality and justice for his fellow Africans, but ensured that all people including the white received equal treatment. As a judge, he enacted important decisions regarding victims convicted of drug charges and the rights for the Native Americans (Glenn 10). Thurgood Mershall was an influential figure in the American history. He recognized the segregation in the public schools and worked hard to ensure that all children received equal rights and opportunities to pursue their education. In one of his speech in the Supreme Court, Mershall affirmed that the American government should fight for all children’s rights, regardless of their race. He believed that all children should obtain equal opportunities to attain their full potential and abilities as citizens. Mershall insisted that those children who never received their rights in the past deserved better treatment to achieve their dreams and visions in the future. He fought for a nation that would refuse to separate and promote unequal education. He emphasized that a nation could be better if the government could promote the education system for children to learn and live together. He argued that, the notion of children learning together would encourage children to live in harmony with another and understand people from different cultures. However, when children lack the opportunities to interact with people from diverse backgrounds, then they would grow up with the aspect that some races are more powerful than others. Mershall interests in ending discrimination and racism traced back in his childhood. As

We are not free- Really Essay Example for Free

We are not free- Really Essay â€Å"Freedom is what you do with what’s been done to you,† said French philosopher, Jean-Paul Sartre. This is how majority of people live day to day without realization that they are. According to Webster’s dictionary freedom is defined as, â€Å"the power or right to act, speak, or think as one wants without hindrance or restraint. â€Å" We the people believe that we are â€Å"free† when, in fact, we are not entirely free. The freedom we possess does not exactly match the given definition; instead, it matches up with Sartre’s quote. We have altered the definition of freedom due to the society we live in. Based off of how we live and what circumstances have been placed on us, we work around it and create our own version of freedom. Our lives are greatly affected around the rules placed by the government and the expected guidelines that society imposes on us to restrict true individual freedom and change our idea of freedom. Though our government, the Government of the United States of America, gives us many freedoms (freedom of speech, religion, press, etc), we are still not wholly free. Without laws and rules chaos would arise, however; with them we are not completely free to do as we please. For instance, we do not have the freedom to drive a car as fast as we feel. We have laws and rules restricting how we can drive. But, if we think within our given restrictions, then we see ourselves as free. We can freely transport ourselves in our own vehicle when we want to where we want, but we must do so under the laws given. Another restriction the government has placed on driving is that a vehicle must have insurance on it to be driven legally. The freedom of choosing whether or not you want car insurance is out of the question. Driving a car itself is limited only to those over the age of sixteen. Anything that requires a license is restricted by the government, for example, owning a weapon. Not everyone has the individual freedom to own a gun unless approved by the government. Age restrictions are also placed on the people, restricting what they can do. If one is younger than eighteen he or she cannot purchase or consume tobacco products. If one is under the age of 21 he or she cannot consume alcohol. For instance, I, an 18 year old, cannot legally walk into a store and purchase a bottle of liquor, yet drink one. Individual freedom is restrained, for instance, no one can ingest certain drugs in his or her own body and no one can prostitute themselves. Some actions people choose to do with their own bodies are not tolerated. Money is also a restriction on what we can do. It may not be directly affected by the government, however, we are given money from the labor we put into society to spend as we choose, only under the restriction that we pay our taxes. The government has put laws on the citizens of its country that restrict many freedoms they have, if not obeyed than one is punished with fines or jail time; therefore we are not absolutely free. Besides written laws, society places unwritten rules that hold us back from doing and saying what we want. We are expected to talk and act a certain way. Unofficial guidelines are pushed onto us, keeping us from being free. We are given â€Å"freedom of speech† but does that really give us the freedom to say whatever we like to whomever we like? We are expected to behave in a manner that does not let us be free. It is okay for a student to approach a teacher and scream at them? It is okay to harass someone? It is okay to cut in front of a line you have been waiting in for hours? In the society we live in the answer to these questions are no. If a student chooses to disrespect their teacher he or she will be sent down to the principal’s office for punishment. Harassing another person could cause others to look down on you as an individual. Choosing to cut in front of another in a line would displease those having to wait longer causing disorder between all the people and the â€Å"cutter†. This is what happens in the society we live in and no one is happy with the results that come with these actions. Children do as their parents tell them; students do as their teachers tell them; workers do as their bosses tell them, because in this society we all follow some sort of higher power, which is expected. Even if we may not want to do as our higher powers tell us, we still do so because we are not free to disobey without any penalty. We are not entirely free to do as we please due to the fact that negative consequences are presented if we disobey society’s â€Å"rules. † The laws forced on us through the government and higher powers and expectations placed on us through the society we live in, hinder our true potential freedom. We like to think of ourselves as â€Å"free people† and a â€Å"free nation,† when in fact, we are not really free. We do not realize how we are not truly free and follow what Sartre had said. We think of freedom as doing as we choose with what has already been done with us; laws, rules, regulations. These are all constraints on our actions which does not meet the definition of freedom. Whatever we do has some sort of restraint pulling us back from doing what we want. Just because we have some freedoms does not ultimately make us free individuals.

Using The Evaluation Framework Economics Essay

Using The Evaluation Framework Economics Essay The possession of an ownership advantage gives a firm the opportunity to sell goods overseas but it fails to explain why this is carried out through production in the foreign market rather than exporting to the foreign market. As a result, there is the need for an evaluation framework. LEARNING OBJECTIVES By the end of this Unit, you should be able to understand and grasp the following: the importance of an evaluation framework; the 4 criteria of the evaluation framework; assess the contribution of MNEs in a foreign country by using the Evaluation Framework. THE EVALUATION FRAMEWORK The contribution of MNEs to the development of the host nation, more particularly developing countries or LDCs has been the subject of much debate over the years. Whilst it is generally accepted that MNEs do contribute by way of technology transfer, skills diffusion and by bringing much needed finance capital, nevertheless criticisms abound as to the negative impact of MNEs in that they are viewed as exploiting the local labour force, they transfer outdated technology, and they strip the LDCs of much needed resources. However, MNEs were and still remain a very important ingredient of growth, especially for developing countries. This is why it is crucial for a host countrys government that it should be able to assess FDI in a policy context. The latter process is usually done by way of an Evaluation Framework. An evaluation framework usually encompasses 4 criteria. 3.3 Efficiency of Resource Allocation Efficiency of resource allocation relates to the extent to which there exist complementarities between of economic interests between the multinationals and the host countries. In a similar vein, it highlights the following: under what conditions do the operations of the TNC in a host country contribute to the world economic welfare that could not be achieved before? However, the presence of MNEs in host countries is often prompted by government-induced imperfections including protection from imports. Such a situation mainly occurred when countries were adopting an import substitution industrialization strategy. Adopting an import-substitution strategy entailed a high level of protection, via tariffs, import restriction measures and quotas, which discriminated against exports via explicit and implicit tax of export activities and an overvalued foreign exchange rate. Also, the government used investment license, differential taxes, tax holidays, exemptions and remissions to influence resource allocation between industries and sectors. The proponents of IS strategy firmly believed that they would be able to meet the domestic demand for manufacturing products; provide employment opportunities for skilled labour; ease pressure on the balance of payment and strengthen the long term productive capacity of the economy by importing the production technology via foreign firms  [1]  and by using the infant industry argument. Under such an era of protectionism  [2]  , MNEs were mainly regarded as being of a market-seeking  [3]   nature. Firms set up plant within foreign nations in order to supply their national markets in the most profitable way possible. The key location advantages (in Dunnings terminology) which determined these market-seeking investments were the cross-border transport and communication costs; artificial barriers (import restrictions) to trade in goods and services; the size, income per capita and the expected growth of the local market. Though cost considerations were deemed important and even decisive in certain marginal markets, an efficiency-seeking motivation was deemed to be of a very secondary nature (Pearce, 1999). However, the overwhelming consensus is that IS was a failure  [4]  . IS strategy has turned out to be self-defeating since it has resulted in huge increases in imports of equipment and inputs while transfer pricing constituted a severe drain on foreign exchange. Also, IS granted excessive protection to industries producing inefficiently non-essential goods for high-income elite. Furthermore, fiscal credit and exchange rate policies, coupled with subsidies on imports of capital goods, made it possible and advantageous to entrepreneurs to rely on high capital intensive equipment produced abroad and technology unsuited to the factor proportions prevailing in less developed countries. As a result, a new orthodoxy emerged in the late 60s and early 70s which stressed the role of exports of labour intensive manufactures as an engine of growth. This represented a return to the static theory of comparative advantage with trade based upon different factor proportions prevailing in various countries which meant that the pendulum turned full swing for development policy in LDCs from import substitution to manufactured exports. Export oriented strategy not only encourages free trade  [5]  , but also the free movement of capital, labour, enterprises and an open system of communication. It also entailed more efficient allocation of resources with firms competing internationally  [6]  based on their relative comparative advantages. These considerations, coupled with the emergence of trade blocks, were factors motivating changes in the strategic orientation of MNEs. MNEs underwent a complete restructuring of their global and regional supply profiles. This entailed locating  [7]  manufacturing operations in only a few countries but exporting for a wider market. Each subsidiary were opened to a fully competitive market situation which permitted the realisation of economies of scale and the attainment of optimal efficiency in production (Pearce, 1999). The where to produce clearly gained in prominence during such an era which led to MNEs redistributing their unchanged ownership advantages in order to create an international network of subsidiaries  [8]  which optimised their supply of established range of products. Thus, investments undertaken by MNEs were mainly of an efficiency-seeking nature. However, one should not underestimate the crucial role played by the government during that period. It was not only the choice of trade strategy but also the appropriate role of government policy which was at the heart of the development issue. For example, export-oriented growth and appropriate macroeconomic policies  [9]  were mutually of economic development in the NICs. The integration of NICs into world and regional economies was essential for their long-term growth. This required less government intervention and greater reliance on private initiatives and market forces. It provided an environment conducive to foreign investment and domestic entrepreneurship. The Government was expected to actively promote economic growth and use its resources to direct and support the private industry. It was the pursuit of such appropriate policies by these developing countries governments permitted shifts in their pattern of international specialisation in response to the changing structure of their comparative advantage at different levels of industrial development. As a result, the efficiency of resource allocation improved, the rates of growth accelerated, with benefits accruing to all concerned. DISTRIBUTION Distribution relates to the extent to which the gains arising from the MNEs operations are distributed between the partners. The host country would demand a fair share of the benefits created by the investment. However, the identification of a fair distribution is very difficult since it is almost impossible to price correctly some contribution such as technology diffusion and managerial expertise which are intangible in nature. In addition, the issue of distribution is even more contentious especially when profits of the multinationals are due less to the efficiency of resource allocation and more to market distortions or imperfections created and sustained in the first place by the government to attract these foreign firms. Also, the distribution of such rent is influenced by the relative bargaining strength of the multinationals and the host governments in the light of factors such as tax concessions, tariff protection and labour training. In this light, it may be argued that there is a direct relationship between the bargaining strength of the host country and its level of industrialization such that, the lower the industrialization level, the weaker its bargaining power. Finally, host nations are unable to extract their fair share of benefits because imperfections in the market for factors of production in which the multinationals are strong permits them to earn monopoly rent on these factors. SOVEREIGNTY Sovereignty relates to the ways in which the multinational may compromise the economic independence of host nations in either the short or long term. It highlights how the behaviour of multinationals may compromise the effectiveness of certain aspects of the host countries policies. For example, the intra-group transfer of rent, via transfer pricing practices, may undermine the autonomy of the host countries in areas such as fiscal policy, monetary policy, trade policy and its attempt to control and organize the structure of industries. SELF RELIANCE Self-reliance relates to the ways in which the operations of the multinational may undermine the viability or independence of local firms or enhance their potential. The self-reliance issue also crops up during the investigations of the impact of multinationals on the industrial structure of the host nations; for e.g. the level of concentration and/or modes of operations. It is also concerned with whether the operations of multinationals in the host nations may either enhance or hold back the availability of particular types of skills for local enterprises since there are claims that multinationals remunerate better their employees than local enterprises. However, there is no reason as to why the relationship between local enterprises and multinationals should be a competitive one. They may in fact complement each other rather than act as rivals. For e.g. multinationals may have recourse to indigenous forms for their supply of inputs and this may lead to significant benefits for the indigenous firms by way of improved technology, better quality control procedures and diffusion of skills. EXERCISES 1. MAURITIUS CASE STUDY Mauritius is unique in having had a wealthy class of sugar plantation owners who were actively seeking to diversify their investments in the first years of independence. They have experimented with horticultural and industrial exports, as well as with tourist facilities, for many years. It took the arrival of Hong Kong and Taiwan textile firms to get industrialization going, however. And South African hotel chains first brought the tourist facilities up to world class standards. Why couldnt they do it alone? The key missing ingredient was the much vaunted keystone of the new economy: knowledge. Mauritian investors lacked the depth and breadth of knowledge needed to create viable industry and tourism on their own. The overseas Chinese and South African investors brought in-depth knowledge of how to run an efficient firm. They also had intimate knowledge of customers and their preferences, as well of what the competition was offering. They were able to train the Mauritian workforce, interspersing production lines with faster Chinese workers and more flexible Indian ones to bring up productivity. Domestic investors, whether the sugar barons or more locals of more modest and ethnically diverse origins, unanimously reported that they were not squeezed out by foreign investment. On the contrary, they worked with, learned from, and in many cases bought out foreign investors. Ethnicity has been handled delicately in Mauritius, in surprising contrast to analysts predictions at independence. The few dozen Franco-Mauritian sugar barons who controlled the economy at independence in 1970 faced the classic South African nightmare of being washed into the sea. The majority of the electorate comprised landless descendants of cane-cutters brought in from the Indian subcontinent as contract labor. Yet Mauritians found a stable accommodation, in both politics and the economy. The constitution explicitly recognizes ethnic minorities, providing for 10 percent of parliamentary seats to go to also rans from ethnic minorities that would otherwise not be represented. The tiny new polity attained in two decades an economic transition from monocrop Sugar Island to a balanced economy in which textiles, tourism and sugar are the pillars. New forays are being made into business services, information technology and other diverse export products. Indo-Mauritians are still minimally represented as entrepreneurs, though they dominate the civil service. Sino-Mauritians, hitherto concentrated in smallscale commerce, enhanced their status through association with Hong Kong and Taiwan industrialists whose knowhow and investment initiated the textile sector. Economic tensions are worked out in annual tripartite negotiations between labor, government and employers, most of whom are Franco-Mauritians. Sound institutions have played a critical role in the process. The rule of law has prevailed consistently. The sturdy financial sector, led by Mauritius State Bank since 1828, provides investment capital to both domestic and foreign investors. The British tradition schools graduate fully bilingual, often tri- and quadrilingual students, whom employers find a great asset in the new global economy. Foreign And Local Investment In Mauritius Mauritius was chosen as a case study because it has a reputation as a country in which foreign investment has played a critical and unanticipated role in industrialization, driven largely by good policies. The case study bore this out, but added great complexity to the portrait. Ethnicity was a complicating factor that could have derailed growth, and sound institutions played as important a role as policies in its success. An Overview of Investment Policy and Performance in Mauritius In the 1960s as independence from Britain approached, James Meade and Burton Benedict published several studies that foresaw a bleak economic and political future for Mauritius.11 Meade proposed strategies to improve the standard of living while taking into consideration projected continuing rapid population growth (then over 3% per year). He foresaw pressures of population growth on economic resources on this small volcanic isle and suggested several mitigating strategies, including increasing productivity, encouraging emigration and family planning. Burton Benedict challenged Meades proposed solutions, asserting that even if Meades suggestions on ways to increase productivity were followed, this would not produce results strong enough to counter the population growth problem. To the Malthusian logic in these first analyses, Benedict added concern over the future political stability of Mauritius. He analyzed the 1953 and 1962 censuses and documented the impact of ethnic, religious, caste and linguistic fragmentation on local politics-from the national level to the squabbles over a repair contract for a small town road. He began with the observation that Mauritians rarely identified themselves and others as Mauritians. In 1962 people from the Indian subcontinent were the majority, but did not comprise a single ethnic group. 50.5 percent of the population was Hindu and 16.2 percent Muslim Chinese comprised 3.4 percent of the population, and the General Population, mainly Creoles and Franco-Mauritians constituted 29.9 percent. Although Africans had been brought to Mauritius in slavery, African languages and ethnic groups had melded into a mixed population speaking the Creole French patois that gradually became a lingua franca of the Island. The Indo-Mauritian population was 63 percent Hindu Sanatan and 19 percent Muslim Hanafi. There were generally endogamous minority sects of both major religions (the largest of which were Arya Samaj and Ahmadiyya), as well as Indian Christians. Castes had consolidated into a bipolar mode. They had no corporate organization, but were generally endogamous. Chinese were nearly evenly split between Christians and Buddhists. Indo-Mauritians were further split by language, which sometimes had ethnic connotations. Hindi was the mother tongue of 36 percent of the total population and Urdu of 13.5 percent. Smaller Tamil and Telugu groups rarely intermarried with other Hindus. The General population of metisse, Franco-Mauritians and others was 96 percent Roman Catholic. The Franco-Mauritian families, are mostly descendants of French nobility who fled there during the French Revolution. The British gained control of the island during the Napoleonic wars andgoverned it until 1968, but the French families dominated the domestic society and economy. For the dependency theorists of the 60s, Mauritius was an archetypical monocrop colonial economy. It depended on sugar for 99 percent of exports and one third of GDP. Cane fields occupied 90 percent of arable land. Of that, 55 percent was owned by 25 Franco-Mauritian families, often dubbed sugar barons. The remaining 45 percent of sugar estates were owned by 84,000 small farmers, predominantly of Indian origin. Almost no food was produced on the island. The majority who would dominate numerically in a democratic Mauritius was a land-poor population of former indentured laborers on sugar plantations from the Indian subcontinent. Until recently they had been considered transients, not counted as members of the population. Benedicts complex analysis of the ethnic situation did little to lift the prevailing pessimism about Mauritius future. The colonial government commissioned Meade to head an appointed commission to produce an economic strategy. The Meade Report was to strongly influence the government in creating its initial import substitution industrialization policy. The key recommendations in the Meade Report included tariff protection for certain local industries, a decrease of corporate tax from 40 to 30 percent, tax holidays for five of the first eight years of a company, priority of capital expenditure for projects leading to productive employment and the abolition of tariffs on importation of machine tools and equipment. These policies already focused on investment promotion, a policy which successive Mauritian governments have consistently favored. Even as early as 1960, investment in Mauritius reached 30% of GDP, a figure only recently achieved by the most successful economies in East Asia and largely unheard of in the developing world. At this time, however, neither the new government of Mauritius, nor others in the developing world, had recognized the connection between investment policy and the larger political and economic context. A number of trends of the first government, which was dominated by the Mauritian Labour Party from independence in 1968 until 1982, limited the effectiveness of investment promotion incentives. One concern of foreign investors was political stability. There had been some communal violence just before independence, and the new Hindu dominated government maintained a fragile truce with minorities, including Muslim, Chinese and Franco-Mauritians. Other concerns centered around macroeconomic policies. Currency controls and protective tariffs designed to nurture import substitution industries [for the tiny national market], raised energy and transaction costs and times for potential exporters. The involvement of government in labor/ management negotiations and the creation of state corpora tions in key sectors led investors to take a wait and see attitude toward government. And the fledgling transport and telecommunications infrastructure was barely adequate. The idea of creating an export promotion zone (EPZ) was added to the policy mix in 1970, only two years after independence. It was inspired by the success of Taiwan. Within a year the EPZ legislation was passed. In a stroke of brilliance, industrial leaders and policy-makers realized that Mauritius, being a small island with readily controlled access, could declare the whole island an EPZ-it did not need to have a fenced area. This allowed investors to build in dispersed locations, to facilitate transport for their workers and/or their products. Only a few foreign investors took advantage of the EPZ law in the 1970s, however. Mauritius isolated location in the Indian Ocean, its currency controls and uncertain political situation reportedly influenced the first investors to limit their commitments. What became the flagship textile firm, for example, was set up initially to do only the manufacturing marketing and management were based in Japan and Hong Kong respectively. By the end of the 1970s Mauritius was experiencing many of the same problems that other African countries had with state corporations, protective tariffs, and currency controls. With no petroleum resources, it had been hit hard by OPECs escalation of oil prices and the global economic distortions that ensued. Government was running unsustainable annual deficits, the balance of trade was negative, industry was stagnant, and foreign exchange rationing slowed down all transactions. A devastating cyclone catalyzed a change in direction and in government. An alliance of former opposition parties, the Mauritian Militant Movement (MMM) and Mauritian Socialist Party (PSM), won the 1982 elections, changing the dominant party position for the first time since electoral politics was introduced in 1947. The new government scrapped the mixed strategy of the 1970s, liberalized the currency, retreated from subsidizing state corporations, and put its full efforts into voluntary structural adjustment and promoting export-led growth. In retrospect, a recent government report sees that decision as an inevitable logical consequence of Mauritius geographic situation. The report, Mauritius at Crossroads (1995) explains that as a small island, physically limited by lack of arable land and relying solely on sugar for foreign exchange, Mauritius was condemned to turn to an aggressive export strategy. However, it was not until the early 80s that foreign investment actually took off. And, it appears, partly as a consequence so too did domestic investment take off. Today, according to Mauritius at Crossroads, every Mauritian is taught the concept Export or Die. This philosophy has led to the development of a sound business environment which is friendly to investors, both local and foreign, and which offers an attractive investment incentives package to compensate for the lack of resources and the no-longer inexpensive labor force. The older generation of industrial and government leaders also stresses that Mauritians have learned to make a virtue of their ethnic diversity. The switch to an export-led strategy came at a time of crisis. The ill-paid labor force was still predominantly of Indian origin, as was the government, whereas the industrial sector was led by Franco-Mauritians, Hong Kong/Taiwan investors and a few Sino-Mauritians. Several interviewees described the moment as if they had looked at one another, then at the surrounding hundreds of miles of ocean, and decided that they would sink or swim together. For the export strategy, Mauritius needed to reach out to Hong Kong and Taiwan textile magnates, who had the capital and skills to organize a competitive industry. Franco-Mauritian local capital and know-how, and contacts were needed to open up European markets. A cooperative, trainable labor force was needed to attract investors. And government needed to be fully committed to its investor-friendly strategy. Mauritius had hard-working bilingual predominantly male labor force. They were skilled in farming, not industrial work. Most analysts doubted that Hindu or Muslim women would ever come out of the home and into the workplace. Within six or seven years, Mauritius had full employment, and industrial workers were mainly women. Policies were the main, but not the only factor in investment decisions. Promoting investment has been on the top of the governments industrial agenda throughout the different development phases, but the understanding of what works for investors, for government and for the society as a whole, has evolved continuously. The first clearly defined policy came in 1961, as the colonial government began to prepare for an independent Mauritius, with the Industrial Development Tax Relief Act. The Export Processing Zone took effect in 1971, as one of the first acts of the newly independent government. Support services for exporters were given a fillip in 1981 with the Export Service Zones Act. In 1985, the Mauritius Export Development and Investment Authority (MEDIA) was established as the executive arm of the Ministry of Industry. Its main responsibilities are to attract investment, promote exports and manage industrial estates. Investors clearly weighed these incentives against the inconveniences created by location, lack of local food and fuel supplies and small market size. The only major policy disincentive for foreign investors is that they are not allowed to own land. Government has compensated by providing fully equipped industrial sites for lease. Hotel investors generally partner with a local landowner. In the 1980s Mauritius offered inexpensive labor, but within a decade the development of the textile and hotel sectors had brought wages to a middle level, by world standards. From the late 1980s through early 1990s, Mauritius experienced full employment. Rising wages have gradually priced the textile industry out of its mass-production T-shirt lines, and forced b oth government and industry to rethink development strategies. The Industrial Expansion Act of 1993 was a partial response to this dilemma. Through it Mauritius confirmed its commitment to permanent zero tax rates for exporters, and added a bundle of new-targeted incentive programs, providing for high technology investors, offshore financial services and freeport services. The full range of incentive programs Mauritius which were offered is shown in Table 6.1. To increase confidence in the industrial sector in general, corporate tax for manufacturers who do not qualify for the EPZ zerorate was cut from 35 to 15 percent. Table 3.1: Manufacturing Fiscal Incentives INCENTIVE SCHEMES QUALIFYING ACTIVITIES INCENTIVES Export Enterprise (EPZ)  ·Ã¢â€š ¬Ã‚  All manufactured goods for exports  ·Ã¢â€š ¬Ã‚  Produce of deep sea fishing (Including fresh or frozen fish)  ·Ã¢â€š ¬Ã‚  Printing and publishing as well as associated operations  ·Ã¢â€š ¬Ã‚  IT activities  ·Ã¢â€š ¬Ã‚  Agro Industries  ·Ã¢â€š ¬Ã‚  No customs duty, or sales tax on raw materials and equipment  ·Ã¢â€š ¬Ã‚  No corporate tax  ·Ã¢â€š ¬Ã‚  No tax on dividends  ·Ã¢â€š ¬Ã‚  No capital gains tax  ·Ã¢â€š ¬Ã‚  Free repatriation of profits, dividends and capital  ·Ã¢â€š ¬Ã‚  60% remission of customs duties on buses of 15-25 seats used for the transport of workers.  ·Ã¢â€š ¬Ã‚  Exemption from payment of half the normal registration fee on land and buildings by new enterprises.  ·Ã¢â€š ¬Ã‚  Relief on personal income tax for 2 expatriate staff Pioneer Status Enterprise  ·Ã¢â€š ¬Ã‚  Activities involving technology and skills above average existing in Mauritius and likely to enhance industrial and technological development.  ·Ã¢â€š ¬Ã‚  Applicant companies may come under one of three broad categories: (a) new technology, (b) support industries and (c) service industries.  ·Ã¢â€š ¬Ã‚  No customs duty, or sales tax on scheduled equipment or materials.  ·Ã¢â€š ¬Ã‚  15% corporate tax  ·Ã¢â€š ¬Ã‚  No tax on dividends  ·Ã¢â€š ¬Ã‚  Free repatriation of profits, dividends and capital Strategic Local Enterprise  ·Ã¢â€š ¬Ã‚  Local industry manufacturing for the local market and engaged in an activity likely to promote and enhance the economic, industrial and technological development of Mauritius.  ·Ã¢â€š ¬Ã‚  15% corporate tax  ·Ã¢â€š ¬Ã‚  No tax on dividends Modernization and Expansion Enterprise  ·Ã¢â€š ¬Ã‚  Two broad categories:  ·Ã¢â€š ¬Ã‚  Investment in productive machinery and equipment, such as automation equipment and processes and computer applications to industrial design, manufacture and maintenance CAD/CAM)  ·Ã¢â€š ¬Ã‚  Investment in anti-pollution and environment protection technology to be made within 2 years of date of issue of certificate.  ·Ã¢â€š ¬Ã‚  No customs duty on production equipment  ·Ã¢â€š ¬Ã‚  Income tax credit of 10% (spread over 3 years) of investment in new plant and machinery, provided at least Rs 10 million are spent and this occurs within two years of date of issue of certificate. (This is in addition to existing capital allowances which amount to 125%of capital expenditures.)  ·Ã¢â€š ¬Ã‚  Enterprises incurring expenditure on anti-pollution machinery or plant benefit from a further incentive, i.e. an initial allowance of 80% instead of the normal 50% Industrial Building Enterprise Construction for letting purposes of industrial buildings or levels thereof, provided floor space is at least 1000 square meters. Special conditions: The applicant can only be a company intending to erect an industrial building to be let to the holder of a certificate (other than an industrial building enterprise certificate) issued under this Act or to an enterprise engaged in the manufacture or processing of goods or materials except the milling of sugar.  ·Ã¢â€š ¬Ã‚  15% corporate tax  ·Ã¢â€š ¬Ã‚  No tax on dividends  ·Ã¢â€š ¬Ã‚  Registration dues for land purchase: 50% exemption  ·Ã¢â€š ¬Ã‚  There is also a non-fiscal incentive, namely the disapplication of the Landlord and Tenant Act, i.e. rent control Source: Destination Mauritius, Mauritius Export Development and Investment Authority (MEDIA). Table 3.2: Services Fiscal Incentives INCENTIVE SCHEME QUALIFYING ACTIVITIES INCENTIVES Offshore Business Conduct of business with non-residents and in currencies other than the Mauritian Rupee. Activities include: offshore banking, offshore insurance, offshore funds management, international financial services, operational Headquarters, international consultancy services, shipping and ship management, aircraft financing and leasing, international licensing and franchising, international data processing and other information technology services, offshore pension funds, international trading and assets management, international employment se